1.0. Introduction

The poverty reduction and growth strategy (PRGS) for 2010-2014 was subject to a broad consensus among the development players in the Comoros on the core strategies and priority programs to be implemented during the coming years to give new impetus to the development process. Living conditions for Comorians stand to improve substantially if the country is to succeed to (i) consolidate political stability and effectively establish institutions and strengthen the government at the central and decentralized levels; (ii) restore economic growth by focusing on promoting the private sector and trade; (iii) develop and develop institutional and human capacities; and (iv) engage all public players, civil society organizations, economic transactors, and international organizations in the implementation of the strategy.

1.1. Poverty reduction and growth strategy objectives and core strategies

The poverty reduction and growth strategy has two major objectives: robust economic growth and a sustainable reduction in poverty and inequalities. Six (6) core strategies have been adopted in accordance with these major objectives:

Core strategy I. Stabilize the economy and lay the groundwork for strong and equitable growth

This strategy involves conducting major fiscal reforms, reorganizing the administration, adopting incentive trade policies to promote the integration of the Comoros into the regional and world economies; implementing measures to make the Comorian economy more competitive, particularly in the key sectors of agrofood and tourism; executing reforms and investments to guarantee a regular energy supply at a reasonable cost; and building and improving basic economic infrastructures (roads, ports, airports, and telecommunications) to support foreign trade as well as to enable Comorian economic players and producers to optimize the opportunities available to them on the domestic market.

Core strategy 2. Strengthen key sectors by focusing on institution building and ensuring a broader role for the private sector

This core strategy involves implementation of priority programs aiming to develop and increase productivity in key economic growth sectors and to help achieve a sustainable reduction in poverty. This strategy primarily involves agriculture, stockbreeding, fishing, and tourism. While the traditional components of the agrofood sector are better known, and their contribution to economic development and food security no longer remains to be proven, the tourism sector offers great potential that has never truly been tapped.

The measures under this strategy aim at building institutions and strengthening the regulatory framework governing growth sectors; supporting intensified, improved productivity; strengthening competitiveness, and capacity building for commercial activities and marketing circuits. This core strategy also covers accompanying measures to strengthen the financial intermediation system and access to microcredit facilities, support for nonfinancial services to promote private sector development, and an improved business climate. These activities constitute essential measures for the country to enable the underprivileged sectors to become integrated into the modern economy and to consolidate the development of micro and small-scale enterprises, which are often highly vulnerable to economic shocks.

Core strategy 3. Strengthen governance and social cohesion

This strategy aims to consolidate good governance and social cohesion by constructing the democratic and administrative institutions of the Union and the islands. It aims primarily to strengthen the regulatory framework by clarifying the responsibilities, roles, and scope of authority of the national institutions with a view to a renewed, constructive social dialog.

Through implementation of the adopted priority programs, this strategy will make it possible to improve governance and the efficacy of public institutions; to implement a true decentralization policy at the rural community and municipality levels; to renew a constructive social dialog to provide citizens with greater peace and security; to give all citizens access to transparent, equitable justice; and to fight transnational crime.

Core strategy 4. Improve the health status of the general public

Core strategy 4 aims to give the public better access to quality health service, targeting the most vulnerable groups and rural populations, and to give priority to the measures to reduce anemic diseases and to improve all areas of the health system.

In this connection, the government will focus its efforts on implementation of programs aimed at reducing malaria and priority diseases, improving mother and child health, preventing HIV/AIDS, improving health system management with a view to more efficient, effective health services, and improving the hospital environment.

Core strategy 5. Promote education and vocational training with the aim of developing human capital

The education sector in the Comoros should produce a socially-responsible, educated population capable of taking advantage of economic opportunities. It is a powerful vehicle for change in behaviors that must also help citizens reach goals and give them better governance and improved health. The government intends to focus its efforts and to direct those of its partners to meet these major challenges.

Core strategy 5 emphasizes better access to quality education at all levels, a shift of the ministry’s efforts to technical and vocational training, and further support for informal training through literacy activities targeting young people and adults.

Core strategy 6. Promote environmental sustainability and civil security

We note that most of the environmental constraints the Comoros faces are similar to those found in Small Island Developing States (SIDS) under Agenda 21 and the Barbados Plan of Action: ecological and economic instability; substantial vulnerability to climate change and natural disasters; insufficient response and management capacity; and a narrow base of energy resources at high costs.

In the Comoros, perhaps more than anywhere else, the environment is the focal point of the key economic sectors that produce commercial goods and services. Recent studies have shown that growth in the Comoros is still highly contingent on development in the agrofood and tourism sectors, both of which are highly dependent on the natural surroundings, the quality of the environment, and its conservation. The government therefore chose to make the environment a central issue in the PRGS. Several ambitious priority programs will be implemented to protect the environment and ensure its regeneration, conservation and rational, sustainable exploitation, while being mindful of the well-being of current and future generations.

The Union of the Comoros is a poor, vulnerable country that faces many risks, including cyclones, droughts, epidemics, tornadoes, brush fires, tidal waves, floods, major accidents, landslides, volcanic eruptions, and risks related to the presence of an active volcano (earthquakes). This vulnerability might be aggravated by an insufficient capacity to prepare, prevent, and respond appropriately to risks and disasters. The government takes this issue very seriously as it intends to establish mechanisms to prevent and manage risks and disasters in connection with global warming.

During the next five (5) years, the government intends to focus its human and financial efforts and to direct those of its development partners toward implementation of the priority programs adopted in this action plan.

1.2. Poverty reduction and growth strategy preparation process

Based on the lessons learned from the past in the area of national development planning, and on the experiences of other countries, the government adopted the foundations and reference framework that guided the preparation of the interim poverty reduction and growth strategy. The adopted approach was based on the following four principles:

• A strategy devised with a participative approach designed to involve the public, key players in civil society, and the private sector in defining poverty reduction strategies;

• A gradually developed strategy, relying on existing information and dialog and exchange through regional and national workshops and roundtable discussions. The strategy was improved and updated to reflect the recent data on household living conditions;

• A strategy targeting potential growth areas, and particularly the economic sectors comprising the vulnerable and poor groups, to achieve sustainable poverty reduction while being mindful of the essential social dimensions identified;

• A cross-cutting strategy to ensure that the macroeconomic environment and sectoral programs and policies are effectively integrated, to reflect more effectively the dimensions characterizing poverty, and to propose innovative operations to address the multiple factors impeding growth and poverty reduction.

The action plan for the period 2010-2014 used the same participative approach. The Sectoral Technical Groups (GTS) and island sectoral experts from various areas helped determine the priorities and prepare this paper.

1.3. Operating strategy

The experience of the Comoros and many developing countries shows that economic growth is a necessary condition for sustainable poverty reduction. To improve the population’s living conditions, national production must be increased, jobs created, and revenue generated. The scope of the impact depends on sector performance, the political and institutional environment, macroeconomic and sectoral policies, and the level of inequality prevailing between the socioeconomic categories and environments. Numerous studies also show that economic growth can be accompanied with an increase or reduction in inequalities depending on the sector in which the growth is concentrated. When we observe a substantial concentration of poor households in a given sector, we can expect substantial growth in the sector to have a more substantial impact on poverty reduction than if growth were induced in a sector encompassing fewer poor households. By contrast, growth deriving from a sector where few poor people are concentrated can also contribute indirectly to reduce poverty and inequalities, provided that the government establishes effective redistribution policies.

There are two major options in terms of sectoral priorities to reduce poverty through growth: promote GDP growth in the country’s leading growth sectors where the country has greater comparative advantages, and ensure that some benefits of this growth are redistributed through redistribution policies; or adopt a “pro-poor policy” aiming to boost the income of the poor in the sectors where they are concentrated, which will also lead to an increase in GDP.

The government of the Comoros chose to use a combined approach, by targeting the sectors where the poor are concentrated, to achieve a rapid and direct increase in their income, and by stimulating medium-term development of new growth sectors, the benefits of which can be redistributed through taxation and through equitable, incentive-based public expenditure policies. The short-term approach involved a special focus on the agrofood sector the private sector in general, as these sectors typically register a significant proportion of households, a poverty incidence exceeding the national average, and therefore individuals likely to respond quickly to incentives. The authorities are convinced that promoting growth in these sectors will directly contribute to revenue generation for households and revenue for the government.

Tourism development was deemed an area with great potential as it stands to create substantial multiplier effects in a number of economic sectors. The preliminary data indicate that the Comoros has substantial potential in the medium term to become a major source of economic activity, jobs, revenue for households and the state, and foreign exchange. Tourism is a particularly interesting sector in poverty reduction as it is job-intensive, and most of the skilled jobs the sector requires call for short-term training (ranging from a few months to a few years). If effectively managed, this sector represents a sustainable source of income and can contribute to environmental conservation.

Tourism development in the Comoros clearly requires recourse to Comorian and foreign private investors to provide capital and know-how. In the context of market globalization, these players will only provide such support if the county presents advantageous market opportunities, offers comparative advantages over other destinations, and ensures greater political and macroeconomic stability. The same applies to issues involving security of assets and persons, the foreign investment code, the availability of transportation and energy infrastructures, and proper tourist accommodations.

In addition to questions related to the type of sector to be given priority in poverty reduction and growth, the type of growth will also affect poverty reduction. Unskilled labor-intensive growth will be the focus in all sectors whenever possible as it will be much more effective in poverty reduction than capital-intensive growth. To that end, the government intends to give priority systematically to labor-intensive technologies, particularly those requiring unskilled labor, such as public construction works and road maintenance, in the construction sector, agrofood sector, etc.

Poverty is not only the result of insufficient income. It is also the result of insufficient access to different forms of capital, and specifically human capital. The government intends for all Comorians to be healthy, well educated, and able to reach their personal and professional potential. To that end, individuals must be able to take the economic opportunities made available to them to earn their living and ensure the well-being of their families. The education sector plays a strategic role in this connection as it is the best mechanism to transmit social values and to develop skills to enable individuals to find the means and motivation to build a country that offers a good quality of life.

Against this backdrop, the PRGS places special emphasis on vocational training activities in addition to those directly targeting the formal education sector. It is a priority, in fact, to allocate limited public resources to training for young people and adults in growth sectors where they will have the greatest chances of finding jobs, rather than being unemployed new graduates and thereby becoming candidates for forced emigration. The aim will be to promote sectors requiring short-term training, such as agrofood technology institutes and hotel and tourism schools, to provide specialized and skilled labor required for the development of identified growth niches.

The government is aware that substantial demographic growth is a major constraint for the country’s development. The current demographic growth threatens the natural environment, increases tensions between communities in terms of access to limited productive resources, and too often breaks up families as a result of emigration. Demographic growth in fact accentuates demand for basic social services, while available financial and human resources are quite limited. The government intends to attack this problem directly through strengthened family planning programs in connection with the PRGS. The introduction of the relevant training modules into the training curriculum, in the public and private sectors, is a priority under the PRGS. We know that reducing the demographic growth rate also requires broad education, with a focus on education for girls and adult literacy. Activities in these two areas will receive special attention.

Good governance is a necessary condition for poverty reduction in the Comoros. The government of the Union of the Comoros intends to continue the process of national reconciliation, democratization, and decentralization so that the islands can be more autonomous and to enable civil society organizations gain increasing responsibility and involvement in the development management process.

Insufficient governance and political instability have been factors in increasing poverty and impeding the economic and social development process. The danger of secessionism will be present as long as the constitutional institutions have not been effectively established in the Union and the islands. Accordingly, good governance is the focus of concerns for the new Comorian group and the PRGS. The government will continue to establish these institutions in partnership with the island authorities, for a unified approach to the challenge of growth and poverty reduction in the Comoros.

The world has changed substantially since September 1l, 2001. Social and economic development is more dependent on a country’s ability to ensure the security of property and persons. Against this backdrop, the fight against terrorism and criminal activity has become a major global issue that must be addressed by all countries. The government is determined to guarantee security on its territory to promote social peace and development. The 2010-2014 action plan is part of this context of change and proposes programs reflecting the priorities identified.

2.0. Introduction

The action plan presents the multiannual plan for the priority programs the government intends to implement during the period 2010-2014. These programs are presented according to the six (6) core strategies of the PRGS.

A total of thirty-two (32) programs were adopted, involving thirteen (13) sectors. They are presented in terms of objectives and results to be achieved for each major operation. Estimated costs and financing requirements to implement these operations are presented in Section III of this paper.

2.1. Core Strategy I. Stabilize the economy and lay the groundwork for strong and equitable growth

Five priority programs were identified to help stabilize the economy and lay the groundwork for equitable growth. The government’s priority with this core strategy is to enhance macroeconomic management, government operations, and effective fiscal management, to promote domestic and international trade, make the Comorian economy more competitive, guarantee a low-cost energy supply, improve basic economic infrastructures and communication services, and finally to make investments to improve access to drinking water and a more healthy environment. The following programs were adopted:

Program 1.1. Enhance government and fiscal operations;

Program 1.2. Integrate and facilitate domestic and international trade;

Program 1.3. Improve the energy supply at a low cost;

Program 1.4. Improve basic economic infrastructures and communication services;

Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management.

2.1.1. Priority program 1.1. Enhance government and fiscal operations

The period 2006-2008 has been particularly difficult time for the government, as it faced a threefold challenge: (1) an unprecedented economic crisis at the world and national levels; (2) alarming fiscal and public sector deterioration; and (3) persistent political and institutional crises.

The Public Expenditure and Financial Accountability (PEFA) report prepared in 2008 entailed a comprehensive fiscal analysis. The report brought to light a number of weaknesses, insufficiencies, and dysfunctions in fiscal management. During recent years, the fiscal deterioration has accelerated and the distortions in good governance and public management have multiplied. As a result, the government now faces a major fiscal crisis and a disorganized, unmotivated administration. The time has therefore come for reconstruction and return to budget orthodoxy.

New instruments will be adopted to improve financial and budget management. The government intends to promote a results-based public management approach and to introduce tools under the medium-term expenditure framework (MTEF) and program budgets. Along with the adoption of these reforms and new instruments, it will be essential to strengthen the capacities of the government and to review the national system for planning, management, and monitoring and evaluation of public programs. It will also be essential to strengthen information flows between the Union and the islands, the quality and regularity of statistics, and the system used to manage the expenditure process.

Fiscal recovery goes hand in hand with institutional improvement. The deterioration in government operating conditions, as its size far exceeds the country’s financing capacities, is not only a source of negative motivation for the existing civil servants, it also leads to a flight of the best trained and most dynamic personnel. Moreover, the financial crisis has led to the outright disappearance of operating resources and to deterioration in equipment. The absence of any ongoing management system for equipment is a source of substantial waste. The shortage of operating resources and equipment leads to further lethargy and dependency on development partners.

In addition to the government’s efficacy and sound fiscal management, the issue of privatization of state enterprises and companies is a focus for the government’s concern and must be pursued. The state’s gradual divestiture from the productive sectors and commercial activities to benefit the private sector is vital. This divestiture will be pursued through a voluntary policy based on comprehensive structural reform measures. These reforms are even more necessary with the establishment of the Comoros in the Common Market for Eastern and Southern Africa (COMESA), which requires customs and fiscal reforms to ensure that administrative practices and regulations are more broadly harmonized.

While the government is aware of structural and recurrent problems, it is also mindful of the difficult decisions that must be made to correct the fiscal and overall administrative situation. The specific objectives of this program during the period 2010-2014 are presented in Table 2.1.1.

Table 2.1.1.

Specific objectives and targets of the program to enhance government and fiscal operations

Table 2.1.1.

Specific objectives and targets of the program to enhance government and fiscal operations

Specific objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Objective 1.1.1. Reimburse domestic arrears and audit residual debt	Rate at which arrears are cleared	Wages (1995-2009): CF 10 billion	25 percent	25 percent	25 percent	25 percent	0 percent
		Domestic debt to the private sector (2007): CF 16.4 billion	25 percent	25 percent	25 percent	25 percent	0 percent
		Other domestic debt (2009): CF 26 billion	25 percent	25 percent	25 percent	25 percent	0 percent
Objective 1.1.2. Increase state revenue through an expanded tax base	Annual rate of increase in tax revenue	CF 22.0 billion in 2009	5 percent	5 percent	4 percent	3 percent	3 percent
	Annual rate of increase in nontax revenue	CF 3.975 billion in 2009	2.5 percent	2.5 percent	2.5 percent	1.0 percent	0.5 percent
Objective 1.1.3. Increase the share of public resources allocated to priority sectors	Share of education expenditure in the state budget	2008: 6.5 percent	8. percent	10 percent	15 percent	18 percent	20 percent
	Share of health expenditure in the total state budget	2008: 5 percent	8 percent	11 percent	14 percent	14 percent	14 percent
	Share of economic sector expenditure in the state budget	In 2008: 6.0 percent	8 percent	8 percent	9 percent	9 percent	10 percent
Objective 1.1.4. Enhance fiscal management	Primary balance as a percentage of GDP	-1.6 percent GDP (2009)	-1.5 percent	-1.2 percent	-0.8 percent	0.3 percent	0.3 percent
Objective 1.1.5. Strengthen coordination in budget management between the Union and the autonomous islands	Budget quota	2008: Parties involved failed to meet their commitments	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget
Objective 1.1.6. Make government more effective	Medium term expenditure framework operational	Not operational	Operational	Operational	Operational	Operational	Operational
	Number of sectors with program budgets (medium-term sectoral expenditure frameworks—CDS-MT)	0	4	6	8	10	All ministries
Objective 1.1.7. Privatize public enterprises	Number of public enterprises privatized and sectors liberalized	Diagnostic conducted by SFI	Telecoms (capital offering) and National Rice Importing and Marketing Office (ONICOR)	Power company (MAMWE)	Hydrocarbons

View Table

Table 2.1.1.

Specific objectives and targets of the program to enhance government and fiscal operations

Specific objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Objective 1.1.1. Reimburse domestic arrears and audit residual debt	Rate at which arrears are cleared	Wages (1995-2009): CF 10 billion	25 percent	25 percent	25 percent	25 percent	0 percent
		Domestic debt to the private sector (2007): CF 16.4 billion	25 percent	25 percent	25 percent	25 percent	0 percent
		Other domestic debt (2009): CF 26 billion	25 percent	25 percent	25 percent	25 percent	0 percent
Objective 1.1.2. Increase state revenue through an expanded tax base	Annual rate of increase in tax revenue	CF 22.0 billion in 2009	5 percent	5 percent	4 percent	3 percent	3 percent
	Annual rate of increase in nontax revenue	CF 3.975 billion in 2009	2.5 percent	2.5 percent	2.5 percent	1.0 percent	0.5 percent
Objective 1.1.3. Increase the share of public resources allocated to priority sectors	Share of education expenditure in the state budget	2008: 6.5 percent	8. percent	10 percent	15 percent	18 percent	20 percent
	Share of health expenditure in the total state budget	2008: 5 percent	8 percent	11 percent	14 percent	14 percent	14 percent
	Share of economic sector expenditure in the state budget	In 2008: 6.0 percent	8 percent	8 percent	9 percent	9 percent	10 percent
Objective 1.1.4. Enhance fiscal management	Primary balance as a percentage of GDP	-1.6 percent GDP (2009)	-1.5 percent	-1.2 percent	-0.8 percent	0.3 percent	0.3 percent
Objective 1.1.5. Strengthen coordination in budget management between the Union and the autonomous islands	Budget quota	2008: Parties involved failed to meet their commitments	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget	Harmonized consolidated budget
Objective 1.1.6. Make government more effective	Medium term expenditure framework operational	Not operational	Operational	Operational	Operational	Operational	Operational
	Number of sectors with program budgets (medium-term sectoral expenditure frameworks—CDS-MT)	0	4	6	8	10	All ministries
Objective 1.1.7. Privatize public enterprises	Number of public enterprises privatized and sectors liberalized	Diagnostic conducted by SFI	Telecoms (capital offering) and National Rice Importing and Marketing Office (ONICOR)	Power company (MAMWE)	Hydrocarbons

The operations adopted and expected performance targets under this program are listed by objective in Table 2.1.2. A total of 27 operations will be carried out in connection with the program in progress for the period 2010-2014.

Table 2.1.2:

Operations and expected results for each objective of the program to enhance government and fiscal operations

Table 2.1.2:

Operations and expected results for each objective of the program to enhance government and fiscal operations

Specific objectives	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.1.1. Reimburse domestic arrears and audit residual debt
Operations
1.1.1.1. Reimburse wage arrears	Reimbursement volume (billions of CF)	2.5	2.5	2.5	2.5	0
1.1.1.2. Plan for reimbursement of debt with private enterprises	Reimbursement volume (billions of CF)	4.1	4.1	4.1	4.1	0
1.1.1.3. Plan for reimbursement of arrears with state enterprises	Reimbursement volume (billions of CF)	6.5	6.5	6.5	6.5	0
Objective 1.1.2. Increase state revenue through an expanded tax base
Operations
1.1.2.1. Introduce value-added tax (VAT)	Application of VAT in the Budget Law from January 1, 2011	Execution of studies	VAT system application	VAT system application	VAT system application	VAT system application
1.1.2.2. Generalize taxation of all taxable players	Number of taxpaying enterprises	700	865	945	1,234	1,453
	Number of taxpaying individuals	16,000	18,000	27,000	32,000	35,000
1.1.2.3. Strengthen tax auditing functions	Number of enterprises audited	12	19	27	34	43
Objective 1.1.3. Increase the share of public resources allocated to priority sectors
Operations
1.1.3.1. Train workers from the financial services in the relevant ministries	Number of workers trained	65	87	97	125	187
1.1.3.2. Introduce program budgets	Number of ministries having a medium-term sectoral expenditure framework	4	6	8	10	All
1.1.3.3. Redeploy workers responsible for budget execution and management of programs/projects in the ministries involved	Number of workers redeployed	65	86	95	118	123
1.1.3.4. Provide the Ministry of Finance with computer equipment and office furnishings	Number of Ministry of Finance departments equipped	16	24	28	34	38
Objective 1.1.4. Enhance fiscal management
Operations
1.1.4.1. Introduce a comprehensive fiscal management system	Consolidated fiscal table (TOFE) published every year	12	12	12	12	12
	Government finance statistics reports published in a timely manner	2	2	2	2	2
Operations
1.1.4.2. Public accounting reform	Chart of accounts revised and implemented	1	1	1	1	1
	Lags in government account reconciliation operations	45 days	40 days	40 days	35 days	35 days
1.1.4.3. Strengthen budget audit and supervision activities	Budget balance	CF -4 billion	CF -3.5 billion	CF -3 billion	CF -2.7 billion	CF -2.5 billion
	Number of government agencies subject to account audits	6	5	5	5	5
1.1.4.4. Prepare/finalize a debt strategy for the Comoros	Strategy paper	Strategy adopted by the government	Strategy implemented	Strategy implemented	Strategy implemented	Strategy implemented
1.1.4.5. Prepare an annual cash flow plan at the central and island levels	Number of annual cash flow plans prepared	4	4	4	4	4
Objective 1.1.5. Budget coverage and transparency between the government of the Union and the autonomous islands
1.1.5.1. Consolidate budget statements for the government of the Union and the autonomous islands	Lag in transmitting budget data to the Economic and Financial Reform Unit (CREF)	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month
1.1.5.6. Harmonize the technical and financial partners’ disbursement procedures with national procedures	Round table for donors and creditors	1	1	1	1	1
	Framework document harmonizing procedures used by the technical and financial partners available	1	1	1	1	1
	Assessment of Paris Declaration and Accra Action Plan implementation published.	0	1	1	1	1
1.1.5.7. Capacity building in government	Number of workers trained in the field	123	169	187	200	230
	Number of workers receiving external training	65	114	167	188	230
Objective 1.1.6. Enhance performance of government
Operations
1.1.6.1. Establish the high authority of the civil service and monitor government performance project activities	Number of decentralized services operational in the Ministry of Finance	3	4	4	4	4
1.1.6.2. Build technical capacities in data collection, analysis, and economic planning	National socioeconomic data published by the CREF and the Statistics Directorate	3 (Balance of payments—BOP), TOFE, annual statistics report, etc.)	4 (BOP, TOFE, annual statistics report, etc.)	5 (BOP, TOFE, annual statistics report, etc.)	6 (BOP, TOFE, annual statistics report, etc.)	7 (BOP, TOFE, annual statistics report, etc.)
1.1.6.3. Rehabilitate and equip the ministries	Number of offices rehabilitated	34	46	87	126	243
	Number of vehicles	38	56	65	126	158
	Number of motorcycles	26	30	38	42	42
	Number of offices equipped	68	89	168	287	367
1.1.6.4. Improve the investment climate	Government contracting code available	Code being implemented
	Agency’s single window available	1
	Free establishment of export prices	No state price intervention
	Liberalization of ONICOR	ONICOR liberalized
Objective 1.1.7. Privatize public enterprises
Operations
1.1.7.1. Implement the privatization strategy	Number of public enterprises privatized	2	1	0	0	0

View Table

Table 2.1.2:

Operations and expected results for each objective of the program to enhance government and fiscal operations

Specific objectives	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.1.1. Reimburse domestic arrears and audit residual debt
Operations
1.1.1.1. Reimburse wage arrears	Reimbursement volume (billions of CF)	2.5	2.5	2.5	2.5	0
1.1.1.2. Plan for reimbursement of debt with private enterprises	Reimbursement volume (billions of CF)	4.1	4.1	4.1	4.1	0
1.1.1.3. Plan for reimbursement of arrears with state enterprises	Reimbursement volume (billions of CF)	6.5	6.5	6.5	6.5	0
Objective 1.1.2. Increase state revenue through an expanded tax base
Operations
1.1.2.1. Introduce value-added tax (VAT)	Application of VAT in the Budget Law from January 1, 2011	Execution of studies	VAT system application	VAT system application	VAT system application	VAT system application
1.1.2.2. Generalize taxation of all taxable players	Number of taxpaying enterprises	700	865	945	1,234	1,453
	Number of taxpaying individuals	16,000	18,000	27,000	32,000	35,000
1.1.2.3. Strengthen tax auditing functions	Number of enterprises audited	12	19	27	34	43
Objective 1.1.3. Increase the share of public resources allocated to priority sectors
Operations
1.1.3.1. Train workers from the financial services in the relevant ministries	Number of workers trained	65	87	97	125	187
1.1.3.2. Introduce program budgets	Number of ministries having a medium-term sectoral expenditure framework	4	6	8	10	All
1.1.3.3. Redeploy workers responsible for budget execution and management of programs/projects in the ministries involved	Number of workers redeployed	65	86	95	118	123
1.1.3.4. Provide the Ministry of Finance with computer equipment and office furnishings	Number of Ministry of Finance departments equipped	16	24	28	34	38
Objective 1.1.4. Enhance fiscal management
Operations
1.1.4.1. Introduce a comprehensive fiscal management system	Consolidated fiscal table (TOFE) published every year	12	12	12	12	12
	Government finance statistics reports published in a timely manner	2	2	2	2	2
Operations
1.1.4.2. Public accounting reform	Chart of accounts revised and implemented	1	1	1	1	1
	Lags in government account reconciliation operations	45 days	40 days	40 days	35 days	35 days
1.1.4.3. Strengthen budget audit and supervision activities	Budget balance	CF -4 billion	CF -3.5 billion	CF -3 billion	CF -2.7 billion	CF -2.5 billion
	Number of government agencies subject to account audits	6	5	5	5	5
1.1.4.4. Prepare/finalize a debt strategy for the Comoros	Strategy paper	Strategy adopted by the government	Strategy implemented	Strategy implemented	Strategy implemented	Strategy implemented
1.1.4.5. Prepare an annual cash flow plan at the central and island levels	Number of annual cash flow plans prepared	4	4	4	4	4
Objective 1.1.5. Budget coverage and transparency between the government of the Union and the autonomous islands
1.1.5.1. Consolidate budget statements for the government of the Union and the autonomous islands	Lag in transmitting budget data to the Economic and Financial Reform Unit (CREF)	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month	13 days after the end of the month
1.1.5.6. Harmonize the technical and financial partners’ disbursement procedures with national procedures	Round table for donors and creditors	1	1	1	1	1
	Framework document harmonizing procedures used by the technical and financial partners available	1	1	1	1	1
	Assessment of Paris Declaration and Accra Action Plan implementation published.	0	1	1	1	1
1.1.5.7. Capacity building in government	Number of workers trained in the field	123	169	187	200	230
	Number of workers receiving external training	65	114	167	188	230
Objective 1.1.6. Enhance performance of government
Operations
1.1.6.1. Establish the high authority of the civil service and monitor government performance project activities	Number of decentralized services operational in the Ministry of Finance	3	4	4	4	4
1.1.6.2. Build technical capacities in data collection, analysis, and economic planning	National socioeconomic data published by the CREF and the Statistics Directorate	3 (Balance of payments—BOP), TOFE, annual statistics report, etc.)	4 (BOP, TOFE, annual statistics report, etc.)	5 (BOP, TOFE, annual statistics report, etc.)	6 (BOP, TOFE, annual statistics report, etc.)	7 (BOP, TOFE, annual statistics report, etc.)
1.1.6.3. Rehabilitate and equip the ministries	Number of offices rehabilitated	34	46	87	126	243
	Number of vehicles	38	56	65	126	158
	Number of motorcycles	26	30	38	42	42
	Number of offices equipped	68	89	168	287	367
1.1.6.4. Improve the investment climate	Government contracting code available	Code being implemented
	Agency’s single window available	1
	Free establishment of export prices	No state price intervention
	Liberalization of ONICOR	ONICOR liberalized
Objective 1.1.7. Privatize public enterprises
Operations
1.1.7.1. Implement the privatization strategy	Number of public enterprises privatized	2	1	0	0	0

2.1.2. Program 1.2. Integrate and facilitate domestic and international trade

Commercial policy based on the multilateral trade framework and the regional economic integration process adopted by the government will help stimulate the economy while reducing rent-seeking behaviors, lowering factor costs, facilitating trade, and improving the business and investment climate. The multilateral trade system and agreements with COMESA will help stabilize trade policy through a firm anchoring in a market economy. One of the objectives in this area is to increase the export growth rate.

The government also intends to implement accompanying measures (training, strengthened professional organizations and associations, and access to information and financing) to enable the most disadvantaged to profit from this growth and to enjoy its benefits. The government concurrently plans to stimulate domestic trade in local goods to provide a better supply for the general public. Reforms will be undertaken to remove barriers to the circulation of goods. These measures should promote inter-island trade flows and guarantee more regular supplies and prices.

The specific objectives of this program during the period 2010-2014 are presented in Table 2.1.3. They aim primarily to promote development of national, regional, and international trade.

Table 2.1.3.

Specific objectives and targets of the program to integrate and facilitate domestic and international trade

Table 2.1.3.

Specific objectives and targets of the program to integrate and facilitate domestic and international trade

Programs and objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.2. Capacity building program for international trade integration	Annual rate of increase in exports		3 percent	6 percent	9 percent	10 percent	10 percent
Objective 1.2.1. Capacity building in trade policy making	Number of professional workers from the ministry responsible for trade trained		4	4	4	4	4
Objective 1.2.2. Adopt a foreign trade policy for dynamic, “pro-poor” world economic integration	Trade policy updated		Adopted and implemented	Implemented
Objective 1.2.3. Implement criteria for convergence with COMESA and prepare the Economic Partnership Agreement (EPA)	Texts of laws and regulatory acts		Texts drafted	EPA prepared	Application for accreditation
Objective 1.2.4. Prepare for entry into the World Trade Organization (WTO)	Memorandum for accession		Draft document	Finalize and adopt
Objective 1.2.5. Facilitate trade transactions	Text applied and implemented		Implemented	Implemented	Updated	Implemented	Implemented

View Table

Table 2.1.3.

Specific objectives and targets of the program to integrate and facilitate domestic and international trade

Programs and objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.2. Capacity building program for international trade integration	Annual rate of increase in exports		3 percent	6 percent	9 percent	10 percent	10 percent
Objective 1.2.1. Capacity building in trade policy making	Number of professional workers from the ministry responsible for trade trained		4	4	4	4	4
Objective 1.2.2. Adopt a foreign trade policy for dynamic, “pro-poor” world economic integration	Trade policy updated		Adopted and implemented	Implemented
Objective 1.2.3. Implement criteria for convergence with COMESA and prepare the Economic Partnership Agreement (EPA)	Texts of laws and regulatory acts		Texts drafted	EPA prepared	Application for accreditation
Objective 1.2.4. Prepare for entry into the World Trade Organization (WTO)	Memorandum for accession		Draft document	Finalize and adopt
Objective 1.2.5. Facilitate trade transactions	Text applied and implemented		Implemented	Implemented	Updated	Implemented	Implemented

The operations adopted and expected performance targets under this program are listed by objective in Table 2.1.4. A total of 16 operations will be carried out in connection with the program in progress for the period 2010-2014.

Table 2.1.4.

Operations and expected results for each objective in the program to enhance government and fiscal operations

Table 2.1.4.

Operations and expected results for each objective in the program to enhance government and fiscal operations

Programs and operations	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.2.1. Capacity building in trade policy making
Operations
1.2.1.1. Institutional capacity building for the ministry responsible for trade (Union and islands)	Number of experts recruited	4	4	4	4	4
	Number of professionals trained	4	4	4	4	4
	Number of workshops and seminars organized	3	2	2	1	1
	Number of National Forum on Trade Policy Development (FNDPC) meetings and other committees organized	12	12	12	12	12
	Audit and evaluation of international trade (IT) implementation	1
	Update of the diagnostic study on trade integration (EDIC)			1
	Round table on trade	1	1	1	1	1
	Inter-island missions	12	12	12	12	12
	Directorates equipped and IT unit implemented	3	2	2	2	2
1.2.1.2. Implement measures to facilitate domestic trade	Increase in domestic trade flows	3 percent	6 percent	9 percent	9 percent	9 percent
1.2.1.3. Human resource capacity building program for the trade directorate	Number of professionals having university education in trade negotiation recruited	2	2	2	2	2
1.2.1.4. Allocate resources required for proper operation of the FNDPC	Opening of a bank account	Two signatories designated	Access to resources
Objective 1.2.2. Adopt a commercial policy on foreign trade to promote dynamic, “pro-poor” world economic integration
Operations
1.2.2.1. Adopt a tariff scheme	Ministerial decree	Adopted under the budget law	Programmed with the SYDONIA++ system	Stabilization
1.2.2.2. Study on the impact of VAT on competitiveness and the tax transition	VAT impact study conducted	Completed	Adopted under the budget law
1.2.2.3. Review the exemption scheme and reduce exceptions	Rate of exemptions eliminated	20 percent	40 percent	75 percent
1.2.2.4. Define an optimal integration zone	Trade policy adopted	Endorsement by the Council of Ministers	Applied
Objective 1.2.3. Implement convergence criteria with COMESA and prepare the Economic Partnership Agreement (EPA)
Operations
1.2.3.1. Adopt the COMESA transaction value	Customs code reflecting the transaction value adopted	Implementing decree in place
1.2.3.2. Discontinue lump-sum taxation for groupage containers	Regulatory measures applied	50 percent	85 percent	100 percent	100 percent	100 percent
1.2.3.3. Update the benchmark value register	Study conducted	Implemented
1.2.3.4. Introduce the COMESA classification of goods for customs duty	Tariff harmonized	Effective and implemented
1.2.3.5. Verify certificates of origin for authenticity	Origin verification bureau open	35 percent certificates of origin issued	70 percent	90 percent	100 percent	100 percent
Objective 1.2.4. Prepare for accession to the WTO
Operations
1.2.4.1. Establish a national public-private committee for WTO	Committee operational	Establishment of the WTO Department within the Trade Directorate
1.2.4.2. Prepare a memorandum on trade policy and all trade laws and regulations	Publication in the official journal of the WTO	Memorandum prepared and accepted by WTO	Start of bilateral negotiations	Continued
1.2.4.3. Capacity building seminar on WTO rules	Number of participants	100	200	200	200
Objective 1.2.5. Facilitate trade transactions
Operations
1.2.5.1. Adopt the new Customs Code	Training on the new code	20 percent of workers trained	40 percent trained	75 percent trained	100 percent
1.2.5.3. Establish new customs measures in conformity with WTO and the revised Kyoto Convention, 2005	Publication of a circular	Risk management training held	Risk management training held
1.2.5.4. Accede to the Convention on Facilitation of International Maritime Traffic (FAL)	Regulatory act adopted	FAL convention with the IMO signed
1.2.5.5. Introduce paperless customs and tax procedures	Adoption of a law on electronic data transactions	Presentation to Parliament	Adoption of the law

View Table

Table 2.1.4.

Operations and expected results for each objective in the program to enhance government and fiscal operations

Programs and operations	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.2.1. Capacity building in trade policy making
Operations
1.2.1.1. Institutional capacity building for the ministry responsible for trade (Union and islands)	Number of experts recruited	4	4	4	4	4
	Number of professionals trained	4	4	4	4	4
	Number of workshops and seminars organized	3	2	2	1	1
	Number of National Forum on Trade Policy Development (FNDPC) meetings and other committees organized	12	12	12	12	12
	Audit and evaluation of international trade (IT) implementation	1
	Update of the diagnostic study on trade integration (EDIC)			1
	Round table on trade	1	1	1	1	1
	Inter-island missions	12	12	12	12	12
	Directorates equipped and IT unit implemented	3	2	2	2	2
1.2.1.2. Implement measures to facilitate domestic trade	Increase in domestic trade flows	3 percent	6 percent	9 percent	9 percent	9 percent
1.2.1.3. Human resource capacity building program for the trade directorate	Number of professionals having university education in trade negotiation recruited	2	2	2	2	2
1.2.1.4. Allocate resources required for proper operation of the FNDPC	Opening of a bank account	Two signatories designated	Access to resources
Objective 1.2.2. Adopt a commercial policy on foreign trade to promote dynamic, “pro-poor” world economic integration
Operations
1.2.2.1. Adopt a tariff scheme	Ministerial decree	Adopted under the budget law	Programmed with the SYDONIA++ system	Stabilization
1.2.2.2. Study on the impact of VAT on competitiveness and the tax transition	VAT impact study conducted	Completed	Adopted under the budget law
1.2.2.3. Review the exemption scheme and reduce exceptions	Rate of exemptions eliminated	20 percent	40 percent	75 percent
1.2.2.4. Define an optimal integration zone	Trade policy adopted	Endorsement by the Council of Ministers	Applied
Objective 1.2.3. Implement convergence criteria with COMESA and prepare the Economic Partnership Agreement (EPA)
Operations
1.2.3.1. Adopt the COMESA transaction value	Customs code reflecting the transaction value adopted	Implementing decree in place
1.2.3.2. Discontinue lump-sum taxation for groupage containers	Regulatory measures applied	50 percent	85 percent	100 percent	100 percent	100 percent
1.2.3.3. Update the benchmark value register	Study conducted	Implemented
1.2.3.4. Introduce the COMESA classification of goods for customs duty	Tariff harmonized	Effective and implemented
1.2.3.5. Verify certificates of origin for authenticity	Origin verification bureau open	35 percent certificates of origin issued	70 percent	90 percent	100 percent	100 percent
Objective 1.2.4. Prepare for accession to the WTO
Operations
1.2.4.1. Establish a national public-private committee for WTO	Committee operational	Establishment of the WTO Department within the Trade Directorate
1.2.4.2. Prepare a memorandum on trade policy and all trade laws and regulations	Publication in the official journal of the WTO	Memorandum prepared and accepted by WTO	Start of bilateral negotiations	Continued
1.2.4.3. Capacity building seminar on WTO rules	Number of participants	100	200	200	200
Objective 1.2.5. Facilitate trade transactions
Operations
1.2.5.1. Adopt the new Customs Code	Training on the new code	20 percent of workers trained	40 percent trained	75 percent trained	100 percent
1.2.5.3. Establish new customs measures in conformity with WTO and the revised Kyoto Convention, 2005	Publication of a circular	Risk management training held	Risk management training held
1.2.5.4. Accede to the Convention on Facilitation of International Maritime Traffic (FAL)	Regulatory act adopted	FAL convention with the IMO signed
1.2.5.5. Introduce paperless customs and tax procedures	Adoption of a law on electronic data transactions	Presentation to Parliament	Adoption of the law

2.1.3. Program 1.3. Improve the energy supply at a low cost

Energy is a key sector in economic recovery, and more importantly, in recovery of the private sector, and is therefore is a focus of the 2010-2014 PRGS action plan. The energy problems the Union of the Comoros has faced for a decade require a medium and long-term strategic approach. The actions now in progress are designed to stabilize energy production and to provide consumers with a regular energy supply. The Poverty Reduction and Growth Strategy aims to increase the energy supply at competitive prices so that the sector can operate sustainably and to allow growth sectors to develop.

The energy sector diagnostics brought to light the need for rational biomass management, greater autonomy in terms of imported petroleum products, more effective production systems and network, and diversification of the energy supply with new energy sources such as solar, hydraulic, wind, and geothermal energy. Owing to the narrowness of the market, high electricity production costs explained by high petroleum prices are leading to major problems in the long-term development of the energy sector. These problems are accentuated by the absence of a sectoral strategy paper, an unclear institutional framework, and insufficient human resources for effective management of the sector.

To address these challenges, the action plan has adopted a priority program designed to clarify and strengthen the institutional and organizational framework, and to give the country a national strategy for effective energy management. Second, it aims to strengthen the energy infrastructures for storage, production, and distribution, and to reduce technical and nontechnical losses related to energy production, distribution, and marketing through a national energy management and efficiency program. This program will also aim to promote the substitution of firewood by introducing new cooking technologies, and particularly, improved heating facilities and the use of modern fuels. Last, diversification of energy sources is emphasized in support of the country’s energy autonomy, along with the promotion of clean energy sources to preserve the environment. The specific objectives of this program and target results for the period 2010-2014 are presented in Table 2.1.5.

Table 2.1.5.

Specific objectives and targets of the program to improve the energy supply at a low cost

Table 2.1.5.

Specific objectives and targets of the program to improve the energy supply at a low cost

Programs and operations	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.3. Improve the energy supply at a low cost
Objective 1.3.1. Strengthen the institutional, organizational, and management framework for the energy sector	Institutional framework for energy clarified, coherent, and effective	Institutional framework for energy not clarified, not observed or effective	Institutional framework clarified, developed, and implemented (90 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)
	Legal and regulatory framework prepared and implemented	Unregulated sector: absence of or failure to apply energy legislation	Regulatory texts prepared, revised, and applied (50 percent)	Regulatory texts prepared, revised, and applied (70 percent)	Regulatory texts prepared, revised, and applied (85 percent)	Regulatory texts prepared, revised, and applied (95 percent)	Regulatory texts prepared, revised, and applied (100 percent)
	Capacity building for development of the energy sector	Weak, insufficient capacities to ensure sector development	Capacities for sector development reinforced (10 percent)	Capacities for sector development reinforced (15 percent)	Capacities for sector development reinforced (20 percent)	Capacities for sector development reinforced (25 percent)	Capacities for sector development reinforced (30 percent)
	Energy strategy prepared and implemented	Absence of sectoral strategy for energy	Strategy paper prepared and implemented (70 percent)	Strategy paper prepared and implemented (90 percent)	Strategy paper prepared and implemented (100 percent)	Strategy paper prepared and implemented (100 percent)	Strategy paper prepared and implemented (100 percent)
	National policy and strategy developed, validated, and implemented	National energy policy and strategy nonexistent	Paper prepared and validated: Implemented: 10 percent	Implemented: 50 percent	Implemented: 75 percent	Implemented: 90 percent	Implemented: 100 percent
Objective 1.3.2. Strengthen energy storage, production, and distribution infrastructures	Energy autonomy	Overall autonomy 45 days	Overall autonomy 45 days	Overall autonomy 60 days	Overall autonomy 90 days	Overall autonomy 90 days	Overall autonomy 120 days
	Energy production	Production 35 GWH	Production 70 GWH	Production 105 GWH	Production 140 GWH	Production 175 GWH	Production 210 GWH
	Available installed power/maximum output capacity	Available power 7.5 MW (31 percent)	Available power 50 percent	Available power 60 percent	Available power 65 percent	Available power 75 percent	Available power 85 percent
		Maximum: 15 MW (62 percent)		Maximum: 45 MW	Maximum: 60 MW	Maximum: 75 MW	Maximum: 90 MW
	Electrification rate	40 percent	50 percent	60 percent	70 percent	85 percent	90 percent
Objective 1.3.3. Enhance energy efficiency and firewood substitution	Share of wood energy in the energy balance	78 percent	75 percent	65 percent	55 percent	45 percent	30 percent
	Energy efficiency rate	40 percent	45 percent	50 percent	55 percent	60 percent	70 percent
	Average household energy bill	CF 200,000	CF 180,000	CF 160,000	CF 140,000	CF 120,000	CF 100,000
Objective 1.3.4. Diversify energy sources	Share of thermal energy in the national energy balance	30 percent	25 percent	20 percent	15 percent	10 percent	10 percent

View Table

Table 2.1.5.

Specific objectives and targets of the program to improve the energy supply at a low cost

Programs and operations	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.3. Improve the energy supply at a low cost
Objective 1.3.1. Strengthen the institutional, organizational, and management framework for the energy sector	Institutional framework for energy clarified, coherent, and effective	Institutional framework for energy not clarified, not observed or effective	Institutional framework clarified, developed, and implemented (90 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)	Institutional framework clarified, developed, and implemented (100 percent)
	Legal and regulatory framework prepared and implemented	Unregulated sector: absence of or failure to apply energy legislation	Regulatory texts prepared, revised, and applied (50 percent)	Regulatory texts prepared, revised, and applied (70 percent)	Regulatory texts prepared, revised, and applied (85 percent)	Regulatory texts prepared, revised, and applied (95 percent)	Regulatory texts prepared, revised, and applied (100 percent)
	Capacity building for development of the energy sector	Weak, insufficient capacities to ensure sector development	Capacities for sector development reinforced (10 percent)	Capacities for sector development reinforced (15 percent)	Capacities for sector development reinforced (20 percent)	Capacities for sector development reinforced (25 percent)	Capacities for sector development reinforced (30 percent)
	Energy strategy prepared and implemented	Absence of sectoral strategy for energy	Strategy paper prepared and implemented (70 percent)	Strategy paper prepared and implemented (90 percent)	Strategy paper prepared and implemented (100 percent)	Strategy paper prepared and implemented (100 percent)	Strategy paper prepared and implemented (100 percent)
	National policy and strategy developed, validated, and implemented	National energy policy and strategy nonexistent	Paper prepared and validated: Implemented: 10 percent	Implemented: 50 percent	Implemented: 75 percent	Implemented: 90 percent	Implemented: 100 percent
Objective 1.3.2. Strengthen energy storage, production, and distribution infrastructures	Energy autonomy	Overall autonomy 45 days	Overall autonomy 45 days	Overall autonomy 60 days	Overall autonomy 90 days	Overall autonomy 90 days	Overall autonomy 120 days
	Energy production	Production 35 GWH	Production 70 GWH	Production 105 GWH	Production 140 GWH	Production 175 GWH	Production 210 GWH
	Available installed power/maximum output capacity	Available power 7.5 MW (31 percent)	Available power 50 percent	Available power 60 percent	Available power 65 percent	Available power 75 percent	Available power 85 percent
		Maximum: 15 MW (62 percent)		Maximum: 45 MW	Maximum: 60 MW	Maximum: 75 MW	Maximum: 90 MW
	Electrification rate	40 percent	50 percent	60 percent	70 percent	85 percent	90 percent
Objective 1.3.3. Enhance energy efficiency and firewood substitution	Share of wood energy in the energy balance	78 percent	75 percent	65 percent	55 percent	45 percent	30 percent
	Energy efficiency rate	40 percent	45 percent	50 percent	55 percent	60 percent	70 percent
	Average household energy bill	CF 200,000	CF 180,000	CF 160,000	CF 140,000	CF 120,000	CF 100,000
Objective 1.3.4. Diversify energy sources	Share of thermal energy in the national energy balance	30 percent	25 percent	20 percent	15 percent	10 percent	10 percent

The operations adopted and expected performance targets under this program are listed by objective in Table 2.1.6. A total of fifteen (15) operations will be carried out during the period 2010-2014.

Table 2.1.6.

Operations and expected results for each objective in the program to improve the energy supply at a low cost

Table 2.1.6.

Operations and expected results for each objective in the program to improve the energy supply at a low cost

Programs and operations	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.3.1. Strengthen the institutional, organizational, and management framework for the energy sector
Operations
1.3.1.1. Define the institutional framework for the energy sector	Institutional framework for the energy sector and ministerial organic framework revised, adapted, validated, and implemented with redefinition and clarification of the mission of the various institutions and organizations responsible for energy	Preparation and validation of a new institutional framework for the energy sector and redefinition of missions (100 percent) Implementation (30 percent)	Implemented: 60 percent	Implemented: 100 percent
	Coherent by-laws and organizational structures for energy operators (specifically MAMWE and Société Comorienne des Hydrocarbures—SCH) redefined	Incoherent by-laws (MAMWE-EDA), organizational structures, and certain provisions of the bylaws (MAMWE, SCH) inappropriate	By-laws, specifications, and organizational structures for MAMWE, SCH redefined (100 percent)	Implementation of provisions appearing in the bylaws and specifications (30 percent)	Implementation of provisions appearing in the bylaws and specifications (40 percent)	Implementation of provisions appearing in the bylaws and specifications (50 percent)
	Administrative and management bodies of state companies (MAMWE and SCH) implemented and operational	MAMWE and SCH operating without a board of directors (CA) or inter-ministerial oversight council (CIT) as provided in the legislation	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)
	Financial and organizational audit of MAMWE and SCH conducted	MAMWE financial statements not audited for several years	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed
		Absence of regulatory structure	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)	Establishment of the structure (80 percent)
	Establishment of an energy regulation office	Regulatory texts inappropriate, not applied, or nonexistent	Regulatory texts revised: 100 percent	Regulatory texts applied: 50 percent	Regulatory texts applied	Regulatory texts applied
1.3.1.2. Legal and regulatory framework for the energy sector and implementation of the institutional framework	Regulatory texts for the energy sector revised, amended (or prepared), adopted, and applied	Regulatory texts revised: 100 percent	Regulatory texts applied: 50 percent	Regulatory texts applied: 70 percent	Regulatory texts applied: 90 percent	Regulatory texts applied: 100 percent
	Tariff study on electricity, petroleum products, and wood energy	Preparation of terms of reference (100 percent); Tariff study completed (50 percent)	Tariff study completed (100 percent);Tariff scheme applied (30 percent)	Tariff scheme applied (100 percent)	Tariff scheme applied (100 percent)	Tariff scheme revised (100 percent)
1.3.1.3. Capacity building for development of the energy sector	Number of technical specialists and professionals in the institutions and bodies responsible for energy sector development and management	Number of engineers, senior technicians, and energy managers in place (all bodies combined): 15	Engineers and technicians: Energy economists and managers: 30	Engineers and technicians: Energy economists and managers: 40	Engineers and technicians: Energy economists and managers: 45	Engineers and technicians: Energy economists and managers: 50
	Training plan prepared	Training plan prepared (100 percent)	Training plan followed	Training plan followed	Training plan followed	Training plan followed
	Number of workers and professionals trained	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year
	Institutional support: Provide equipment to ministerial department services (building, office equipment, computer equipment, logistics)	Directorate General and regional directorates established and equipped (30 percent)	Directorate General and regional directorates established and equipped (60 percent)	Directorate General and regional directorates established and equipped (100 percent)
	Strengthen applied research in the area of energy at the university and in the National Center for Documentation and Scientific Research (CNDRS)	Establishment of an energy department at the university and in the CNDRS Implementation (20 percent)	Implementation (40 percent)	Implementation (60 percent)	Implementation (80 percent)	Implementation (100 percent)
	Establish a vocational technical training institution in energy technologies: mechanics, electricity, and renewable energy	Training established (20 percent)	Training established (20 percent)	Training established (60 percent)	Training established (80 percent)	Training established (100 percent)
1.3.1.4. Prepare and implement a national energy strategy	National energy policy and strategy developed, validated, and implemented	Strategy paper developed and implemented: 10 percent	Implementation strategy: 50 percent	Implementation strategy: 75 percent	Implementation strategy: 90 percent	Implementation strategy: 100 percent
1.3.1.5. Plan investment in the energy sector; financing for sector development	Strengthen energy research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services
	Multiannual investment plan	Prepare a multiannual investment plan	Multiannual investment plan updated	Multiannual investment plan updated	Multiannual investment plan updated	Multiannual investment plan updated
	Establishment of an energy regulation office (FEn)	Establishment of an energy fund (Fen)	50 percent of investment funds channeled through the energy fund	70 percent of investment funds channeled through the energy fund	90 percent of investment funds channeled through the energy fund	100 percent of investment funds channeled through the energy fund
1.3.1.6. Develop a national sectoral database for energy	Sectoral database for energy prepared, disseminated, and used	Baseline sectoral surveys conducted (60 percent)	Baseline sectoral surveys conducted (100 percent); 2010 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (70 percent); 2011 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (90 percent); 2012 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (100 percent); 2013 energy survey conducted, validated, and published
1.3.2.1. Strengthen energy autonomy (increase storage capacities and security of hydrocarbon supplies)	Sufficient storage capacity in hydrocarbons depots on all three islands; Increased petroleum autonomy	Gasoline 4,600 m3 Jet kerosene: 3,700 m3; Diesel fuel: 7,300 m3; Overall autonomy: 45 days	Gasoline 6,100 m3 Jet kerosene: 4,900 m3; Diesel fuel: 9,700 m3; Overall autonomy: 60 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3 Overall autonomy: 90 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3; Overall autonomy: 90 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3; Overall autonomy: 120 days
1.3.2.2. Increase production capacities for power plants	Sufficient available installed power to meet demand	Maximum: 30 MW Production, 70 GWH	Maximum: 45 MW Production 105 GWH	Maximum: 60 MW Production, 140 GWH	Maximum: 75 W Production, 175 GWH	Maximum: 90 MW Production, 210 GWH
1.3.2.3. Rehabilitate and raise the existing power network to standards	Rehabilitation and raising of the existing power network to standards	30 percent of the transmission system (medium tension—MT) and 40 percent of the distribution system (low tension—LT) in normal condition	45 percent of the transmission system (MT) and 55 percent of the distribution system (LT) rehabilitated and meeting standards	65 percent of the transmission system (MT) and 75 percent of the distribution system (LT) rehabilitated and meeting standards	85 percent of the transmission system (MT) and 90 percent of the distribution system (LT) rehabilitated and meeting standards	100 percent of the transmission system (MT) and 100 percent of the distribution system (LT) rehabilitated and meeting standards
1.3.2.4. Extend and connect non-electrified areas of the country (low and medium tension) to the power system)	National electrification and coverage rate	Electrification rate 50 percent	Electrification rate 60 percent	Electrification rate	Electrification rate 85 percent	Electrification rate 90 percent
Objective 1.3.3. Increase energy efficiency and firewood substitution
Operations
1.3.3.1. Rational use of firewood	Share of wood fuels in the energy balance	75 percent wood fuels in the energy balance	65 percent wood fuels in the energy balance	55 percent wood fuels in the energy balance	45 percent wood fuels in the energy balance	30 percent wood fuels in the energy balance
	Regulated woodcutting	Drafting of regulations	Implementation of woodcutting regulations
1.3.3.2. Promote household use of improved heating facilities and butane gas	Number of households using improved heating facilities	35 percent of households using improved heating facilities	45 percent of households using improved heating facilities	50 percent of households using improved heating facilities	55 percent of households using improved heating facilities	60 percent of households using improved heating facilities
	Number of households using butane gas	8 percent of households using butane gas	12 percent of households using butane gas	16 percent of households using butane gas	18 percent of households using butane gas	20 percent of households using butane gas
1.3.3.3. Energy control and efficiency program	Energy loss rate ex power plant	Energy loss rate ex power plant: 8 percent	Energy loss rate ex power plant: 7 percent	Energy loss rate ex power plant: 6 percent	Energy loss rate ex power plant: 5 percent	Energy loss rate ex power plant: 4 percent
	On-line loss rate (transportation and distribution)	On-line loss rate (transportation and distribution): 16 percent	On-line loss rate (transportation and distribution): 14 percent	On-line loss rate (transportation and distribution): 12 percent	On-line loss rate (transportation and distribution): 10 percent	On-line loss rate (transportation and distribution): 8 percent
	Commercial loss rate	Commercial loss rate: 19 percent	Commercial loss rate: 15 percent	Commercial loss rate: 11 percent	Commercial loss rate: 7 percent	Commercial loss rate: 3 percent
	Energy bill	Average household energy bill: CF 180,000	Average household energy bill: CF 160,000	Average household energy bill: CF 140,000	Average household energy bill: CF 120,000	Average household energy bill: CF 100,000
Objective 1.3.4. Diversify energy sources
Operations
1.3.4.1. Use fuel other than diesel (heavy fuel oil, coal)	Share of heavy fuel oil and coal based energy in total national installed power	Share of heavy fuel oil and coal based energy in total installed power: 0 percent	Share of heavy fuel oil and coal based energy in total installed power: 0 percent	Share of heavy fuel oil and coal based energy in total installed power: 15 percent	Share of heavy fuel oil and coal based energy in total installed power: 20 percent	Share of heavy fuel oil and coal based energy in total installed power: 40 percent
		Of which: heavy fuel oil: 0 percent coal: 0 percent	Of which: heavy fuel oil: 0 percent coal: 0 percent	Of which: heavy fuel oil: 10 percent percent coal: 5 percent	Of which: heavy fuel oil: 20 percent percent coal: 5 percent	Of which: heavy fuel oil: 30 percent coal: 10 percent
1.3.4.2. Promote renewable energy sources	Share of renewable energy power in total installed power at the national level Hydroelectric: 3 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 5.7 percent, of which: Solar: 2 percent Wind: 0 percent	Share of renewable energy in total installed power: 9.3 percent, of which: Solar: 4 percent Wind: 2 percent Hydroelectric: 3 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 12.9 percent, of which Solar: 6 percent Wind: 2 percent Hydroelectric: 4 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 16.5 percent, of which: Solar: 7 percent Wind: 4 percent Hydroelectric: 5 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 20 percent, of which: Solar: 9 percent Wind: 5 percent Hydroelectric: 6 percent Geothermal: 0 percent Tidal: 0 percent
	Feasibility studies in the use of ENERS technologies in power production	No feasibility study on the use of renewable energy sources	Geothermal, solar, and wind studies conducted (50 percent)	Geothermal, solar, and wind studies conducted (100 percent)

View Table

Table 2.1.6.

Operations and expected results for each objective in the program to improve the energy supply at a low cost

Programs and operations	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.3.1. Strengthen the institutional, organizational, and management framework for the energy sector
Operations
1.3.1.1. Define the institutional framework for the energy sector	Institutional framework for the energy sector and ministerial organic framework revised, adapted, validated, and implemented with redefinition and clarification of the mission of the various institutions and organizations responsible for energy	Preparation and validation of a new institutional framework for the energy sector and redefinition of missions (100 percent) Implementation (30 percent)	Implemented: 60 percent	Implemented: 100 percent
	Coherent by-laws and organizational structures for energy operators (specifically MAMWE and Société Comorienne des Hydrocarbures—SCH) redefined	Incoherent by-laws (MAMWE-EDA), organizational structures, and certain provisions of the bylaws (MAMWE, SCH) inappropriate	By-laws, specifications, and organizational structures for MAMWE, SCH redefined (100 percent)	Implementation of provisions appearing in the bylaws and specifications (30 percent)	Implementation of provisions appearing in the bylaws and specifications (40 percent)	Implementation of provisions appearing in the bylaws and specifications (50 percent)
	Administrative and management bodies of state companies (MAMWE and SCH) implemented and operational	MAMWE and SCH operating without a board of directors (CA) or inter-ministerial oversight council (CIT) as provided in the legislation	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)	CA and CIT established and operational (at least three meetings)
	Financial and organizational audit of MAMWE and SCH conducted	MAMWE financial statements not audited for several years	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed	MAMWE and SCH audit for the fiscal years 2008-2009 completed
		Absence of regulatory structure	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)	Establishment of the structure (80 percent)
	Establishment of an energy regulation office	Regulatory texts inappropriate, not applied, or nonexistent	Regulatory texts revised: 100 percent	Regulatory texts applied: 50 percent	Regulatory texts applied	Regulatory texts applied
1.3.1.2. Legal and regulatory framework for the energy sector and implementation of the institutional framework	Regulatory texts for the energy sector revised, amended (or prepared), adopted, and applied	Regulatory texts revised: 100 percent	Regulatory texts applied: 50 percent	Regulatory texts applied: 70 percent	Regulatory texts applied: 90 percent	Regulatory texts applied: 100 percent
	Tariff study on electricity, petroleum products, and wood energy	Preparation of terms of reference (100 percent); Tariff study completed (50 percent)	Tariff study completed (100 percent);Tariff scheme applied (30 percent)	Tariff scheme applied (100 percent)	Tariff scheme applied (100 percent)	Tariff scheme revised (100 percent)
1.3.1.3. Capacity building for development of the energy sector	Number of technical specialists and professionals in the institutions and bodies responsible for energy sector development and management	Number of engineers, senior technicians, and energy managers in place (all bodies combined): 15	Engineers and technicians: Energy economists and managers: 30	Engineers and technicians: Energy economists and managers: 40	Engineers and technicians: Energy economists and managers: 45	Engineers and technicians: Energy economists and managers: 50
	Training plan prepared	Training plan prepared (100 percent)	Training plan followed	Training plan followed	Training plan followed	Training plan followed
	Number of workers and professionals trained	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year
	Institutional support: Provide equipment to ministerial department services (building, office equipment, computer equipment, logistics)	Directorate General and regional directorates established and equipped (30 percent)	Directorate General and regional directorates established and equipped (60 percent)	Directorate General and regional directorates established and equipped (100 percent)
	Strengthen applied research in the area of energy at the university and in the National Center for Documentation and Scientific Research (CNDRS)	Establishment of an energy department at the university and in the CNDRS Implementation (20 percent)	Implementation (40 percent)	Implementation (60 percent)	Implementation (80 percent)	Implementation (100 percent)
	Establish a vocational technical training institution in energy technologies: mechanics, electricity, and renewable energy	Training established (20 percent)	Training established (20 percent)	Training established (60 percent)	Training established (80 percent)	Training established (100 percent)
1.3.1.4. Prepare and implement a national energy strategy	National energy policy and strategy developed, validated, and implemented	Strategy paper developed and implemented: 10 percent	Implementation strategy: 50 percent	Implementation strategy: 75 percent	Implementation strategy: 90 percent	Implementation strategy: 100 percent
1.3.1.5. Plan investment in the energy sector; financing for sector development	Strengthen energy research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services	Strengthen research and planning services
	Multiannual investment plan	Prepare a multiannual investment plan	Multiannual investment plan updated	Multiannual investment plan updated	Multiannual investment plan updated	Multiannual investment plan updated
	Establishment of an energy regulation office (FEn)	Establishment of an energy fund (Fen)	50 percent of investment funds channeled through the energy fund	70 percent of investment funds channeled through the energy fund	90 percent of investment funds channeled through the energy fund	100 percent of investment funds channeled through the energy fund
1.3.1.6. Develop a national sectoral database for energy	Sectoral database for energy prepared, disseminated, and used	Baseline sectoral surveys conducted (60 percent)	Baseline sectoral surveys conducted (100 percent); 2010 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (70 percent); 2011 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (90 percent); 2012 energy survey conducted, validated, and published	Baseline sectoral surveys conducted (100 percent); 2013 energy survey conducted, validated, and published
1.3.2.1. Strengthen energy autonomy (increase storage capacities and security of hydrocarbon supplies)	Sufficient storage capacity in hydrocarbons depots on all three islands; Increased petroleum autonomy	Gasoline 4,600 m3 Jet kerosene: 3,700 m3; Diesel fuel: 7,300 m3; Overall autonomy: 45 days	Gasoline 6,100 m3 Jet kerosene: 4,900 m3; Diesel fuel: 9,700 m3; Overall autonomy: 60 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3 Overall autonomy: 90 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3; Overall autonomy: 90 days	Gasoline 6,000 m3 Jet kerosene: 5,000 m3; diesel fuel: 9,000 m3; Overall autonomy: 120 days
1.3.2.2. Increase production capacities for power plants	Sufficient available installed power to meet demand	Maximum: 30 MW Production, 70 GWH	Maximum: 45 MW Production 105 GWH	Maximum: 60 MW Production, 140 GWH	Maximum: 75 W Production, 175 GWH	Maximum: 90 MW Production, 210 GWH
1.3.2.3. Rehabilitate and raise the existing power network to standards	Rehabilitation and raising of the existing power network to standards	30 percent of the transmission system (medium tension—MT) and 40 percent of the distribution system (low tension—LT) in normal condition	45 percent of the transmission system (MT) and 55 percent of the distribution system (LT) rehabilitated and meeting standards	65 percent of the transmission system (MT) and 75 percent of the distribution system (LT) rehabilitated and meeting standards	85 percent of the transmission system (MT) and 90 percent of the distribution system (LT) rehabilitated and meeting standards	100 percent of the transmission system (MT) and 100 percent of the distribution system (LT) rehabilitated and meeting standards
1.3.2.4. Extend and connect non-electrified areas of the country (low and medium tension) to the power system)	National electrification and coverage rate	Electrification rate 50 percent	Electrification rate 60 percent	Electrification rate	Electrification rate 85 percent	Electrification rate 90 percent
Objective 1.3.3. Increase energy efficiency and firewood substitution
Operations
1.3.3.1. Rational use of firewood	Share of wood fuels in the energy balance	75 percent wood fuels in the energy balance	65 percent wood fuels in the energy balance	55 percent wood fuels in the energy balance	45 percent wood fuels in the energy balance	30 percent wood fuels in the energy balance
	Regulated woodcutting	Drafting of regulations	Implementation of woodcutting regulations
1.3.3.2. Promote household use of improved heating facilities and butane gas	Number of households using improved heating facilities	35 percent of households using improved heating facilities	45 percent of households using improved heating facilities	50 percent of households using improved heating facilities	55 percent of households using improved heating facilities	60 percent of households using improved heating facilities
	Number of households using butane gas	8 percent of households using butane gas	12 percent of households using butane gas	16 percent of households using butane gas	18 percent of households using butane gas	20 percent of households using butane gas
1.3.3.3. Energy control and efficiency program	Energy loss rate ex power plant	Energy loss rate ex power plant: 8 percent	Energy loss rate ex power plant: 7 percent	Energy loss rate ex power plant: 6 percent	Energy loss rate ex power plant: 5 percent	Energy loss rate ex power plant: 4 percent
	On-line loss rate (transportation and distribution)	On-line loss rate (transportation and distribution): 16 percent	On-line loss rate (transportation and distribution): 14 percent	On-line loss rate (transportation and distribution): 12 percent	On-line loss rate (transportation and distribution): 10 percent	On-line loss rate (transportation and distribution): 8 percent
	Commercial loss rate	Commercial loss rate: 19 percent	Commercial loss rate: 15 percent	Commercial loss rate: 11 percent	Commercial loss rate: 7 percent	Commercial loss rate: 3 percent
	Energy bill	Average household energy bill: CF 180,000	Average household energy bill: CF 160,000	Average household energy bill: CF 140,000	Average household energy bill: CF 120,000	Average household energy bill: CF 100,000
Objective 1.3.4. Diversify energy sources
Operations
1.3.4.1. Use fuel other than diesel (heavy fuel oil, coal)	Share of heavy fuel oil and coal based energy in total national installed power	Share of heavy fuel oil and coal based energy in total installed power: 0 percent	Share of heavy fuel oil and coal based energy in total installed power: 0 percent	Share of heavy fuel oil and coal based energy in total installed power: 15 percent	Share of heavy fuel oil and coal based energy in total installed power: 20 percent	Share of heavy fuel oil and coal based energy in total installed power: 40 percent
		Of which: heavy fuel oil: 0 percent coal: 0 percent	Of which: heavy fuel oil: 0 percent coal: 0 percent	Of which: heavy fuel oil: 10 percent percent coal: 5 percent	Of which: heavy fuel oil: 20 percent percent coal: 5 percent	Of which: heavy fuel oil: 30 percent coal: 10 percent
1.3.4.2. Promote renewable energy sources	Share of renewable energy power in total installed power at the national level Hydroelectric: 3 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 5.7 percent, of which: Solar: 2 percent Wind: 0 percent	Share of renewable energy in total installed power: 9.3 percent, of which: Solar: 4 percent Wind: 2 percent Hydroelectric: 3 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 12.9 percent, of which Solar: 6 percent Wind: 2 percent Hydroelectric: 4 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 16.5 percent, of which: Solar: 7 percent Wind: 4 percent Hydroelectric: 5 percent Geothermal: 0 percent Tidal: 0 percent	Share of renewable energy in total installed power: 20 percent, of which: Solar: 9 percent Wind: 5 percent Hydroelectric: 6 percent Geothermal: 0 percent Tidal: 0 percent
	Feasibility studies in the use of ENERS technologies in power production	No feasibility study on the use of renewable energy sources	Geothermal, solar, and wind studies conducted (50 percent)	Geothermal, solar, and wind studies conducted (100 percent)

2.1.4 Priority program 1.4. Improve basic economic infrastructure and communication services

The economic infrastructure and communication service sector involves roads, ports, airports, telecommunication, and information and communication technologies. These subsectors are necessary and strategic factors in the country’s economic development.

Development of the road system will intensify economic activity and increase the circulation of goods and persons. However, the absence of a policy adapted to the road context in the Comoros, insufficient financing to cover road maintenance, the insufficiency of the national roads, and training requirements to manage and oversee the works are handicaps in the country’s economic development.

The government’s adoption of a new concession management approach and the development of existing infrastructures constitute an advantage for the port and airport sectors. The port sector faces tremendous difficulties owing to excessive costs of transshipment and anchorage operations as a result of substantial offloading lags and congested docking areas. Where airports are concerned, development and fitting out projects are under way, although the problem of security is still present.

Development of economic activity and social services sectors will be strengthened when the players grasp and internalize information and communication technologies (ICT), as development in this area is essential for the Comoros to become integrated into the world economy. Despite the progress that has been made in telecommunication development in recent years, service prices are still high. At the national level, the country still lacks a sufficiently accessible, effective, and reliable service network.

The specific objectives of this program and targets for the period 2010-2014 are presented in Table 2.1.7.

Table 2.1.7.

Specific objectives and target results for the program to develop and rehabilitate economic infrastructures and basic communication services

Table 2.1.7.

Specific objectives and target results for the program to develop and rehabilitate economic infrastructures and basic communication services

Programs and operations	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector	Define the institutional framework for the water sector	Institutional framework nonexistent	Preparation: 100 percent	Implementation: 50 percent	Implementation: 70 percent	Implementation: 80 percent	Implementation: 100 percent
	Legal and regulatory framework for the water sector and implementation of the institutional framework	Legal and regulatory framework for the water sector nonexistent	Implementation: 30 percent	Regulatory framework implemented: 50 percent	Regulatory framework implemented: 60 percent	Regulatory framework implemented: 80 percent	Regulatory framework implemented: 100 percent
	Capacity building for sector development	Weak, insufficient capacities to ensure sector development	Regulatory framework implemented: 30 percent	Capacities for sector development reinforced (15 percent)	Capacities for sector development reinforced (20 percent)	Capacities for sector development reinforced (25 percent)	Capacities for sector development reinforced (30 percent)
Objective 1.5.2. Prepare the national program to develop the water sector	National inventory of water resources and sanitation works	No inventory on sources and works	Resources and works surveyed (40 percent)	Resources and works surveyed (60 percent)	Resources and works surveyed (100 percent)
	Database established and regularly updated	No database for the water and sanitation sector	Database created	Database updated	Database updated	Database updated	Database updated
	Master plan	No master plan for water	Master plan completed: 40 percent	Master plan completed: 60 percent	Master plan implemented: 40 percent	Master plan implemented: 50 percent	Master plan implemented: 60 percent
	Sector investment and financing program prepared	No sector investment and financing program prepared	Investment program and financing plan prepared (50 percent)	Investment program and financing plan prepared (50 percent)	Investment plan updated	Investment plan updated	Investment plan updated
Objective 1.5.3. Implement the drinking water access program	Improved access to drinking water	Insufficient access rate (15 percent)	30 percent	40 percent	50 percent	60 percent	70 percent
Objective 1.5.4. Implement the sanitation program	Improved access to hygienic sanitation services	Sanitation access rate (5 percent)	10 percent	20 percent	30 percent	40 percent	50 percent
Objective. 1.5.5. Plan and coordinate sector assistance	Implementation of a planning framework	No planning framework	Planning framework in place (100 percent)
	Implementation of a coordination framework	No coordination framework	Coordination framework in place (100 percent)
	Implementation of a monitoring and evaluation system	No monitoring and evaluation system	Monitoring and evaluation system in place (100 percent)
Objective 1.5.6. Establish comprehensive water resource management (GIRE) and adapt to climate change	GIRE action plan prepared and implemented	No GIRE action plan	Prepare and develop the GIRE plan	Implement and operationally apply the GIRE (50 percent)	Implement and operationally apply the GIRE (100 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change	Number of operations and projects in place to adapt water resource management to climate change (AGRECC)	Risks related to climate change not reflected in the water sector development strategy	Number of operations and projects (AGRECC): 4	Number of operations and projects (AGRECC): 8	Number of operations and projects (AGRECC): 12	Number of operations and projects (AGRECC): 16	Number of operations and projects (AGRECC): 20

View Table

Table 2.1.7.

Specific objectives and target results for the program to develop and rehabilitate economic infrastructures and basic communication services

Programs and operations	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector	Define the institutional framework for the water sector	Institutional framework nonexistent	Preparation: 100 percent	Implementation: 50 percent	Implementation: 70 percent	Implementation: 80 percent	Implementation: 100 percent
	Legal and regulatory framework for the water sector and implementation of the institutional framework	Legal and regulatory framework for the water sector nonexistent	Implementation: 30 percent	Regulatory framework implemented: 50 percent	Regulatory framework implemented: 60 percent	Regulatory framework implemented: 80 percent	Regulatory framework implemented: 100 percent
	Capacity building for sector development	Weak, insufficient capacities to ensure sector development	Regulatory framework implemented: 30 percent	Capacities for sector development reinforced (15 percent)	Capacities for sector development reinforced (20 percent)	Capacities for sector development reinforced (25 percent)	Capacities for sector development reinforced (30 percent)
Objective 1.5.2. Prepare the national program to develop the water sector	National inventory of water resources and sanitation works	No inventory on sources and works	Resources and works surveyed (40 percent)	Resources and works surveyed (60 percent)	Resources and works surveyed (100 percent)
	Database established and regularly updated	No database for the water and sanitation sector	Database created	Database updated	Database updated	Database updated	Database updated
	Master plan	No master plan for water	Master plan completed: 40 percent	Master plan completed: 60 percent	Master plan implemented: 40 percent	Master plan implemented: 50 percent	Master plan implemented: 60 percent
	Sector investment and financing program prepared	No sector investment and financing program prepared	Investment program and financing plan prepared (50 percent)	Investment program and financing plan prepared (50 percent)	Investment plan updated	Investment plan updated	Investment plan updated
Objective 1.5.3. Implement the drinking water access program	Improved access to drinking water	Insufficient access rate (15 percent)	30 percent	40 percent	50 percent	60 percent	70 percent
Objective 1.5.4. Implement the sanitation program	Improved access to hygienic sanitation services	Sanitation access rate (5 percent)	10 percent	20 percent	30 percent	40 percent	50 percent
Objective. 1.5.5. Plan and coordinate sector assistance	Implementation of a planning framework	No planning framework	Planning framework in place (100 percent)
	Implementation of a coordination framework	No coordination framework	Coordination framework in place (100 percent)
	Implementation of a monitoring and evaluation system	No monitoring and evaluation system	Monitoring and evaluation system in place (100 percent)
Objective 1.5.6. Establish comprehensive water resource management (GIRE) and adapt to climate change	GIRE action plan prepared and implemented	No GIRE action plan	Prepare and develop the GIRE plan	Implement and operationally apply the GIRE (50 percent)	Implement and operationally apply the GIRE (100 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change	Number of operations and projects in place to adapt water resource management to climate change (AGRECC)	Risks related to climate change not reflected in the water sector development strategy	Number of operations and projects (AGRECC): 4	Number of operations and projects (AGRECC): 8	Number of operations and projects (AGRECC): 12	Number of operations and projects (AGRECC): 16	Number of operations and projects (AGRECC): 20

The operations adopted and expected results in connection with the program to develop and rehabilitate economic infrastructures and basic communication services are presented by objective in Table 2.1.8. A total of 11 operations will be carried out in connection with the program in progress for the period 2010-2014.

Table 2.1.8.

Operations and expected results for each objective of the program to develop and rehabilitate economic infrastructures and basic communication services

Table 2.1.8.

Operations and expected results for each objective of the program to develop and rehabilitate economic infrastructures and basic communication services

Specific objectives	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.4.1. Improve security of the national road system
Operations
1.4.1.1. Road signing and periodic maintenance	Kilometers of national roads	80	75	65	55	25
	Kilometers of regional roads surfaced	40	55	55	65	17
	Kilometers of urban roads surfaced	25	25	25	15	15
	Highway code adopted and enacted	Revision of the highway code	Signing plan	Applied	Applied	Applied
1.4.1.2. Build new roads and roadways	Kilometers of rural roadways surfaced	5	5	5	10	15
	Kilometers of national highways built	20	20	25	25	25
	Kilometers of regional roads built	10	15	15	20	20
Objective 1.4.2. Build and develop port and airport infrastructures to standards
Operations
1.4.2.1. Beaconing/marking and infrastructure equipment for ports and airports	Beaconing for secondary airports	40 percent	60 percent	70 percent	80 percent	100 percent
	Marking and handling equipment for the ports of Moroni, Mutsamudu, and Fomboni	25 percent	75 percent	65 percent	80 percent	100 percent
1.4.2.2. Development, strengthening, and security of ports and airports	Maritime code and regulations adopted	100 percent
	Moroni port dredged	100 percent
	Fomboni port protected	0 percent	30 percent	60 percent	70 percent	100 percent
	Mutsamudu port dredged	100 percent
	Construction of three small inter-island connection ports	100 percent
	International airport and secondary airports fenced	50 percent	100 percent
	Study on and completion of a deepwater port in Ngazidja	Steps to be initiated
	Study on development of the Bandares-Salam airport, Mwali	Steps to be initiated
Objective 1.4.3. Construct administrative buildings and low-cost housing
Operations
1.4.3.1. Adopt and implement regulatory texts	Urban development code and public contracting code adopted	100 percent	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)
14.3.2. Build, develop, and rehabilitate administrative buildings	Number of administrative buildings built/rehabilitated	60	90	120	120	120
1.4.3.3. Build low-cost housing	Number of dwellings per year	100	150	200	250	300
1.4.3.4 Strengthen the national infrastructure laboratory	Number of qualified, specialized personnel	2	3	5
	Materials and equipment acquired and received	50 percent	70 percent	80 percent	90 percent	100 percent
	Laboratory ISO certified			0 percent	50 percent	100 percent
Objective 1.4.4. Promote information and communication technologies in support of development
Operations
1.4.4.1 Adopt and implement regulatory texts	Regulatory texts prepared and validated	Implementation of the regulatory texts
1.4.4.2. Develop national infrastructure for ICTs (install the undersea cable)	Establishment of IADIC and new operators	Completion of the Eastern Africa Submarine Cable (EASSY) system and other segments	Implementation of the IADIC: 50 percent	Implementation of the IADIC 100 percent
1.4.4.3. Generalize electronic governance	Establishment of the new government Intranet system	Updated and financing research	Computerization of administrative institutions with local networks (35 percent)	Supply and installation of interconnection equipment (65 percent)	Expansion of the Intranet network in the island governments
1.4.4.4. Develop income-generating applications and activities	Adoption of ICTs by the private sector	10 percent	25 percent	50 percent	75 percent

View Table

Table 2.1.8.

Operations and expected results for each objective of the program to develop and rehabilitate economic infrastructures and basic communication services

Specific objectives	Performance indicators	Targets
		2010	2011	2012	2013	2014
Objective 1.4.1. Improve security of the national road system
Operations
1.4.1.1. Road signing and periodic maintenance	Kilometers of national roads	80	75	65	55	25
	Kilometers of regional roads surfaced	40	55	55	65	17
	Kilometers of urban roads surfaced	25	25	25	15	15
	Highway code adopted and enacted	Revision of the highway code	Signing plan	Applied	Applied	Applied
1.4.1.2. Build new roads and roadways	Kilometers of rural roadways surfaced	5	5	5	10	15
	Kilometers of national highways built	20	20	25	25	25
	Kilometers of regional roads built	10	15	15	20	20
Objective 1.4.2. Build and develop port and airport infrastructures to standards
Operations
1.4.2.1. Beaconing/marking and infrastructure equipment for ports and airports	Beaconing for secondary airports	40 percent	60 percent	70 percent	80 percent	100 percent
	Marking and handling equipment for the ports of Moroni, Mutsamudu, and Fomboni	25 percent	75 percent	65 percent	80 percent	100 percent
1.4.2.2. Development, strengthening, and security of ports and airports	Maritime code and regulations adopted	100 percent
	Moroni port dredged	100 percent
	Fomboni port protected	0 percent	30 percent	60 percent	70 percent	100 percent
	Mutsamudu port dredged	100 percent
	Construction of three small inter-island connection ports	100 percent
	International airport and secondary airports fenced	50 percent	100 percent
	Study on and completion of a deepwater port in Ngazidja	Steps to be initiated
	Study on development of the Bandares-Salam airport, Mwali	Steps to be initiated
Objective 1.4.3. Construct administrative buildings and low-cost housing
Operations
1.4.3.1. Adopt and implement regulatory texts	Urban development code and public contracting code adopted	100 percent	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)	Implementation of the regulatory texts (codes)
14.3.2. Build, develop, and rehabilitate administrative buildings	Number of administrative buildings built/rehabilitated	60	90	120	120	120
1.4.3.3. Build low-cost housing	Number of dwellings per year	100	150	200	250	300
1.4.3.4 Strengthen the national infrastructure laboratory	Number of qualified, specialized personnel	2	3	5
	Materials and equipment acquired and received	50 percent	70 percent	80 percent	90 percent	100 percent
	Laboratory ISO certified			0 percent	50 percent	100 percent
Objective 1.4.4. Promote information and communication technologies in support of development
Operations
1.4.4.1 Adopt and implement regulatory texts	Regulatory texts prepared and validated	Implementation of the regulatory texts
1.4.4.2. Develop national infrastructure for ICTs (install the undersea cable)	Establishment of IADIC and new operators	Completion of the Eastern Africa Submarine Cable (EASSY) system and other segments	Implementation of the IADIC: 50 percent	Implementation of the IADIC 100 percent
1.4.4.3. Generalize electronic governance	Establishment of the new government Intranet system	Updated and financing research	Computerization of administrative institutions with local networks (35 percent)	Supply and installation of interconnection equipment (65 percent)	Expansion of the Intranet network in the island governments
1.4.4.4. Develop income-generating applications and activities	Adoption of ICTs by the private sector	10 percent	25 percent	50 percent	75 percent

2.1.5. Program 1.2. Increase access to drinking water, sanitation, and sustainable resource management

Access to high-quality drinking water is a fundamental requirement that must be met as a priority. This factor of well-being is identified in the MDGs and is included in the PRGS priorities. The relationship between drinking water and public health is well known. Studies have shown that the use of poor quality water for consumption is a source of infectious and parasitic diseases that are still the number one cause of mortality and morbidity in the Comoros today. In general, the least favored groups are more vulnerable to diseases related to poor water quality.

The risks of waterborne diseases and pollution are quite high in the Comoros, owing primarily to the absence of protection for wells or pumping facilities, and water quality monitoring and control mechanisms. Only a few salinity analyses are performed on an ad hoc, partial basis. Health hazards are observed primarily through the prevalence of waterborne diseases such as diarrhea and typhoid.

The quality of life and health of individuals is also determined by the environment in which they live. A healthy, improved environment is a determinant factor in the health of individuals, and particularly children, who are much more vulnerable to diseases related to an unhealthy environment. With accelerating demographic growth and urban development, we observe a significant increase in production of household waste and wastewater, untreated hospital waste, and waste related to transportation activities (motor oil drainage, automobile bodies, etc.). The absence of a system to manage household waste, wastewater, and sanitation is a major public health problem. Wastewater and rainwater management are major concerns in both urban and rural areas.

In the Comoros, access to high-quality water is still a luxury for the majority of the population. Less than 15 percent of the population reportedly has access to drinking water meeting the accepted standards. Moreover, the country has virtually no sanitation system. Wastewater and solid waste are discharged into the sea in the population’s immediate living environment.

The country has no national water strategy or master plan. Activities in the water and sanitation sector are conducted essentially in the absence of any institutional or regulatory framework, which reduces their efficacy and performance.

This program aims, as a priority, according to the national challenges and Millennium Development Goals, to increase access rates to drinking water and sanitation, to improve the quality of the public water supply, and to ensure effective resource management.

The program also focuses on redefining the institutional and regulatory framework for the water sector and on improving the management system, to reflect public operators and players in the public, private, association, and community sectors. The stakes underlying this program also include capacity building and scientific and technological surveillance to ensure sustainable development in the water sector.

Where sanitation is concerned, the stakes consist of developing technical, material, and organizational capacities required to establish an adequate system for collection and disposal of liquid and solid waste in population centers and households, for sustainable habitat development, to protect resources, and to limit environmental pollution (contamination, household waste, health hazards, neighborhood conflicts, etc.).

The specific objectives of this program during the period 2010-2014 are presented in Table 2.1.9.

Tableau 2.1.9.

Specific objectives and target results for the program to increase access to drinking water, sanitation, and sustainable resource management

Tableau 2.1.9.

Specific objectives and target results for the program to increase access to drinking water, sanitation, and sustainable resource management

Programs and objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector	Definition of the institutional framework for the water sector	Institutional framework nonexistent	Preparation: 100 percent	Implementation: 50 percent	Implementation: 70 percent	Implementation: 80 percent	Implementation: 100 percent
	Legal and regulatory framework for the water sector and operational implementation of the institutional framework	Legal and regulatory framework for the water sector nonexistent	Implementation: 30 percent	Regulatory framework implemented: 50 percent	Regulatory framework implemented: 60 percent:	Regulatory framework implemented: 80 percent:	Regulatory framework implemented: 100 percent:
	Capacity building for sector development	Weak, insufficient capacities to ensure sector development	Regulatory framework implemented: 30 percent:	Capacities for energy sector development reinforced (15 percent)	Capacities for energy sector development reinforced (20 percent)	Capacities for energy sector development reinforced (25 percent)	Capacities for energy sector development reinforced (30 percent)
Objective 1.5.2. Prepare the national program to develop the water sector	National inventory of water resources and sanitation works	No inventory of sources or works	Resources and works surveyed (40 percent)	Resources and works surveyed (60 percent)	Resources and works surveyed (100 percent)
	Database established and regularly updated	No database for the water and sanitation sector	Database created	Database updated	Database updated	Database updated	Database updated
	Master plan	No master plan for water	Master plan completed: 40 percent	Master plan completed: 60 percent	Master plan implemented: 40 percent	Master plan implemented: 50 percent	Master plan implemented: 60 percent
	Sector investment and financing program prepared	No sector investment and financing program	Investment program and financing plan prepared (50 percent)	Investment program and financing plan prepared (50 percent)	Investment plan updated	Investment plan updated	Investment plan updated
Objective 1.5.3. Implement the drinking water access program	Improved access to drinking water	Insufficient access rate (15 percent)	30 percent	40 percent	50 percent	60 percent	70 percent
Objective 1.5.4. Implement the sanitation program	Improved access to hygienic sanitation services	Sanitation access rate (5 percent)	10 percent	20 percent	30 percent	40 percent	50 percent
Objective 1.5.5. Plan and coordinate sector aid	Implementation of a planning framework	No planning framework	Planning framework in place (100 percent)
	Implementation of a coordination framework	No coordination framework	Coordination framework in place (100 percent)
	Implementation of a monitoring and evaluation system	No monitoring and evaluation system	Monitoring and assessment system in place (100 percent)
Objective 1.5.6. Establish a comprehensive water resource management (GIRE) plan and adapt to climate change	GIRE action plan prepared and implemented	No GIRE action plan	Preparation and development of the GIRE plan	Operational implementation of the GIRE plan (50 percent)	Implementation and operational application of the GIRE plan (100 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change	Number of operations and projects in place to adapt water resource management to climate change (AGRECC)	Risks related to climate change not reflected in the water sector development strategy	Number of operations and projects (AGRECC): 4	Number of operations and projects (AGRECC): 8	Number of operations and projects (AGRECC): 12	Number of operations and projects (AGRECC): 16	Number of operations and projects (AGRECC): 20

View Table

Tableau 2.1.9.

Specific objectives and target results for the program to increase access to drinking water, sanitation, and sustainable resource management

Programs and objectives	Performance indicators	Benchmark year value	Targets
			2010	2011	2012	2013	2014
Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector	Definition of the institutional framework for the water sector	Institutional framework nonexistent	Preparation: 100 percent	Implementation: 50 percent	Implementation: 70 percent	Implementation: 80 percent	Implementation: 100 percent
	Legal and regulatory framework for the water sector and operational implementation of the institutional framework	Legal and regulatory framework for the water sector nonexistent	Implementation: 30 percent	Regulatory framework implemented: 50 percent	Regulatory framework implemented: 60 percent:	Regulatory framework implemented: 80 percent:	Regulatory framework implemented: 100 percent:
	Capacity building for sector development	Weak, insufficient capacities to ensure sector development	Regulatory framework implemented: 30 percent:	Capacities for energy sector development reinforced (15 percent)	Capacities for energy sector development reinforced (20 percent)	Capacities for energy sector development reinforced (25 percent)	Capacities for energy sector development reinforced (30 percent)
Objective 1.5.2. Prepare the national program to develop the water sector	National inventory of water resources and sanitation works	No inventory of sources or works	Resources and works surveyed (40 percent)	Resources and works surveyed (60 percent)	Resources and works surveyed (100 percent)
	Database established and regularly updated	No database for the water and sanitation sector	Database created	Database updated	Database updated	Database updated	Database updated
	Master plan	No master plan for water	Master plan completed: 40 percent	Master plan completed: 60 percent	Master plan implemented: 40 percent	Master plan implemented: 50 percent	Master plan implemented: 60 percent
	Sector investment and financing program prepared	No sector investment and financing program	Investment program and financing plan prepared (50 percent)	Investment program and financing plan prepared (50 percent)	Investment plan updated	Investment plan updated	Investment plan updated
Objective 1.5.3. Implement the drinking water access program	Improved access to drinking water	Insufficient access rate (15 percent)	30 percent	40 percent	50 percent	60 percent	70 percent
Objective 1.5.4. Implement the sanitation program	Improved access to hygienic sanitation services	Sanitation access rate (5 percent)	10 percent	20 percent	30 percent	40 percent	50 percent
Objective 1.5.5. Plan and coordinate sector aid	Implementation of a planning framework	No planning framework	Planning framework in place (100 percent)
	Implementation of a coordination framework	No coordination framework	Coordination framework in place (100 percent)
	Implementation of a monitoring and evaluation system	No monitoring and evaluation system	Monitoring and assessment system in place (100 percent)
Objective 1.5.6. Establish a comprehensive water resource management (GIRE) plan and adapt to climate change	GIRE action plan prepared and implemented	No GIRE action plan	Preparation and development of the GIRE plan	Operational implementation of the GIRE plan (50 percent)	Implementation and operational application of the GIRE plan (100 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change	Number of operations and projects in place to adapt water resource management to climate change (AGRECC)	Risks related to climate change not reflected in the water sector development strategy	Number of operations and projects (AGRECC): 4	Number of operations and projects (AGRECC): 8	Number of operations and projects (AGRECC): 12	Number of operations and projects (AGRECC): 16	Number of operations and projects (AGRECC): 20

The operations adopted and expected results in connection with the program to increase access to drinking water and sanitation, and sustainable resource management are presented by objective in Table 2.1.10. A total of 11 operations will be carried out in connection with the program in progress for the period 2010-2014.

Table 2.1.10.

Specific objectives and expected results for each objective of the program to increase access to drinking water, sanitation, and sustainable resource management

Table 2.1.10.

Specific objectives and expected results for each objective of the program to increase access to drinking water, sanitation, and sustainable resource management

Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector
Operations
1.5.1.1 Define the institutional framework for the water sector	Institutional framework for the water sector and ministerial organic framework revised, adapted, validated, and implemented with redefinition and clarification of the missions of the various institutions and structures responsible for water	Preparation and validation of a new institutional framework for the water sector and redefinition of missions (100 percent) Implementation (30 percent)	Implementation: 100 percent 60 percent	Implementation: 100 percent
	By-laws for water operators redefined	By-laws redefined and clarified (100 percent)
1.5.1.2. Legal and regulatory framework for the water sector and operational implementation of the institutional framework	New legal and regulatory texts for the water sector (water code, etc.) prepared, validated, and implemented	Legal and regulatory texts prepared and validated by assembly: (50 percent)	Legal and regulatory texts prepared and validated: (100 percent) Implementation: 30 percent)	Implementation: 60 percent
	Water tariff study conducted	Preparation of terms of reference (100 percent) Tariff study completed: (50 percent)	Tariff study completed: (100 percent) Tariff scheme applied: (30 percent)	Tariff scheme applied: (100 percent)
	Establishment of a water and sanitation regulation office	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)
	Establishment of a water and sanitation regulation office	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)	Establishment of the structure (80 percent)	Establishment of the structure (100 percent)
1.5.1.3. Capacity building for development of the sector	Number of technical specialists and professionals in the institutions and agencies responsible for water sector development and management	Number of engineers, senior technicians, and water managers in place (all agencies combined):	Engineers and technicians: Water managers:	Engineers and technicians: Water managers:	Engineers and technicians: Water managers	Engineers and technicians: Water managers:
	Training plan prepared	Training plan prepared (100 percent)	Training plan observed	Training plan observed	Training plan observed
	Number of workers and professionals trained	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year
	Institutional support: Provision of equipment for ministerial department services (building, office equipment, IT equipment, logistics)	Directorate General and regional directorates installed and equipped	Directorate General and regional directorates installed and equipped (60 percent)	Directorate General and regional directorates installed and equipped (100 percent)
	Strengthen applied research in the area of energy at the university level and in the National Center for Documentation and Scientific Research (CNDRS) in water resource supply and management, and sanitation	Establish a water and sanitation department at the university and CNDRS Implementation (20 percent)	Implementation (40 percent)	Implementation (60 percent)	Implementation (80 percent)	Implementation (100 percent)
	Establish a professional technical training institution in hydraulics and plumbing	Training established (20 percent)	Training established (20 percent)	Training established (60 percent)	Training established (80 percent)	Training established (100 percent)
Objective 1.5.2. Prepare the national water sector development program
Operations
1.5.2.1. National inventory of water resources and sanitation works and implementation of a sectoral database	Water resource and sanitation works surveyed and inventoried	National inventory of water resources and sanitation works conducted (50 percent)	National inventory of water resources and sanitation works conducted (100 percent)
	Database on supply and demand trends (water, sanitation) prepared	Database created (30 percent)	Database created (60 percent)	Database created (80 percent)	Database created (100 percent)	Database created (100 percent)
1.5.2.2. Prepare and implement the water master plan	Master plan for drinking water in the Comoros prepared, validated, and implemented	Terms of reference updated and validated; Contracting document finalized; Notice of invitation to tender launched and contract signed	Studies and surveying conducted 50 percent	Studies and surveying conducted: 80 percent Implementation: 40 percent	Studies and surveying conducted: 100 percent Implementation: 60 percent	Studies and surveying conducted: 100 percent Implementation: 100 percent
1.5.2.3. Investment program	Water sector investment program prepared	Investment program prepared (100 percent)
	Financing for investments programmed and sources identified	Financing for investments programmed and sources identified (100 percent)
Objective 1.5.3. Implement the drinking water access program
Operations
1.5.3.1. Rehabilitate existing drinking water distribution systems	Length of water network rehabilitated	Length of defective network:	Length of defective network:	Length of defective network:	Length of defective network:	Length of defective network:
	Technical output of the distribution system	Technical output of the distribution system: 45 percent	Technical output of the distribution system: 55 percent	Technical output of the distribution system: 60 percent	Technical output of the distribution system: 65 percent	Technical output of the distribution system: 70 percent
	Customer satisfaction rate (service regularity)	Water cutoffs: 6 hours per day	Water cutoffs: 4 hours per day	Water cutoffs: 2 hours per day	Water cutoffs: 2 hours per day	Water cutoffs: 0 hours per day
1.5.3.2. Construct new drinking water systems	Length of new systems built	Length of new systems built: 0 km	Length of new systems built 0 km	Length of new systems built 0 km	Length of new systems built 0 km	Length of new systems built 0 km
	Proportion of population connected to a drinking water system	The rate of access to a drinking water system is 15 percent	Increase access rate to 30 percent	Increase access rate to 40 percent	Increase access rate to 50 percent	Increase access rate to 60 percent
1.5.3.3. New wells on line and operational	Number of boreholes and wells exploited and connected to the network	4 wells connected to the system	5 wells connected to the system	6 wells connected to the system	7 wells connected to the system	8 wells connected to the system
	Overall capacity of water injected into the system; daily operating flow	Production increase of approximately 15,000 m3 per day	Production increase of approximately 20,000 m3 per day	Production increase of approximately 25,000 m3 per day	Production increase of approximately 30,000 m3 per day	Production increase of approximately 35,000 m3 per day
1.5.3.4. Build water distribution systems to collect surface water	Number of surface water sources equipped and networked. Number of localities supplied with a surface water source	Two surface water sources exploited and networked. 20 localities supplied	Two surface water sources exploited and networked. 40 localities supplied	Two surface water sources exploited and networked. 50 localities supplied	Two surface water sources exploited and networked. 60 localities supplied	Two surface water sources exploited and networked. 80 localities supplied
1.5.3.5. Establish a bacteriological water analysis and treatment system on all three islands	Water quality analysis laboratory established on all three islands	Small unit installed with the support of the Pacca region at the laboratory of the University of the Comoros	Studies on installing a laboratory unit in Ngazidja, Ndzuwani, and Mwali conducted	All three laboratory systems operational	Three laboratory systems operational	Three laboratory systems operational
	Bacteriological treatment system in place	MAMWE now treats water by chlorination	Bacteriological treatment system in place (30 percent)	Bacteriological treatment system in place (40 percent)	Bacteriological treatment system in place (50 percent)	Bacteriological treatment system in place (60 percent)
Objective 1.5.4. Implement the sanitation program
Operations
1.5.4.1. Establish appropriate latrines in community and urban areas	Number of households, hospitals, schools, and administrative buildings equipped with appropriate latrines	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:
1.5.4.2. Implement a wastewater sanitation system in key population centers	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated
1.5.4.3. Improve waste management (collection and incineration)	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated
	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed
1.5.4.4. Landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste
Objective 1.5.5. Plan and coordinate sector aid
Operations
1.5.5.1. Implement a planning framework	Adopted projects classified in order of importance	Being finalized
	Major thrusts of the project objectives (cost, execution period, and quality) established	Being finalized
	Resources required for the project determined	Being finalized
	Project paper clearly prepared and adopted by the government, donors and lenders, and key stakeholders	Document being prepared
	Budget prepared and approved	Being prepared
	Decision to implement the project taken	Programmed for December 2009
1.5.5.2. Establish a coordination framework	Theoretical preparation of the strategy, coordination system, and procedures	Terms of reference being prepared
	Director of the national aid project for the water sector hired	Bidding documents in progress
	Rest of the team recruited	CVs collected
	Unit responsible for coordination installed and operational	Regulatory texts being prepared
1.5.5.3. Implement a monitoring and evaluation system	Monitoring and evaluation plan, and relevant budget specified	Monitoring and evaluation plan prepared
	Monitoring of resources/mechanisms, efficiency, efficacy, utility, impact, and context	Monitoring report produced	Monitoring report completed	Monitoring report produced
	Monitoring of routine management	Production of: books for control, stock entry, accounting systems, and activity recording	Production of: books for control, stock entry, accounting systems, and activity recording	Production of: books for control, stock entry, accounting systems, and activity recording
	Monitoring of operational management	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements
1.5.5.3. Establish a monitoring and evaluation system	Ex ante, midterm, final, and ex post evaluation	Ex ante evaluation conducted	Midterm evaluation conducted	Final evaluation conducted	Ex post evaluation conducted
	Participative evaluation/self evaluation	Participative evaluation workshop conducted	Participative evaluation workshop conducted	Participative evaluation workshop conducted
	Independent evaluation	Project impact mission to be carried out by external consultants	Project impact mission to be carried out by external consultants	Project impact mission to be carried out by external consultants
Objective 1.5.6. Establish a comprehensive water resource management (GIRE) plan
Operations
1.5.6.1. Prepare the GIRE action plan	Mechanism and tools for GIRE implementation developed	Mechanisms and tools developed (100 percent)	GIRE implementation plan prepared (100 percent)
1.5.6.2. Implement the GIRE plan and make it operational	Expand the water platform through establishment of the COGIREC (Council for GIRE in the Comoros)	Sensitization of the public, private, and community partners on establishment of the COGIREC	COGIREC established (100 percent)
	Allocate a budget to GIRE at the national level	GIRE fund established	Resources provided for GIRE fund (30 percent)	Resources provided for GIRE fund (40 percent)	Resources provided for GIRE fund (50 percent)	Resources provided for GIRE fund (60 percent)
	GIRE national expertise capacity building	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change
1.5.6.3. Adapt to climate change	Drinking water quality monitoring and control program established	Drinking water quality control effective (20 percent)	Drinking water quality control effective (40 percent)	Drinking water quality control effective (50 percent)	Drinking water quality control effective (60 percent)	Drinking water quality control effective (80 percent)
	Chemical and bacteriological treatment system in place	Chemical and bacteriological treatment system in place (30 percent)	Chemical and bacteriological treatment system in place (40 percent)	Chemical and bacteriological treatment system in place (50 percent)	Chemical and bacteriological treatment system in place (60 percent)	Chemical and bacteriological treatment system in place (70 percent)
	Program to measure and monitor piezometric levels of water tables, and flow rates of waterways and sources established	Measurement and monitoring program in place (30 percent)	Measurement and monitoring program in place (40 percent)	Measurement and monitoring program in place (50 percent)	Measurement and monitoring program in place (60 percent)	Measurement and monitoring program in place (70 percent)
	Public made aware of sustainable, rational water management	Public made aware of sustainable, rational water management (20 percent)	Public made aware of sustainable, rational water management (30 percent)	Public made aware of sustainable, rational water management (40 percent)	Public made aware of sustainable, rational water management (50 percent)	Public made aware of sustainable, rational water management (60 percent)
	Watershed reforestation program	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)

View Table

Table 2.1.10.

Specific objectives and expected results for each objective of the program to increase access to drinking water, sanitation, and sustainable resource management

Program 1.5. Increase access to drinking water, sanitation, and sustainable resource management
Objective 1.5.1. Strengthen the institutional, organizational, and management framework for the water and sanitation sector
Operations
1.5.1.1 Define the institutional framework for the water sector	Institutional framework for the water sector and ministerial organic framework revised, adapted, validated, and implemented with redefinition and clarification of the missions of the various institutions and structures responsible for water	Preparation and validation of a new institutional framework for the water sector and redefinition of missions (100 percent) Implementation (30 percent)	Implementation: 100 percent 60 percent	Implementation: 100 percent
	By-laws for water operators redefined	By-laws redefined and clarified (100 percent)
1.5.1.2. Legal and regulatory framework for the water sector and operational implementation of the institutional framework	New legal and regulatory texts for the water sector (water code, etc.) prepared, validated, and implemented	Legal and regulatory texts prepared and validated by assembly: (50 percent)	Legal and regulatory texts prepared and validated: (100 percent) Implementation: 30 percent)	Implementation: 60 percent
	Water tariff study conducted	Preparation of terms of reference (100 percent) Tariff study completed: (50 percent)	Tariff study completed: (100 percent) Tariff scheme applied: (30 percent)	Tariff scheme applied: (100 percent)
	Establishment of a water and sanitation regulation office	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)
	Establishment of a water and sanitation regulation office	Establishment of the structure (20 percent)	Establishment of the structure (40 percent)	Establishment of the structure (60 percent)	Establishment of the structure (80 percent)	Establishment of the structure (100 percent)
1.5.1.3. Capacity building for development of the sector	Number of technical specialists and professionals in the institutions and agencies responsible for water sector development and management	Number of engineers, senior technicians, and water managers in place (all agencies combined):	Engineers and technicians: Water managers:	Engineers and technicians: Water managers:	Engineers and technicians: Water managers	Engineers and technicians: Water managers:
	Training plan prepared	Training plan prepared (100 percent)	Training plan observed	Training plan observed	Training plan observed
	Number of workers and professionals trained	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year	Number of short and long-term training activities for workers and professionals per year
	Institutional support: Provision of equipment for ministerial department services (building, office equipment, IT equipment, logistics)	Directorate General and regional directorates installed and equipped	Directorate General and regional directorates installed and equipped (60 percent)	Directorate General and regional directorates installed and equipped (100 percent)
	Strengthen applied research in the area of energy at the university level and in the National Center for Documentation and Scientific Research (CNDRS) in water resource supply and management, and sanitation	Establish a water and sanitation department at the university and CNDRS Implementation (20 percent)	Implementation (40 percent)	Implementation (60 percent)	Implementation (80 percent)	Implementation (100 percent)
	Establish a professional technical training institution in hydraulics and plumbing	Training established (20 percent)	Training established (20 percent)	Training established (60 percent)	Training established (80 percent)	Training established (100 percent)
Objective 1.5.2. Prepare the national water sector development program
Operations
1.5.2.1. National inventory of water resources and sanitation works and implementation of a sectoral database	Water resource and sanitation works surveyed and inventoried	National inventory of water resources and sanitation works conducted (50 percent)	National inventory of water resources and sanitation works conducted (100 percent)
	Database on supply and demand trends (water, sanitation) prepared	Database created (30 percent)	Database created (60 percent)	Database created (80 percent)	Database created (100 percent)	Database created (100 percent)
1.5.2.2. Prepare and implement the water master plan	Master plan for drinking water in the Comoros prepared, validated, and implemented	Terms of reference updated and validated; Contracting document finalized; Notice of invitation to tender launched and contract signed	Studies and surveying conducted 50 percent	Studies and surveying conducted: 80 percent Implementation: 40 percent	Studies and surveying conducted: 100 percent Implementation: 60 percent	Studies and surveying conducted: 100 percent Implementation: 100 percent
1.5.2.3. Investment program	Water sector investment program prepared	Investment program prepared (100 percent)
	Financing for investments programmed and sources identified	Financing for investments programmed and sources identified (100 percent)
Objective 1.5.3. Implement the drinking water access program
Operations
1.5.3.1. Rehabilitate existing drinking water distribution systems	Length of water network rehabilitated	Length of defective network:	Length of defective network:	Length of defective network:	Length of defective network:	Length of defective network:
	Technical output of the distribution system	Technical output of the distribution system: 45 percent	Technical output of the distribution system: 55 percent	Technical output of the distribution system: 60 percent	Technical output of the distribution system: 65 percent	Technical output of the distribution system: 70 percent
	Customer satisfaction rate (service regularity)	Water cutoffs: 6 hours per day	Water cutoffs: 4 hours per day	Water cutoffs: 2 hours per day	Water cutoffs: 2 hours per day	Water cutoffs: 0 hours per day
1.5.3.2. Construct new drinking water systems	Length of new systems built	Length of new systems built: 0 km	Length of new systems built 0 km	Length of new systems built 0 km	Length of new systems built 0 km	Length of new systems built 0 km
	Proportion of population connected to a drinking water system	The rate of access to a drinking water system is 15 percent	Increase access rate to 30 percent	Increase access rate to 40 percent	Increase access rate to 50 percent	Increase access rate to 60 percent
1.5.3.3. New wells on line and operational	Number of boreholes and wells exploited and connected to the network	4 wells connected to the system	5 wells connected to the system	6 wells connected to the system	7 wells connected to the system	8 wells connected to the system
	Overall capacity of water injected into the system; daily operating flow	Production increase of approximately 15,000 m3 per day	Production increase of approximately 20,000 m3 per day	Production increase of approximately 25,000 m3 per day	Production increase of approximately 30,000 m3 per day	Production increase of approximately 35,000 m3 per day
1.5.3.4. Build water distribution systems to collect surface water	Number of surface water sources equipped and networked. Number of localities supplied with a surface water source	Two surface water sources exploited and networked. 20 localities supplied	Two surface water sources exploited and networked. 40 localities supplied	Two surface water sources exploited and networked. 50 localities supplied	Two surface water sources exploited and networked. 60 localities supplied	Two surface water sources exploited and networked. 80 localities supplied
1.5.3.5. Establish a bacteriological water analysis and treatment system on all three islands	Water quality analysis laboratory established on all three islands	Small unit installed with the support of the Pacca region at the laboratory of the University of the Comoros	Studies on installing a laboratory unit in Ngazidja, Ndzuwani, and Mwali conducted	All three laboratory systems operational	Three laboratory systems operational	Three laboratory systems operational
	Bacteriological treatment system in place	MAMWE now treats water by chlorination	Bacteriological treatment system in place (30 percent)	Bacteriological treatment system in place (40 percent)	Bacteriological treatment system in place (50 percent)	Bacteriological treatment system in place (60 percent)
Objective 1.5.4. Implement the sanitation program
Operations
1.5.4.1. Establish appropriate latrines in community and urban areas	Number of households, hospitals, schools, and administrative buildings equipped with appropriate latrines	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:	Households: Hospitals: Schools: Administrative buildings:
1.5.4.2. Implement a wastewater sanitation system in key population centers	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated	Volume of wastewater treated
1.5.4.3. Improve waste management (collection and incineration)	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated	Volume of waste collected and treated
	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed	Number of collection systems and incinerators installed
1.5.4.4. Landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste	Number of landfill sites for solid waste
Objective 1.5.5. Plan and coordinate sector aid
Operations
1.5.5.1. Implement a planning framework	Adopted projects classified in order of importance	Being finalized
	Major thrusts of the project objectives (cost, execution period, and quality) established	Being finalized
	Resources required for the project determined	Being finalized
	Project paper clearly prepared and adopted by the government, donors and lenders, and key stakeholders	Document being prepared
	Budget prepared and approved	Being prepared
	Decision to implement the project taken	Programmed for December 2009
1.5.5.2. Establish a coordination framework	Theoretical preparation of the strategy, coordination system, and procedures	Terms of reference being prepared
	Director of the national aid project for the water sector hired	Bidding documents in progress
	Rest of the team recruited	CVs collected
	Unit responsible for coordination installed and operational	Regulatory texts being prepared
1.5.5.3. Implement a monitoring and evaluation system	Monitoring and evaluation plan, and relevant budget specified	Monitoring and evaluation plan prepared
	Monitoring of resources/mechanisms, efficiency, efficacy, utility, impact, and context	Monitoring report produced	Monitoring report completed	Monitoring report produced
	Monitoring of routine management	Production of: books for control, stock entry, accounting systems, and activity recording	Production of: books for control, stock entry, accounting systems, and activity recording	Production of: books for control, stock entry, accounting systems, and activity recording
	Monitoring of operational management	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements	Production of: monthly or quarterly reports, technical reports, mission reports, and financial statements
1.5.5.3. Establish a monitoring and evaluation system	Ex ante, midterm, final, and ex post evaluation	Ex ante evaluation conducted	Midterm evaluation conducted	Final evaluation conducted	Ex post evaluation conducted
	Participative evaluation/self evaluation	Participative evaluation workshop conducted	Participative evaluation workshop conducted	Participative evaluation workshop conducted
	Independent evaluation	Project impact mission to be carried out by external consultants	Project impact mission to be carried out by external consultants	Project impact mission to be carried out by external consultants
Objective 1.5.6. Establish a comprehensive water resource management (GIRE) plan
Operations
1.5.6.1. Prepare the GIRE action plan	Mechanism and tools for GIRE implementation developed	Mechanisms and tools developed (100 percent)	GIRE implementation plan prepared (100 percent)
1.5.6.2. Implement the GIRE plan and make it operational	Expand the water platform through establishment of the COGIREC (Council for GIRE in the Comoros)	Sensitization of the public, private, and community partners on establishment of the COGIREC	COGIREC established (100 percent)
	Allocate a budget to GIRE at the national level	GIRE fund established	Resources provided for GIRE fund (30 percent)	Resources provided for GIRE fund (40 percent)	Resources provided for GIRE fund (50 percent)	Resources provided for GIRE fund (60 percent)
	GIRE national expertise capacity building	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)	GIRE expertise capacity building (15 percent)
Objective 1.5.7. Adapt water resource strategy and management to climate change
1.5.6.3. Adapt to climate change	Drinking water quality monitoring and control program established	Drinking water quality control effective (20 percent)	Drinking water quality control effective (40 percent)	Drinking water quality control effective (50 percent)	Drinking water quality control effective (60 percent)	Drinking water quality control effective (80 percent)
	Chemical and bacteriological treatment system in place	Chemical and bacteriological treatment system in place (30 percent)	Chemical and bacteriological treatment system in place (40 percent)	Chemical and bacteriological treatment system in place (50 percent)	Chemical and bacteriological treatment system in place (60 percent)	Chemical and bacteriological treatment system in place (70 percent)
	Program to measure and monitor piezometric levels of water tables, and flow rates of waterways and sources established	Measurement and monitoring program in place (30 percent)	Measurement and monitoring program in place (40 percent)	Measurement and monitoring program in place (50 percent)	Measurement and monitoring program in place (60 percent)	Measurement and monitoring program in place (70 percent)
	Public made aware of sustainable, rational water management	Public made aware of sustainable, rational water management (20 percent)	Public made aware of sustainable, rational water management (30 percent)	Public made aware of sustainable, rational water management (40 percent)	Public made aware of sustainable, rational water management (50 percent)	Public made aware of sustainable, rational water management (60 percent)
	Watershed reforestation program	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)	Watershed reforestation (10 percent)