THE SURINAAM WATER SUPPLY COMPANY (SWM) has another one strategic plan. This time for the period 2024-2034, again with ambitions to structurally improve the drinking water supply, replace outdated pipes and expand production capacity. That in itself is to be welcomed. But after years of planning, financing commitments and postponed investments, the question may be asked what became of previous intentions.
The previous Master Plan 2011-2024 was intended to ensure that the population in urban areas had access to drinking water. That goal has not been fully realized. In the meantime, new residential areas have emerged, demand has increased and the SWM still struggles with outdated infrastructure, water loss and insufficient production capacity.
Without concrete financing, clear deadlines and public accountability, this ten-year plan is also in danger of ultimately becoming little more than a nice document in a filing cabinet
There has also been no shortage of financial commitments in recent years. In 2022, a loan agreement of US$25 million was concluded with the Inter-American Development Bank. A year later, the government pledged US$7 million for urgent investments. Discussions then arose for years about the provision of the latter amount. Projects have also been prepared with French and European financiers. It remains unclear how much of these resources have actually been spent and what results have been achieved.
President Jennifer Geerlings-Simons rightly states that the SWM must at least be able to recoup its cost price. A utility company that suffers structural losses cannot possibly function sustainably. But cost-covering rates alone do not solve the problems. Aged pipes, water loss, inadequate investments and inefficient management also have a price. Ultimately placing that price entirely on the consumer would be an easy way out.
In addition, the government itself must fulfill its obligations. This year, approximately one hundred million Surinamese dollars in overdue water bills from government agencies were reported. A government that does not pay its own bills on time can hardly expect citizens alone to guarantee the financial health of the company.
The new strategic plan offers an opportunity to finally put things in order. But then the government must also provide insight into which projects from the previous master plan have been implemented, which have been left behind and why. The same applies to foreign loans and other financing commitments.
Suriname now has sufficient experience with ambitious plans that stall during implementation. The SWM therefore especially needs administrative continuity, financial discipline and verifiable results. Without concrete financing, clear deadlines and public accountability, this ten-year plan is also in danger of ultimately becoming little more than a nice document in a filing cabinet.
