ANNUAL WORK PLAN - AgWater Consult

USAID/Jordan Water Innovations Technologies (WIT)

Annual Work Plan (1 October 2017 – 30 September 2018) of 216

Submission Date: September 1, 2017

Resubmission Date: October 26, 2017

Cooperative Agreement Number: AID-278-A-17-00002

Activity Start Date and End Date: March 23, 2017 to March 22, 2022

AOR Name: Evan Meyer, Water Resources and Environment Office, USAID/Jordan

Submitted by: Jeffrey W. Fredericks, Chief of Party

Mercy Corps

I16 Samirra’ Street, Um Uthaina | Amman, Jordan 11185

Tel: +962 (0) 77 042 6010

Email: [email protected]

This document was produced for review by the United States Agency for International

Development Jordan (USAID/Jordan).

USAID/JORDAN WATER INNOVATIONS TECHNOLOGIES

ANNUAL WORK PLAN

October 1, 2017 to September 30, 2018



ACTIVITY INFORMATION

Program Name: USAID/Jordan Water Innovations Technologies

Activity Start Date and End Date: March 15, 2017 and ending March 14, 2022

Name of Prime Implementing

Partner:

Mercy Corps

[Contract/Agreement] Number: Cooperative Agreement No. AID-278-A-17-00002

Name of Subcontractors / Sub-

awardees:

• International Center for Biosaline Agriculture

(ICBA)

• International Water Management Institute

(IWMI)

• Jordan River Foundation (JRF)

• Royal Scientific Society (RSS)

• Interdisciplinary Research Consultants (id:rc)

• Souktel

Major Counterpart Organizations

• Ministry of Water and Irrigation (MWI)

• Jordan Valley Authority (JVA)

• Water User Associations (WUAs)

• Highland Water Forum (HWF)

• Yarmouk Water Company (YWC)

• Community Based Organizations (CBOs)

• Royal Commission for Water (RCW)

• Ministry of Agriculture (MoA)

• Ministry of Social Development (MoSD)

• Jordanian Cooperative Corporation (JCC)

• National Center for Agricultural Research and

Extension (NCARE)

Geographic Coverage

(cities and or countries)

Three regions of Jordan: Jordan Valley, Eastern Highlands

and Western Highlands. The project will target areas

agriculture users in Jordan Valley and/or in the Northern

areas such as Azraq and Mafraq basins; and communities

and households in the North who are hosting large

numbers of refugees Sahel Horan, Azraq, Ajloun, Hartha

and Hareema.

Reporting Period: October 1, 2017 to September 30, 2018



TABLE OF CONTENTS

Activity information ................................................................................................................ 2

Table of Contents .................................................................................................................... 3

Acronyms ................................................................................................................................. 4

1.Introduction .......................................................................................................................... 7

1.1 Project Description ......................................................................................................................................... 7

1.2 Background/Contextual Analysis ................................................................................................................. 7

1.3 Objectives & Expected results ...................................................................................................................... 7

1.5 Target Beneficiaries ......................................................................................................................................... 8

1.6 Sustainability Analysis ...................................................................................................................................... 9

1.7 Risk Identification/Management .................................................................................................................... 9

2. Implementation Approach ............................................................................................... 11

2.1 Implementing the Findings of the Market Assessment (Year 2) ......................................................... 12

2.2 Outcome 1A: Strengthen Ability of Agricultural Users, Households and Communities to Conserve

Water - Agricultural users ................................................................................................................................ 15

2.3 Outcome 1B: Strengthen Ability of Agricultural Users, Households and Communities to Conserve

Water - Households and Communities ......................................................................................................... 30

2.4 Outcome 2: Improve Access to Finance for Water Conservation Technology Adoption ......... 44

2.5 Outcome 3: Strengthen Local Institutions to Support Water Conservation ................................ 51

2.6 Cross Cutting Themes ................................................................................................................................. 58

2.7 Monitoring, Evaluation and Learning ......................................................................................................... 59

2.8 Communication and Outreach ................................................................................................................... 63

2.9 Environmental Considerations ................................................................................................................... 65

2.10 Staff Training ................................................................................................................................................. 66

3. Management Plan ............................................................................................................. 67

4. Project Reporting Requirements (Yr2) ........................................................................... 71

5. ANNEXES ............................................................................................................................ 72

Annex A Project Map ..................................................................................................................................... 73

Annex B Work Plan Schedule (Year 2) .................................................................................................... 74

Annex C Draft M&E Plan (under review) ............................................................................................... 113

Annex D Communication and Outreach Strategy................................................................................ 118

Annex E WIT Market Assessment .......................................................................................................... 141

Annex F WIT's List of Potential Partners ............................................................................................. 210

Annex G WIT Organization Chart........................................................................................................... 214

Annex H Equipment Procurement (Yr2) ................................................................................................ 215



ACRONYMS

ADS Automated Directives System

AMEP Activity Monitoring and Evaluation Plan

AO Agreement Officer

AOR Agreement Officer’s Representative

AWP Annual Work Plan

BCMP Best Crop Management Practices

CBIWDM Community-Based Initiatives for Water Demand Management

CBOs Community Based Organizations

CDCS Country Development Cooperation Strategy

CM Cubic Meters

CoP Chief of party

DCoP Deputy Chief of Party

DDL Development Data Library

DEC Development Experience Clearinghouse

DfID Department for International Development (UK)

DO Development Objective

DoP Director of Programs

DoS Department of Statistics

EDE Economic Development and Energy

EMMP Environmental Monitoring and Mitigation Plan

ESR Environmental Status Report

EU European Union

FABRI Further Advancing the Blue Revolution Initiative

FGD Focus Group Discussions

FMO Financial Management Office

GCS Geographic Coordinate System

GDP Gross Domestic Product

GIS Geographic Information System

GIZ Gesellschaft für Internationale Zusammenarbeit

GMED Groundwater Monitoring and Enforcement Directorate

GOJ Government of Jordan

Ha Hectares

HGFI Hydroponic Green Farming Initiative

HWF Highland Water Forum

ICARDA International Center for Agricultural Research in the Dry Areas

ICBA International Center for Biosaline Agriculture

id:rc Interdisciplinary Research Consultants



IEE Initial Environmental Examination

INGO International Nongovernmental Organization

IPM Integrated Pest Management

IR Intermediate Result

IRD International Relief and Development

ISSP Institutional Support and Strengthening Program

IVLP International Visitor Leadership Program

IWMI International Water Management Institute

JBAW Jordan Business Alliance on Water

JCC Jordanian Cooperative Corporation

JEDCO Jordan Enterprise Development Corporation

JLGF Jordan Loan Guarantee Fund

JLGC Jordan Loan Guarantee Corporation

JREEF Jordan Renewable Energy and Energy Efficiency Fund

JRF Jordan River Foundation

JRP Jordan Response Plan

JSMC Jordan Social Marketing Center

JV Jordan Valley

JVA Jordan Valley Authority

JVWF Jordan Valley Water Forum

KfW KfW Development Bank

KaMP Knowledge Management Portal

LENS Local Enterprise Support

M&E Monitoring and Evaluation

MCA Millennium Challenge Account

MCM Million Cubic Meters

MEL Monitoring, Evaluation & Learning

MENA-NWC Middle East and North Africa Network for Water Centers of

Excellence

MFI Microfinance Institutions

MOA Ministry of Agriculture

MoENV Ministry of Environment

MoFA Ministry of Foreign Affairs

MOPIC Ministry of Planning and International Cooperation

MoSD Ministry of Social Development

MSD Market System Development

MSMEs Micro, Small and Medium Enterprises

MWI Ministry of Water and Irrigation

NASA National Aeronautics and Space Administration

NCARE National Center for Agricultural Research and Extension



NGO Non-Governmental Organization

NICRA Negotiated indirect cost rate agreement

OCI Organizational Capacity Measurement Index

PAP Public Action for Water, Energy and Environment Project

PMP Performance Management Plan

PMU Program Management Unit

PPR Performance Plan and Report

PV Photovoltaic

RCW Royal Commission for Water

RSS The Royal Scientific Society

S&T Science and Technology

SC Selection Committee

STO Smart Technology Offer

TOPS Technical and Operational Performance Support

TVE Technical and Vocational Education

UNICEF United Nations Children’s Fund

UNRWA United Nations Relief and Works Agency

USAID United States Agency for International Development

USFS United States Forest Service

USG United States Government

USGS U.S. Geological Survey

WA+ Water Accounting Plus

WAJ Water Authority of Jordan

WANA The West Asia - North Africa (WANA) Institute

WASH Water and Sanitation

WEPIA Water Efficiency and Public Information for Action

WGS World Geodetic System

WIT Water Innovations Technologies

WITAC Technical Advisory Committee

WLI Water and Livelihoods Initiative

WMI Water Management Initiative

WUAs Water users’ associations

YWC Yarmouk Water Company



1.INTRODUCTION

1.1 Project Description

The USAID Water Innovations Technologies (WIT) is a five-year project implemented by Mercy

Corps that seeks to increase water conservation in Jordan by focusing on water efficiency in the

agricultural sector, community, and at household levels. WIT promotes the adoption of known and

new water savings technologies facilitating the uptake of financing and advisory services while using

social marketing to overcome individual and institutional behavioral change barriers. WIT’s market-

based approaches are designed to promote sustainable and scaled adoptions of water saving

technologies and greater conservation of water. WIT will target agriculture, communities and

households in the North and Jordan Valley, where a large number of Syrians are being hosted.

This second Work Plan covers the period between October 2017 and September 2018 (Fiscal Year

[FY] 2018).

1.2 Background/Contextual Analysis

Jordan has one of the lowest levels of water availability per capita in the world. With the Syrian crisis

adding a dramatic population increase, and the population expected to double by 2047, meeting water

demands has become more critical than ever. The Government of Jordan (GoJ) has prioritized the

availability of clean drinking as the highest, most essential priority in the Kingdom, but also stresses a

balance must be met between drinking water needs and industrial and irrigation water requirements.

The agricultural sector consumes 50% of the country’s water, while contributing only 3% to GDP.

Public and private sector entities are in urgent need to increase efforts; offering support services to

farmers, households, and communities that encourage the implementation of water saving

technologies. It is agreed that water needs to be better valued and used more wisely by all in Jordan,

and that every stakeholder has a responsibility to protect this vital resource.

1.3 Objectives & Expected results

The objective of WIT is to conserve water through the adoption of proven water-saving technologies

and practices.

The WIT activity is designed to contribute to USAID/Jordan Development Objective (DO) #3: Social

Sector Quality Specifically, the activity will focus on Intermediate Result (IR) #3: Accountable,

Sustainable Management of Water and Natural Resources Increased. Sub IR 3.3.2: Water Conserved

with the following indicators:

• Cubic meters of water saved annually from water-saving technologies as a result of USG assistance (disaggregated by intervention (cisterns, hydroponics, etc.) and geography

(governorate)).

• Number of adoptions of new technologies to save water or increase reuse of water

(disaggregated by end user type (household, farmers, other) and geography (governorate))



WIT is expected to implement broad scale change by focusing on the following:

• Promoting water conservation, with a focus on conserving groundwater where possible;

• Improving access to finance for water saving technology adoption;

• Strengthening local institutions to support technology adoption;

• Expanding opportunities for women, youth, and Syrians in host communities;

• Partnering with the private sector to provide technologies and advisory services that

promote water conservation technologies and practices; and

• Encouraging behavioral change in the use of water resources by the target audiences

reached by strengthening local information, media and communication market to mobilize

around water conservation.

1.4 Theory of Change/Strategic Focus

The program’s Theory of Change (ToC) is that if barriers to

the adoption of water savings technologies are systematically

broken down at multiple levels, with different groups of

stakeholders then water savings will be achieved at scale and

with permanence. The WIT ToC (see Diagram 1) puts the

adoption of known and new water savings technologies at

the center of the program’s strategy: facilitating uptake of

financing and advisory services while using social marketing

to overcome individual and institutional behavioral change

barriers. The underlying belief is that market-based

approaches have the greatest potential to lead to sustainable

and scaled adoption of technologies and greater

conservation of water.

1.5 Target Beneficiaries

WIT targets water conservation at the end user level, promoting practices to preserve, protect, and

utilize water resources better. The program will be implemented in three regions of Jordan: Jordan

Valley, Eastern Highlands and Western Highlands, and target areas hosting refugees, including: Sahel

Horan, Azraq, Ajloun, Hartha and Hareema. While WIT will address needs in the target governorates,

program staff will coordinate closely with peer agencies, local authorities, and other stakeholders

most familiar with the conditions faced by populations in the target areas. WIT will connect agriculture

producers, institutions and households to water sector stakeholders, including public and private

sector water actors, community institutions including CBOs and schools, financial service providers

such as MFIs, advisory services and technology/equipment suppliers. WIT will pull from national

networks of equipment and financial service providers and regional and local representatives of

advisory services and vocational training centers. Coordination and cooperation with all parts of the

Ministry of Water and Irrigation (MWI) will be important for WIT’s success. As such, WIT will work

with the MWI through the following three main points of engagement: the MWI itself, through the

Water Demand Management Unit and the Program Management Unit, the Jordan Valley Authority

(JVA), and the Water Authority of Jordan (WAJ).

Diagram 1: Theory of Change



As a result of the WIT Market Assessment (Springfield, Aug 17) for Year 2 WIT’s opening portfolio

of interventions for agriculture will target medium-sized (200 -1000 dunam) stone fruit and olive grove

farmers in the Mafraq and Azraq governorates. For households WIT’s opening portfolio of

interventions will target all households across the northern governorates of Jerash, Ajloun, Mafraq,

Irbid and Azraq but focusing on practice-specific behavior change and technology investments within

the house. These selections were based on a selection criteria that included relevance in terms of

significant use of groundwater sources, opportunity to realize water efficiency benefits, and feasibility

for WIT to intervene and stimulate sustained change.

A portion of the target beneficiaries (i.e., women, youth, and Syrian refugees) face specific challenges

in accessing these technologies, financing, and advisory services; as such, WIT will make special

accommodations in activity design to account for these issues. A Gender and Youth Analysis and

Action Plan to be completed by November 2017 will help identify and address these issues.

1.6 Sustainability Analysis

Sustainability lies at the heart of WIT’s approach to stimulating more efficient and resilient systems

for increased water efficiency in agriculture and households. WIT is addressing the sustainability of

the water sector in Jordan by focusing on water conservation in both the agricultural sector and

among communities and households. WIT’s sustainability premise is underpinned by its adoption of a

market systems development approach that leverages existing market resources and partnerships with

the private sector and other permanent actors. WIT is taking a multi-facetted approach to program

intervention, simultaneously facilitating actors and institutions to change behaviors at many levels,

offering adaptable and sustainable solutions for long-term growth. Technologies for water resource

management must be appropriate to the Jordanian context. Successful interventions need to be

replicable, scalable, and sustainable, measurably decreasing the allocation of water to agriculture and

increasing water availability for communities and households.

1.7 Risk Identification/Management

There are a variety of risk factors that continue to act as barriers to widespread adoption of water

conservation technologies in Jordan. Innovative technologies and practices that could drastically

reduce water use in the agriculture sector are not being widely or optimally used. At the community-

level, there are simple, proven water conservation techniques and technologies that could apply to

households (e.g., cisterns, greywater reuse) and communities (e.g., rainwater runoff catchment ponds,

pond and spring rehabilitation, kitchen gardens); however, many lack the funding and knowledge

required for implementation. Enabling environment and institutional challenges also prevent wider-

scale adoption of water-saving technologies. Information seeking behavior is also minimal among target

audience that is compounded by limited, trusted information. The existing price of water in Jordan is

currently so low that there are few incentives to drive conservation efforts, encourage the purchase

of water-saving technologies, and ultimately reduce water usage for those who have access.

Compliance and enforcement are policy implementation issues and a management challenge.

Additionally, the GoJ does not provide incentives to introduce innovations to save water or encourage

commercial banks to put in place the financial arrangements needed to purchase new innovations.

One risk is adopters would end up utilizing any ‘saved’ water for more agriculture; while the activity

would end up conserving on water it would not necessarily lead to sustainable management of water

resources. Furthermore, financial institutions have not developed culturally acceptable and affordable



forms of products for supporting CBOs, water users’ associations (WUAs), or larger farmer

organizations.

Introduction and acceptance of new technologies while ensuring long-term support always involves

risk management. The strategy is to partner with the private sector to encourage markets for the

rollout of water-saving technologies. WIT will minimize risk by working with suppliers and businesses

that are already selling water saving technologies and high value products. WIT will seek to support a

commercial market for household water saving products so that expansion can continue without the

need for donor and/or GoJ interventions. WIT will support existing local organizations so that work

will continue at the end of the project. Successful strengthening of these local institutions will support

their continued involvement in promoting water saving technologies, without USAID’s continued

involvement.



2. IMPLEMENTATION APPROACH

During the WIT start-up period (Year 1), in accordance with the market systems development (MSD)

approach, WIT conducted an initial market assessment (June to September 2017) for both agriculture

and household market systems for water conservation. The market assessments sought to establish

sufficient understanding and evidence upon which to develop WIT’s opening intervention portfolio.

The approach was guided by Mercy Corps own in-house experience and expertise in market systems

analysis and its in-house toolkit and reference materials. The assessment design and subsequent data

analysis drew on external support from two Springfield Centre consultants.

The initial assessment resulted in a set of project interventions for Year 2. It set out WIT’s opening

portfolio, the rationale behind it, and identified some of the potential market actor partners WIT

anticipates working through. WIT’s immediate task is to complete the process of partnership

development. During implementation, program activities will undergo a continuous review process to

test underlying assumptions and progress against initial and overall program targets. Depending on the

results of the initial portfolio interventions, additional MSD assessments will be carried out later in

Year 2, in Years 3 and 4 to layer in new geographies, users, technologies, and practices. During Year

2 to help stimulate and draw positive attention to the program WIT will also identify and build in

quick wins such as distributor co-sponsored demonstrations, community water conservation projects,

and private or public sector sponsored awareness campaigns.

This process will typically include pilot efforts. A pilot program can be beneficial for both parties

reinforcing the principle of mutual benefit. For the private business, a pilot can be an opportunity to

develop skills, capacity, or expand their operations at relatively low-cost. For WIT, pilot programs will

help validate the viability of a program, and can later help to encourage the private sector to expand

their role and take further ownership. These pilot efforts are expected to provide hands-on evidence

to participating market actors of their value and viability and therefore stimulate more permanent

deployment of them.

Following the initial MSD assessment, Year 2 targets are as follows:

• Medium Size (200-1000 dunam) stone fruit and olive producers in Mafraq and

Azraq - this group of farmers depend on large quantities of groundwater in an area of limited

rainfall and have the commercial capacity to invest in market-based incentives to conserve

water compared to smallholders.

• Households across the Northern governorates of Jerash, Ajloun, Mafraq, Irbid and

Azraq - these households are also dependent on groundwater resources and have faced a

rapid increase in demand for drinking water as a result of the Syrian crisis.

Subsequent MSD assessments will layer in additional target groups during Year 3 and 4, including:

• Medium Size (200-1000 dunam) orchard, stone fruit, or field crop producers in the Northern

Jordan Valley

• Horticulture producers

• Additional stone Fruit producers

• Provide WIT support to help market actors monitor, evaluate, and adjust new roles and

relationships that alleviate the market constraint



Table 1: WIT Overarching Targets 1

Indicator Yr. 1

Target

Yr. 2

Target

Yr. 3

Target

Yr. 4

Target

Yr. 5

Target

Total

Million CM3 of water saved

annually from water-saving

technologies as a result of USG

assistance

0 0.34 3.83 6.65 7.68 18.5

Groundwater savings as a part of

total

0 0.867 3.12 4.201 5.571 13.76

No. of water savings technologies/

practices adopted by farmers,

households and communities

0 1,746 2,096 2,346 2,626 8,814

No. of private sector partnerships

that support water savings

technology adoption 2

0 17 new 33 new 5 new 5 new 60

% of households reporting

increased water security

Baseline Baseline

+5%

Baseline

+10

Baseline

+20%

Baseline

+35%

Baseline

+35% 1 During FY2 Quarter 1(Oct -Dec 17) the targets will be reviewed as part of the update of the MEL Plan and

will take into consideration the recommendations of the WIT Market Assessment. 2 Includes partnership with CBOs

2.1 Implementing the Findings of the Market Assessment (Year 2)

The initial implementation focus of WIT during FY2 will be to establish partnerships with market

actors relevant to water technologies and practices for agricultural stone fruit and olive producers in

Mafraq and Azraq and households across the Northern governorates of Jerash, Ajloun, Mafraq, Irbid

and Azraq.

As a result of the market assessment WIT has identified the types of market actors that are best

placed to perform the required market functions and drive the changes needed to realize the goal of

increased water conservation in Jordan. These market actors are public and private sector and range

from input suppliers, technology suppliers, traders, collectors, business service providers, business

member organizations, government agencies and public bodies, research organizations, and even

educational institutions. These partnerships will form the foundation of WIT’s success by ensuring

sustainability and scale; sustainability because as local actors that have a permanence not associated

with a donor or project; scalability because by incorporating activities into their core

business/organization and utilizing their ongoing resources, they have far greater reach than the WIT

project could have on its own.

Table of potential market-based actors WIT will engage with in Y2 are presented in Annex F.

Through an MSD lens, the implementation of WIT will generally follow these steps:

● Assess the ‘skill’ and ‘will’ of market actors to provide products or services that contribute to

water conservation practices

● Provide WIT support for market actors to undertake assessment efforts in order to understand

the value of changes to their business model



● Provide WIT support to pilot efforts that allow market actors to test out new roles and

relationships that alleviate the identified market constraint

● Provide WIT support to help market actors monitor, evaluate, and adjust new roles and

relationships that alleviate the market constraint

More specifically key steps for implementing the market assessment findings during FY 2 will include:

Partner selection: Having identified many of the key market players, WIT will select partners with whom

to work under the various interventions based on an assessment of their relative interest and capacity

(i.e. will and skill) to collaborate on the design and piloting of the improved models, practices and

services WIT seeks to test.

Development of WIT’s ‘offer’: WIT’s assessment of partner will and skill will inform development of its

support ‘offer’. That offer should aim to address what WIT sees as the prevailing barriers to partner

behavior / practice change. This will be some combination of building upon partner incentives and/or

capacities for change. WIT will elaborate a detailed strategy for each partnership before presenting

and negotiating the offer with those partners.

Negotiating partnerships: Agreeing specific terms, timelines and respective roles and responsibilities

between WIT and its partners requires planning and sensitivity if it is to ensure WIT leverages as

much investment and ownership from partners as possible. The WIT team should take time to plan

its approach to the ‘deal’ and boundaries within which it is prepared to negotiate. Partnerships may

be expected to require written agreement in the form of formal contracts or agreements, depending

on the nature of the partnership and the preferences of different partners.

Refining Results Chains (see Annex E WIT Market Assessment): The two draft results chains are based on

a number of assumptions at the time of writing as to the scope and nature of pilot activities that still

need to be validated during partner negotiations. It may be expected that as the detail of partnerships

emerge, refinement to results chains will be required. Importantly, the two-market system-level

results chains should themselves be broken down into ‘intervention-level’ results chains to support

WIT’s monitoring and results measurement framework.

Monitoring and learning: WIT’s opening portfolio comprises a number of interventions that aim to test

or pilot new models and practices. To be effective, those pilots should be closely monitored and

adapted, revised and/or stopped as WIT observes partner responses and progress. An appropriate

measurement framework will support the team to learn and adapt pilot activities, informed primarily

by the observations of those intervention staff working directly with partners.

1. Developing a robust results measurement framework. At the heart of effective market

systems intervention is rigorous measurement, feedback and decision-making. Tight

measurement of practice and behavior changes within the system is critical, building on the

results chains developed for the two markets (and, in time, results chains for each intervention

area). WIT is committed the development of an appropriate results measurement systems.

2. Establishing processes and procedures. The adaptive nature of a market systems

development project requires a robust set of systems and procedures to support

implementation and decision-making. WIT will need to put in-place procedures and guidance

for its intervention teams (e.g. partnership management guidelines and templates, intervention



planning and monitoring tools; feedback and decision-making procedures etc.). As with

measurement system development, internal and external resources exist to support WIT and

should be utilized wherever possible to avoid unnecessary duplication of effort and/or

‘reinventing wheels’.

3. Building team capacity: WIT is building a highly capable team with many of the skill sets that

will be essential for the project going forward. Currently, the team’s experience of market

systems development implementation remains limited and a number of critical team and

individual skill sets will need to be prioritized and potentially, in the short-term at least,

supplemented to support implementation.

Set-up of results measurement system. WIT should consider short-term support in setting up its results

measurement framework and systems. The challenge of designing an effective measurement system

capable of monitoring and capturing market systems level change (as well as outcome and goal-level

indicators) is not unique to WIT. A growing number of measurement specialists offer experience in

designing and developing similar systems for other market system development projects and could

greatly enhance both the quality of WIT’s measurement system whilst also building the skills of the

WIT team to implement that system.

Partnership development. One area of limited experience within the WIT team is that of private sector

engagement. Building partnerships with market players, including private sector players, will be a core

and critical task for WIT in the coming months, and one that warrants prioritization and support. WIT

would benefit from tasking one of its senior management team to provide overarching support,

mentoring and lesson learning across its intervention teams to support the process of partnership

development and management, at least in the short- to medium-term, and until staff become more

comfortable and adept at partnership management.

Market systems backstopping. Given the limited experience of the WIT team, the decision to invest in

senior staff training in market systems implementation is welcomed. New skills will take time to hone

and embed and, in the meantime, it is recommended that WIT’s technical support budget is used to

recruit an experienced market systems development advisor in the medium-term (i.e. 12-18 months).

The advisor would provide much needed guidance and oversight in the short-term, and coaching

support to newly trained senior team members to take on that backstopping and advisory role in the

medium- to long-term.



Implementation Team

The WIT resident team will implement the results of the market assessment (see Annex E). A

Market Systems Development adviser will be engaged as a long-term technical assistance (LTTA) to

be posted in Amman, Jordan. The agriculture and household team leaders will lead the core teams

for their specific market systems. The finance/private partnership and institutional team leaders,

communication & outreach team, and the MEL team will all support both the agriculture and

household market system development programs. Key staff , social and behavior change

communication and gender/youth advisor, will participate with each of the core teams to provide

support to crosscutting issues such as social behavior change, gender/youth, and conflict issues. The

core teams will be under the direction of the DCOP with overall monitoring and support from the

COP (see Annex G WIT Organization Chart).

External technical support will be provided by:

• Markets, Economic Recovery and Growth (MERG) unit:

o Will Baron (MERG - MSD senior advisor)

o Nicki Post (MERG - Financial inclusion advisor)

• Mercy Corps Technical Support Unit (TSU): Eric Vaughan, Senior Technical Advisor

Implementation Schedule

Schedules are included as Annex B.

2.2 Outcome 1A: Strengthen Ability of Agricultural Users,

Households and Communities to Conserve Water - Agricultural users

OUTCOME 1A: STRENGTHEN ABILITY OF FARMERS TO CONSERVE WATER

Goal: Increased adoption of water conservation technologies and practices

by farmers

Beneficiaries: Farmers

Partners: RSS, id:rc, ICBA, IWMI, Souktel

MSD Y2 Focus: Farm Size: Medium farmers (200-1000 dunams)

Crop Type: Stone fruits and olives

Irrigation Source: Groundwater

Geographic Area: Areas with the greatest potential to save water, with a focus on

saving groundwater, which includes: Mafraq and Azraq governorate

and Amman-Zarqa, Azraq, and Yarmouk groundwater basins.

Sustainability Requirements: Involve WAJ (the groundwater and drilling directorate) during the

project to sustain the monitoring

Risk: • Farmers will not adopt new technology or practices

• Technology and input suppliers hesitate to participate or invest

through MSD approach

• The delay of financial accessibility to farmers

Risk Mitigation: • Build up extension capacity of suppliers



• Facilitate market development of new irrigation technologies

with suppliers

• Facilitate improved access to finance

Y2 Expected Results: • Irrigation tech/practice assessment

• 10 potential tech/input suppliers identified.

• 3-5 tech supplier partner agreements

• 2 input suppliers partner agreements

• 3 agreements btw input/tech/farmers

• Partners engaged in 5 - 10 pilot opportunities.

• Partner led farm audits (30)

• 10 - 30 demonstrators/early adaptors

• JSMO draft standards for testing irrigation equipment

Performance Indicators (Outcome 1a):

Performance Indicator

Targets

FY18 End of

Project

CM3 of water saved annually from water-saving technologies as a result of

USG assistance (disaggregated by groundwater and other sources) 0.111 16.32

No. of private sector partnerships that support water savings technology

adoption 5 60

# of farmers working with private sector entities to support water savings

technology adoption 20 1308

1a) # of farmers that convert existing irrigation to improved water saving

technology 10 1,288

1a) # of farmers that adopt an improved water- saving technology/ practice 20 1,788

1.1a # of producers exposed to information and technologies at WIT

demonstration sites 100

1.2a #of farmers who receive advisory services on adopting water saving

technologies and practices 100 6,500

1.3a # of producers that access high-value markets as a result of US

assistance n/a 500



Water Saving Targets (Outcome 1a): Farmers (#) Area (dn) Savings (MCM)1

Output Location FY2 End of Project

FY2 End of Project

FY2 End of Project2

Output 1a.1:

Technology

Introduction and

Adoption

Azraq 4 40 100 6000 0.023 5.69

Mafraq 6 60 150 7500 0.032 6.30

Total 10 100 250 13,500 0.055 11.99

Output 1a.2:

Advisory Services

(practices)

Azraq 5 100 250 5000 0.030 2.37

Mafraq 5 100 250 5000 0.026 2.10

Total 10 100 500 10,000 0.056 4.47

Output 1a.4: Awareness Raised

Total 100 200 45,000 90,000 0 0

Total

Savings MCM 0.111 16.46

1 Average irrigation schedule for current practices and technologies is 1.5 times crop water

requirement. Calculation of water savings based upon reduction of 20% at using both technologies

with practices and 10% reduction on irrigation water management at farm level. 2 Total water savings calculated assuming 25% of total crop area at Year 5; increasing from 3% in Yr. 2.

Output 1.a.1. Farmers employ new context appropriate, affordable water savings

technologies and practices

Objective: Suppliers of irrigation systems and equipment embed high quality information, advice and

guidance on optimal irrigation installation, operation, maintenance in the sale of water savings

technologies to medium-sized stone fruit and olive farmers and farm managers. In Y2, WIT aims to

identify lead technology suppliers and begin to facilitate supplier-owned efforts that pilot embed

technical services.

Activity 1.a.1.1. WIT Assesses demand for innovated irrigation technologies and

practices for medium size farms Mafraq and Azraq

Summary of Actions:

Action. No Milestones To be implemented

1.a.1.1.1 Assessment Report Oct.2017 - Dec.2017



Action 1.a.1.1.1. Farm assessment of current irrigation technologies, irrigation management

operations, farm settings, production factors, constraints, requirements for technologies and practices

for improving their irrigation operations in randomly selected medium size farms of olive and stone

fruits in Mafraq and Azraq.

A completed farm assessment with the following relevant information:

• Random selection of farms based on findings from the WIT groundwater study

• Description of detailed farm settings, irrigation methods, current scheduling, production factors

and constraints



• The report includes relation of irrigation management gaps with overall crops yields limiting

factors and specifically the major day-to-day challenges that the farmers are facing in their farm

operations.

• The evident farmers adoption criteria (feed also the project communication materials)

• The total number of plots/equipment units that are required to achieve the conservation of 14.7

M m3 groundwater.

Action 1.a.1.1.2. Assess and categorize decision-making processes and responsibility for day-to-day

on-farm water conservation practices between owners and managers in the medium-sized stone fruit

and olive sectors:

In parallel/inclusive with farm assessment, a questionnaire developed to identify the role of owner

manager on daily farm challenges including the methods of irrigation, scheduling and system updating.

Action 1.a.1.1.3. Assess feasibility of rainwater harvesting technologies and methods at farm level

• Desk research of available literature and projects on rainwater harvesting at farm level.

• In parallel/inclusive with farm assessment, a questionnaire developed to explore the potential

and feasibility of rainwater harvesting at farm level.

Activity 1.a.1.2. WIT develops a partnership strategy for lead technology suppliers

Summary of Actions:


1.a.1.2.1 Report with selection criteria Oct.2017 - Nov.2017

1.a.1.2.2 10 suppliers identified Oct.2017 - Dec.2017

1.a.1.2.3 Partnership guideline developed Oct.2017 - Dec.2017

1.a.1.2.4 Report Oct.2017 - Dec.2017

Action.1.a.1.2.1. Identify potential technology suppliers of existing companies at international,

regional and national levels that are adapted to medium size farm’s needs (olive and stone fruit farms

in Azraq and Mafraq).

A survey of available equipment that enhances efficient use of water in agriculture sector completed

with the following deliverables:

• List of global suppliers of key smart irrigation systems.

• Visit, when needed, companies to update the WIT Project on state-of-the-art technology

solutions and trainings.

• Participate, when needed, in forums, international workshops, and training. Workshops

organized by WIT project partners on usage of technologies and summary of successful projects

in water scarce countries.

• Selection of technologies adapted to Jordanian context with completed technical specification in

concert with locally and regionally represented companies.

• Definition of water saving at the farm level based on the selected technologies and accompanied

Best Crop Management Practices.

• Define selection criteria for suppliers, including: technically applicable, high potential for

irrigation water saving/use efficiency and financially affordable Smart Technology Offers for



pressure regulators, pressure compensating drip systems (online and inline drippers), and

smart/automated irrigation controllers combined with soil moisture sensory systems that are

adapted to medium size Jordanian farms (olives and stone fruits orchards,) in Azraq and Mafraq.

Action.1.a.1.2.2. Assess the potential of technology suppliers for participation in WIT project in

relation to their strategic market expansion goals.

• Technology suppliers are short-listed from existing pool of companies at regional and national

levels through selection criteria Defined in Action 1.a.1.1.2.1

• Interview technology suppliers for:

o Exploring the potential for participation in MSD in relation to their strategic market

expansion goals.

o Potential for contribution to WIT project activities including offer at no-cost smart

technologies, implementation and maintenance of demonstration sites.

Action 1.a.1.2.3. Develop WIT guidelines for partnership assessment and deal making

• Desk research for standard guidelines and manuals available for market system development

partnership assessment and evaluation.

• Adaptation/development and provision of relevant manuals, guidelines and training materials on

assessment and deal making through MSD.

• Develop and adopt operational/working manual on guidelines for partnership and deal making for

the project.

Action 1.a.1.2.4. Identify extension and advisory model locations and farmers

• With knowledgeable background from farm assessment and through the selection process

initiated with potential technology suppliers, a road map of extension advisory model locations

and farmers to be developed.

Activity 1.a.1.3. WIT selects lead technology suppliers

Summary of Actions:


1.a.1.3.1 10 eligible potential technology suppliers Nov.2017 - Dec.2017

1.a.1.3.2 5 skill/will suppliers identified Nov.2017 - Dec.2017

1.a.1.3.3 Report of initial pitch and selected 5 lead

technology partners.

Nov.2017 - Dec.2017

Action 1.a.1.3.1 Assess eligible potential technology suppliers’ organizational capacity and willingness

to contribute actively to the change process.

WIT is a collaboration aid program funded by USAID taxpayer money. There is a level of scrutiny

the program needs to meet before it engages with an organization as a partner. If a partner does

not pass the Eligibility Assessment, the assessment process must be terminated. Rules set by WIT

will determine what type of private sector organization it contracts with. Criterion will be

transparent and not open to negotiation.



Eligibility criterion for private sector partners:

• Organizations are legitimate and registered by the GOJ

• The organization and its director(s) have no linkages to terrorism and /or criminal activities

• The organization has a proven impact track record

• No conflict of interest

Action 1.a.1.3.2 Assess the respective will, skill to pilot embedded extension and advisory models

and select potential lead technology supply partners.

Skill assessment gives an overall picture of the potential partner in terms of their organizational

capacity. This includes their systems, staffing levels, financial capability, and networks. This should paint

a sufficiently broad picture to determine their capacity to undertake the role and compliment WIT’s

business model. Will Profiling will be used to determine partner suitability.

Potential lead technology partners will be assessed for skill and will by indicators developed in the

deal making guidelines action 1.a.1.2.3

Action 1.a.1.3.3 Assess the incentives of the partner (potential lead technology suppliers) and the

value of the relationship to them to ensure WIT articulate a compelling value proposition.

Initial collaboration pitch needs to build on the incentives of the potential lead partner and

demonstrate the value of the relationship to them. This means that we need to start with a clear

understanding of the business opportunity. When combined with a strong understanding of the

partner’s incentives and capacities, WIT will tailor its messaging and ensure the program articulates a

compelling value proposition. For effective engagement, it is important that WIT establishes credibility,

builds trust and rapport with partners, manage expectations, and is prepared.

Key tactics for building credibility, trust, manage expectation and preparation to be developed in Deal

Making guide outcome of action 1.a.1.2.3

Activity 1.a.1.4 WIT negotiates support "offers" to facilitate extension and advisory

pilots by lead technology suppliers

Summary of Actions:


1.a.1.4.1 Initial 5 agreement letters on business

model and broad strategy

Nov.2017 - Jan.2018

1.a.1.4.2 Signed collaboration agreements with 5

lead technology partners

Nov.2017 - Feb.2018

1.a.1.4.3 Implementing 10 pilots with farm audits and

technical references by technology

suppliers.

Mar.2017 - Sep.2018

1.a.1.4.4 Report Mar.2017- Sep. 2018

Action 1.a.1.4.1 Develop business model and broad strategy for potential lead technology suppliers



Development of business model and strategy with potential lead technology suppliers will include but

not limited to the following:

• Contribute to developing full technical and economic study of technology implementation

• Selecting demonstration sites for implementing the technologies.

• Benefiting from WIT offer for training them and their affiliated distributors for farm audit

• Benefiting from WIT offer for training them and their affiliated distributors for optimized irrigation

scheduling in relation to other farming practices (fertilization and IPM)

• Contribution to developing training curricula for technology usage, irrigation scheduling with

overall crop management operations

• Conducting farm audit activities to ensure successful operation at optimum during the lifetime of

the projects with emphasis on critical crops growth stages

• Promote on-farm scaling up of the technologies within the farm

• Assisting in selecting local farm cooperatives and potential pioneer farmers located vicinity of the

demonstration sites to be part of the training to enable scaling out adoption

• Selected suppliers will be able to achieve the above-cited activities and will actively train farmers

on equipment operation.

• Develop initial agreements with selected suppliers including their no-cost contribution for all the

cited above activities: demonstration sites, acquired technical skills from WIT for training farmers

and routine farm audit to ensure the installed smart technologies are operating at optimum during

the lifetime of the projects with emphasis on critical crops growth stages.

Action 1.a.1.4.2. Negotiate detailed activity plan and budget including selection criteria of pilot

farmers and sites within targeted areas in collaboration with preferred input supplier / suppliers.

Further negotiations with selected lead technology suppliers that lead to agreement signature will

include, but not limited to, the following details:

• Elaboration of full technical-economic study for the selected water innovation technologies

• A technical, economic and feasibility study is conducted for each of the smart technologies and

its accompanied best practices for each cropping system (olives and fruit orchards). The full

technical, economic and feasibility study is performed by WIT in collaboration with local

suppliers; deliverables of which include:

o Manual of smart technologies description is produced for each technology with a full

description of technical and economic solutions with the quantification of potential for water

saving for each cropping system

o Manuals for best practices key technology packages for crop yield optimization is produced

including fertilizer, weed management and overall crop operations

o Customized definition of water saving for each irrigated farming system using smart technology

identified as adapted to local conditions in each of the targeted areas (Azraq and Mafraq)

o Selection of pilot farmers group in collaboration with selected lead technology partners: A

complete list of the farming actors (with GPS coordinates and summary description of the type

of production system adopted) to be involved in the project training activities is provided for

the following categories in Azraq and Mafraq:

- Contact details of community leaders

- Contact details of influencers for driving change



- Contact details of interested entrepreneurs, large agribusinesses including and existing and

effective value chain, medium size farms

- Contact details of cooperatives including women and youth

- Contact details of potential early adopter’s vicinity of the later cited actors

• Coordinates and description of existing demonstration sites from previous Mercy Corps

projects

• Develop a generic framework/agreement for developing a common and enduring community of

practice that stimulates the market in collaboration with suppliers and private advisory services

• Farm audit: Suppliers assisted and/or trained by WIT Team develop farm audit procedure,

including:

o Characterization of current farming practices including irrigation and other operations such

as irrigation, fertilization and pest management

o Identification of anomalies in the sets of decision rules used by farmers for crop

management

o Measure crop canopy attributes, final yield and quality, environmental conditions (key soil

parameters and weather indicators) for diagnosing causes of yield variation in the points of

measurement

Action 1.a.1.4.3. Support selected lead technology supply partner (s) to implement improved

embedded extension and advisory pilot (s)

Suppliers assisted and/or trained by WIT team develop case-by-case installation procedure manual for

each targeted farm plot for demonstrating smart technologies and best practices. The installation

procedure manuals will include:

• Diagnosis of farms plots biophysical and operational conditions

• Analysis of plot variability and diagnosis of crop yield limiting factors

• Specific installation procedure for each farm plot including irrigation system layout

• Installation of irrigation control devices in farms plots

• Hands-on training on main installation steps and maintenance procedure

• Identify key sets of decision rules constituting the technology packages determination

• Develop farm auditing procedure for optimizing equipment use and better irrigation scheduling in

accordance with the overall farm operations

As outreach and awareness tools/materials for scaling up the smart technology to other plots within

the demonstration sites, and scaling out to other early adopters, the WIT team will train suppliers on

producing technical references and extension training materials. Suppliers will produce the technical

references and extension materials that are validated by WIT for training farmers, including:

• Recording step-by-step reduction in water losses reduction for optimized crop water productivity

and maximizing water conservation at the plot level

• Building optimized irrigation scheduling in coordination with other crop management operations;

the obtained crop management constitutes the technical reference

• Synthetizing technical references obtained in the ensemble of pilot farms and production of

regional technical references (for Mafraq and Azraq)



Suppliers will collaborate with the WIT team will produce training materials for farmer field schools,

communities of practice, field days for demonstration to stakeholders and opinion leaders and input

for data hub for further outreach and awareness-raising. These materials will include:

• Developing simplified training materials of the obtained regional technical references

• Training demonstration farmers and potential early adopters including women/young farmers

associations on technical aspects of the smart technology and best practices implementation and

financial and accounting.

• Joint workshops of suppliers, WIT team, end-users, stakeholders and specialized private service

providers on smart technology usage and best practices.

• Input for behavior change campaigns

• Produce communication documents, including information bulletins, leaflets and brochures

Action 1.a.1.4.4 Monitor and measure results of embedded extension and advisory model pilot(s)

In demonstration sites differing for cropping systems, management practices and biophysical

conditions, the WIT team will install a set of irrigation monitoring equipment, including soil moisture

and transpiration flow meters as well as water flow meters to calibrate the control devices for better

crop water productivity and to evaluate the smart technologies and best practices currently used.

• Evaluation of the conventional irrigation scheduling applied by farmers using sensory systems and

devices for irrigation monitoring and water accounting

• Installation of sensory systems and devices for irrigation monitoring and water accounting in the

test plot equipped with automated control devices

• Interpolation yield and its components over the control and the optimum irrigation scheduling

and crop management treatment at the plot level using surface energy balance algorithm (based

on satellite imagery)

• Comparing water balance components in the conventional and the newly applied irrigation

schedules/associated technology packages and accounting for water use efficiency, crop water

productivity and losses by soil water evaporation and deep percolation

• Aggregating water accounting metrics and comparing it with the other farms within the vicinity of

the intervention sites

• Determining quarterly evolution of overall water conservation of WIT Project (in MCM)

Activity 1.a.1.5. Technology standards and quality assurance

Summary of Actions:


1.a.1.5.1 The 5 of lead technology suppliers to

collaborate with JSMO

Dec.2017 - Sep.2018

1.a.1.5.2 Signed collaborating agreement between

JSMO and 5 lead technology suppliers

Dec.2017 Sep.2018

1.a.1.5.3 Public announcement of WIT partnership

agreement with lead technology supplier

that has met JSMO standards

Dec.2017 - Sep.2018



Action 1.a.1.5.1 Assess the willingness and capacity of technology suppliers responsible for industry

standards to promote low cost innovation technology

• Selected lead technology partners before / during piloting phase are encouraged to collaborate

with JSMO

• WIT will facilitate the terms of collaboration between JSMO and lead technology suppliers

Action. 1.a.1.5.2 Develop and negotiate WIT support "offer" to JSMO in leading process for

collaborative development of industry standards and testing protocols

Selected lead technology suppliers are to sign collaboration agreements into testing and evaluations

of their smart technologies and to pass the Jordanian standards before or within pilot phase

Action 1.a.1.5.3 Support JSMO and industry partners to implement and promote industry standards

and quality improvements:

WIT will increase the awareness of technology suppliers and farmer to the importance of standards

and quality assurance by third party identity

Output 1.a.2 Farmers employ new context-appropriate water conservation practices

Objective: WIT will partner with input suppliers (seeds, fertilizers, etc.) to introduce more effective

water conservation practices among farmers. In Y2, WIT aims to identify lead input suppliers and

begin to facilitate supplier-owned efforts that pilot embed technical services.

Activity 1.a.2.1 WIT develops a partnership strategy for input suppliers

Summary of Actions:


1.a.2.1.1 Report/selection criteria developed for

input suppliers

Oct.2017 - Nov.2017

1.a.2.1.2 5 potential input suppliers identified Oct.2017 - Dec.2017

1.a.1.1.3 Report /Initial Pitch conducted with

potential lead Technology suppliers

Oct.2017 - Dec.2017

Action 1.a.2.1.1 Identify potential input suppliers of existing companies at international, regional and

national levels that are adapted to medium size farm’s needs (olives and stone fruit farms in Azraq and

Mafraq).

Detailed input suppliers’ assessment to be conducted as following:

• Input suppliers are selected from existing representations of global companies at regional and

national levels.

• Define selection criteria including Best Crop Management Practices (BCMP) for efficient

fertilization and fertigation systems and integrated Pest Management Solutions (IPM) that comply

with USAID environmental guidelines, and that are technically applicable, financially affordable and

adapted to medium size Jordanian farms (olives and stone fruits orchards). The selected



fertilization and IPM solutions should ensure optimum nutrient use efficiency and crop health with

respect to environment and water conservation.

• Interview input suppliers for:

a. Exploring the potential for participation in MSD in relation to their strategic market expansion

goals

b. Potential for contribution to WIT project activities including offer at no-cost advisory service

for BCMP implementation at the demonstration sites.

Action 1.a.2.1.2 Assess the respective will and skill of input suppliers to pilot embedded extension

models and select partners amongst water soluble fertilizer and pesticide suppliers and crop

contracting companies.

Skill assessment gives an overall picture of the potential partner in terms of their organizational

capacity. This includes their systems, their staffing levels, their financial capability, and their networks.

This should paint a sufficiently broad picture to determine their capacity to undertake the role to

envisage them in the business model. Will profile assists in determine how willing the partner is to

contribute actively to the change process. The willingness profile should be assessed together with

the skill profile.

Potential lead input partners will be assessed for skill and will by indicators developed in the deal

making guidelines action 1.a.1.2.3

Action1.a.2.1.3 Assess the incentives of the partner (potential lead input suppliers/ crop contracting

companies) and the value of the relationship to them to ensure WIT articulate a compelling value

proposition

Initial collaboration pitch needs to build on the incentives of the potential lead input partner and

demonstrate the value of the relationship to them. This means that we need to start with a clear

understanding of the business opportunity. When combined with a strong understanding of the

partner’s incentives and capacities, we can tailor our message and ensure that we articulate a

compelling value proposition. For effective engagement, it is important that we establish our credibility,

build trust and rapport with our partners, manage expectations, and are prepared. Key tactics for

building credibility, trust, manage expectation and preparation to be developed in Deal Making guide

outcome of Action 1.a.1.2.3

Activity 1.a.2.2 WIT negotiates support "offer" to monitor and measure results of

embedded extension and advisory model pilot (s)

Summary of Actions:


1.a.2.2.1 Initial 2 agreement letters on business model

and broad strategy.

Nov.2017 - Nov.2017

1.a.2.2.2 Signed collaboration agreements between 2

input suppliers and the lead technology

suppliers

Nov.2017 - Jan.2018

1.a.2.2.3 Report on support provided/embedded

extension service and advisor support for the

Dec.2017 - Sep.2018




implemented pilots by technology suppliers.

And scale out marketing progress

1.a.2.2.4 1 supporting training offer for input suppliers Dec.2017-Sep.2018

1.a.2.2.5 Identify 3 academic / research institutions and

develop Social Marketing Plan

Dec.2017-Feb 2018

Action 1.a.2.2.1 Develop a business model & broad strategy for potential lead input suppliers

Development of business model and strategy with potential lead input suppliers will include but not

limited to the following:

• Contribution to developing full technical and economic study of BCMP in relation to irrigation

scheduling

• Benefiting from WIT offer for training them and their affiliated distributors for farm audit

• Benefiting from WIT offer for training them and their affiliated distributors for BCMP in relation

to irrigation scheduling

• Contribution to developing training curricula for BCMP usage with the optimum irrigation

scheduling

• Conducting farm audit activities to ensure successful operation at optimum during the lifetime of

the projects with emphasis on critical crops growth stages

• Promote on-farm scaling up of the BCMP within the farm

• Assisting in selecting local farm cooperatives and potential pioneer farmers located within the

vicinity of the demonstration sites to be part of the training to enable scaling out adoption

Action 1.a.2.2.2 Negotiate detailed activity plan and budget including partnership with technology

suppliers for embedded extension and advisory models in targeted areas

Negotiations with input supplier to develop detailed agreements road map on their no-cost

contribution for all the above cited activities in collaboration with lead technology suppliers: advisory

services, farm audit of demonstration sites, acquired technical skills from WIT for training farmers and

routine farm audit to ensure BCMP are operating at optimum during the lifetime of the projects with

emphasis on critical crops growth stages.

Action 1.a.2.2.3 Support selected lead technology supply partner (s) to implement improved

embedded extension and advisory pilot (s)

• Outline the role of input supplier in the embedded improved extension advisory pilots and the

scaling out marketing progress in collaboration with lead technology supplier and pilot farmers.

• Input suppliers will collaborate with the WIT team to produce training materials for farmer field

schools, communities of practice, field days for demonstration to stakeholders and opinion

leaders and input for data hub for further outreach and awareness-raising. The materials will

include:

• Developing simplified training materials of the obtained regional technical references

• Training demonstration farmers and potential early adopters including women/young farmers

associations on technical aspects of the BCMP implementation

Action 1.a.2.2.4 Support selected input supplier partners to design and pilot viable embedded

extension model in collaboration with retailer networks.



As outreach and awareness tools/materials for scaling up the BCMP to other plots within the

demonstration sites, and scaling out to other early adopters, WIT team will train input suppliers on

producing technical references and extension training materials. Suppliers will produce the technical

references and extension materials that are validated by WIT for training farmers.

• Building optimized crop management systems in coordination with irrigation scheduling. The

obtained crop management constitutes the technical reference

• Synthetizing technical references obtained in the ensemble of pilot farms and production of

regional technical references (Mafraq and Azraq)

• Joint workshops of Input Suppliers, WIT team, end-users, stakeholders and specialized private

service providers on BCMP

• Input for behavior change campaigns

• Produce communication documents, including information bulletins, leaflets and brochures

Action 1.a.2.2.5 Identify academic/research institutions to support development of appropriate

dissemination strategies and partnerships (e.g. supplier marketing, internet/social media etc.) targeting

appropriate farm decision makers (farmers and/or farm managers)

Conduct a detailed survey to identify academic/research institutions to support development of

appropriate dissemination strategies and partnerships (e.g. supplier marketing, internet/social media

etc.) targeting appropriate farm decision makers (farmers and/or farm managers).

Activity 1.a.2.3 WIT establishes new partnerships between inputs suppliers and research

institutions

Summary of Actions:


1.a.2.3.1 Identify 2 input suppliers Dec.2017 - April.2018

1.a.2.3.2 Sign 1 agreement between input supplier

and Academia or research institution

Dec.2017 - April.2018

1.a.2.3.3 Finalize marketing strategy for roll-out of

products and distribution

Dec. 2017 – April 2018

1.a.2.3.4 Sign 3 agreements between input suppliers,

technology suppliers and pilot farmers.

March.2017 - Sep.2018

Action 1.a.2.3.1 Assess the respective will and skill of input suppliers to pilot collaborative research

and select input supply partners amongst water-borne fertilizer and pesticide suppliers

Skill assessment of the input partner in terms of their organizational capacity and will to assists,

collaborate and contribute actively to the change process with research institution or academia. The

willingness profile should be assessed together with the skill profile.

Action 1.a.2.3.2 Identify training providers with the will/skill to collaborate with private sector

partners in developing and disseminating water conservation practice and economics information and

outputs



Detailed skill/will assessment gives an overall picture of training providers in terms of their

organizational capacity. This includes their systems, their staffing levels, their financial capability, and

their networks. This should paint a sufficiently broad picture to determine their capacity to undertake

the role to envisage them in the business model and the capability to give training courses on water

conservation practice and economics information and outputs in collaboration with private sectors.

Action 1.a.2.3.3 Finalize marketing strategy for roll-out of products and distribution. Support

research partners to establish input supplier & farmer partnerships to design and deliver applied

research collaboration(s) into water conservation best practice and associated economics, including

viable dissemination strategies targeting appropriate farm decision makers (farmers and/or farm

managers)

Action 1.a.2.3.4 WIT will facilitate development agreements with selected input suppliers,

technology suppliers and research institution/ academia/ training center to deliver water conservation

best practice and associated economics, including viable dissemination strategies targeting appropriate

farm decision makers.

Output 1.a.3: Agribusiness Value Chain Support

None for Y2

Output 1.a.4 Farmers receive more effective information related to water conservation

technologies, practices, and behaviors

Objective: WIT will develop and launch a comprehensive communications strategy that affects

changes in the way people think about and use water. In Y2, WIT aims to raise the awareness of

farmers on critical water situation and provide them with effective and accurate information on

water saving technologies and practices. The communications strategy will stipulate the process to

move target audience to a state of sustained behavioral change around positive water conservation

along with end-product roll-out. The strategy is structured on understanding people’s lives while

ensuring the availability of water saving products and communication that fit people’s needs and

motivations.

Activity 1a.4.1: Market actor information assessments

Summary of Actions:


1.a.4.1.1 Assess agricultural market actors (farmers, retailers,

suppliers etc.) preferred information behavior/needs

Oct. 2017– Dec. 2017

1.a.4.1.2 Assess market actors responsible for creating credible

information (Private institutions, media, academia,

Government, USAID projects)

Oct.2017 – Dec. 2017

1.a.4.1.3 Evaluate impact of existing water saving technology

information among agriculture actors.

Oct. 2017– Dec. 2017

Action 1.a.4.1.1: Assess agriculture market actors (farmers, supplier’s, etc.) preferred information

behavior and needs.



Field assessment of famer’s preferred and trusted information sources and information seeking

behavior to develop a water saving a comprehensive communications strategy that affects changes in

the way people think about and use water. The assessment will explore the farmer’s perceptions

about the water saving technologies, and acceptance of certain technologies and water saving

behavior-specific change.

Action 1.a.4.1.2: Assess agriculture market actors responsible for creating information (extension

units, private companies, research centers, media, USAID projects).

Assess Jordan's water saving technology information landscape for identification of capacity to create

to address the poor sustainability of past awareness campaigns.

Assess the communication capacity of the extension units and the impact of disseminated existing

water saving technology information amongst agriculture actors via survey and focus group

discussion.

Action 1.a.4.1.3: Evaluate impact of existing water saving technology information among

agriculture actors.

Assess the impact of existing water saving technology information and comprehension amongst

agriculture actors via survey and focus group discussion.

Activity 1a.4.2: Develop and implement a communications and marketing plan

Summary of Actions:


1.a.4.2.1 Mobilize information stakeholders and influencers to

adopt water saving technology and practices messaging

Jan. 2018 – March 2018

1.a.4.2.2 Identification or creation of effective public

communication and awareness platforms and products

along with measurement, evaluation and learning strategy

Jan. 2018 – March 2018

1.a.4.2.3 Public launch of awareness around key water saving

action

April 2018

Action 1. a.4.2.1: Mobilize market actors and influencers to adopt water saving technology and

practices messaging.

This involves working with information and influencers including but not limited to, extension staff,

associations, suppliers, associations journalists, filmmakers, and educators, to equip them with water

conservation messaging through training sessions.

Action 1.a.4.2.2: Identification of effective communication platforms and products.

The comprehensive communications strategy will define the awareness platforms and WIT will work

with market actors to create the required communication products.

Action 1.a.4.2.3: Public launch of the awareness activities around key water action.



As stipulated by the creative brief of the of the awareness campaign.

Activity 1a.4.3 Evaluate impact of information on sustained water saving behavior change

adoption

Summary of Actions:


1.a.4.3.1 End line evaluation of the public awareness campaign July 2018 to Sep 2018

Action 1.a.4.3.1 Evaluate the results of the public awareness campaign

Field assessment of farmer’s improved knowledge of the water saving technologies, acceptance of

certain technologies and adopted water saving behavior.

2.3 Outcome 1B: Strengthen Ability of Agricultural Users,

Households and Communities to Conserve Water - Households and

Communities

OUTCOME 1B: STRENGTHENED ABILITY OF HOUSEHOLDS AND

COMMUNITIES TO SAVE WATER

Goal: Increased adoption of water conservation technologies and practices

by households and communities.

Beneficiaries: Jordanian & Syrian communities.

Partners: JRF, RSS, IWMI. Id:rc and Souktel

MSD Y2 Focus: • Identify areas of intervention (10 communities)

• Conduct a baseline survey

• Building relation with different market actors and sign partnership

agreements

• Build the capacity of the different selected market actors

• support the market actors to launch and promote for behavior

change and water saving technologies.

• Pilot this approach in two Governorates (Mafraq and Ajloun

governorates)

• Monitor and assess the impact of the launched activities

Geographic Area: Mafraq, Ajloun.

Sustainability Requirements: • Increasing the community knowledge in term efficient water

consumption practices.

• Increasing the community knowledge on the advantages of

adopting water saving technologies and

• Developing sustainable financial solutions through CBOs / e

wallets and MFIs.



• Building the capacity of the different market actors to be able to

function in a better way

• Market actors will introduce the different water saving technology

and facilitate sustained adoption to provide “start to end” service

on the new technology

• Pilot the project implementation in small scale and monitor it

closely in order to adjust any issue prior scaling up.

Risk: MSD approach relies on market actor responsiveness.

Risk Mitigation: Having the flexibility by working with alternative market actor’s

options. Also, communal projects and revolving loans can contribute

to achieve results.

Yr. 2 Expected Results: • 10 communities Identified in Ajloun and Mafraq governorate

and 10 revolving loans triggered via 10 CBOs – 2430 M3 saved

per year

• 8 Demo communal Demo sites constructed – 2000 M3 saved

per year

• 4 communal Projects Implemented - 230,000 M3 saved per year

• 3 income generating projects built

• 140,000 people will be reached out by the National campaign.

Performance Indicators (Outcome 1b)

Performance Indicator

Targets

FY18 End of

Project

CM3 of water saved annually from water-saving technologies as a result

of USG assistance (disaggregated by groundwater and other sources)

0.229*

MCM

2.172

MCM

% of households reporting increased water security Baseline

+5%

Baseline

+ 35%

1b) # of household adoptions of technologies to save water, harvest

water or increase reuse of water

1,000 27,000

1b) # of community projects implemented jointly by Jordanians and

Syrians to address community water needs

4 34

1.1b # of households that adopt new behaviors to support water savings

solutions/technologies

1,000 27,000

*if the projects are in place before the winter season 2017 2018

Targets (Outcome 1b):

Interventions

Target 202,000 M3 Target 2,172,000 M3

No. of

interventions

in FY 2

Amount of

water saved

No. of

interventions (In

Project lifespan)

Accumulated

amount of water

saved

Rain water harvesting 30 *1,350 1,700 76,500

Storm water

management 2 *1,000 2 4,000

Decentralized waste

water treatment 2 730 2 2,920



(plus grey water)

communal 4 houses

70%

Grey water HH 30 1,080 1,300 46,800

Dry sanitation 2 120 2 480

Communal projects 4 *200,700 34 1,850,000

Household water

demand management 1000 24,000 27,000 648,000

Total amount of

water saving M3

229,030 M3 2,183,200

*if the projects are in place before the winter season 2017 / 2018

Output 1.b.1: Technology Introduction and Adoption

Objective: Jordanian and Syrian households and communities use water solutions/technologies to save,

harvest, store and use/reuse water efficiently.

In FY2, WIT in collaboration with market actors will scale-up household and community-level water

saving technology adoption by tailoring water conservation messaging and awareness around the

values and need of end-users. Facilitated by WIT, market actors will launch behavior specific change

advocacy and promotion, and advertising and marketing for available technologies. Market actors will

be mobilized by WIT to provide technical support for the installation of rainwater capture systems,

grey water use/water reuse systems, and water efficient fixtures, particularly in areas with large Syrian

refugee populations.

WIT will motivate and provide acceptable incentive (technical assistance and financial contribution

that decline by time) to the market actors to disseminate information about water consumption

practices and introduce / commercialize the different water saving technology and facilitate sustained

adoption to provide “start to end” service on the new technology: providing operation and

maintenance and upselling products to improve water savings. WIT will coordinate with the financial

institutions (Banks and MFIs) to develop products that support the adoption of new technologies; we

aim through applying this approach to enable the community to adopt practices and water

management technologies.

Activity 1.b.1.1: Raising awareness on water efficient practices/behaviors & water

situation and risk

Summary of Actions:


1.b.1.1.1 Desk research, survey and focus group Oct. 2017 – Dec. 2017

1.b.1.1.2 Meetings Oct. 2017 – Dec. 2017

1.b.1.1.3 Report TBD

1.b.1.1.4 Strategy document TBD

1.b.1.1.5 1 x round table with potential partners,

three workshops Jan. 2018

1.b.1.1.6 Public communication and awareness

platforms and products:

Jan. 2018 – March 2018




a. identified/created

b. MEL Strategy developed

1.b.1.1.7

Rolling out the awareness activities:

Public campaign, data hub, water hero

campaign, water ambassadors etc.

Jan. 2018 – April 2018

Action 1.b.1.1.1: Assess HH market actors (Jordanian and Syrian HH, retailers, Suppliers etc.)

preferred information behavior/needs. Three-week field assessment of preferred and trusted

information sources and information seeking behavior to develop a water saving communications

strategy. The assessment will include a baseline survey to better understand and measure the water

consumption behaviors and attitudes of targeted communities.

Action 1.b.1.1.2: Assess market actors responsible for creating information (Government

institutions, private companies, research centers, media, USAID projects etc.). Two-week

assessment of Jordan's water saving technology information landscape for identification of capacity

to create and disseminate impactful water saving information.

Action 1.b.1.1.3: Evaluate impact of information (water conservation solution understanding).

Assess impact of existing water saving technology information among household actors via survey

and focus group discussions.

Action 1.b.1.1.4: Develop and implement a comprehensive communications strategy. The

communications strategy will stipulate the process to move target audience to a state of sustained

behavioral change around positive water conservation. The strategy is structured on understanding

people’s lives while ensuring the availability of water saving products and communication that fit

household’s needs and motivations.

Action 1.b.1.1.5: Mobilize stakeholders and influencers. As stipulated by the communications

strategy. This involves working with information and communication influencers including, but not

limited to, religious leaders, government officials, private sector, journalists, social media activists,

filmmakers, and educators, to equip them with water conservation messaging through training

sessions.

Action 1.b.1.1.6: Identification of communication platforms and product. As stipulated by the

communications strategy.

Action 1.b.1.1.7: Launch the public awareness campaign (availability of loans for water saving

devices).

Activity 1.b.1.2: Identify potential communities within Mafraq and Ajloun governorate

for implementation of MSD

Summary of Actions:


1.b.1.2.1 10 communities identified Nov. 2017 – Dec. 2017



Action 1.b.1.2.1: Set criteria & identify potential communities within Mafraq and Ajloun

governorate for implementation of MSD. WIT will collaborate with different partners and market

actors to identify 10 communities in Mafraq and Ajloun governorates based on set of criteria that

would include Number of Syrians, the community perception of water conservation practices,

acceptance of certain technologies and behavior-specific change.

The results of the baseline survey will facilitate the understanding and measurement of water

consumption behaviors among the above-mentioned communities. Furthermore, it will allow the

project to measure the impact of interventions at the end of the pilot phase.

Activity 1.b.1.3: Support landlord(s) to pilot water conservation agreements

Summary of Actions:


1.b.1.3.1 50 landlords identified in Mafraq & Ajloun Jan. 2018

1.b.1.3.2 30 landlords selected Jan. 2018 – Feb. 2018

1.b.1.3.3 30 rental agreement pilots conducted by

the selected landlords

March 2018 – Sep. 2018

1.b.1.3.4 IWMI & JRF & id:rc monitored &

assessed the impact of the alternative

rental agreements

March 2018 – Sep.2018

Action 1.b.1.3.1: Identify landlord(s) with incentive to test agreement with the tenant that

incentivize water conservation. Description: WIT with JRF will identify landlords that have the

incentive to develop agreements with subsidies in order to motivate rentals to conserve water

through behavior specific change or adoption of water saving technologies.

Action 1.b.1.3.2: Select landlords with incentive to test water conservation agreement with the

tenant based on selection criteria. At this stage, the project will focus on selecting motivated

landlords that could have strong impact on number of tenants that could be also an example for

other landlords to imitate this exercise.

Action 1.b.1.1.3.3: Support landlord(s) to pilot water conservation agreements.

Landlord(s) with support of WIT project will start piloting rental agreements with the tenants applying

different scenarios depending on the context.

Action 1.b.1.1.3.4: WIT & partners will monitor the impact of the alternative rental agreements.

Monitoring the impact of the piloted agreements will be conducted on quarterly basis (according to

the water bill cycle and throughout the project life).

Activity 1.b.1.4: Provide WIT support to Technology Suppliers

Summary of Actions:




1.b.1.4.1

• 10 technology suppliers with

willingness/incentive to promote and

advocate for behavior change identified

• Number of technology suppliers

selected based on the efficiency set

standards

Oct. 2017 – Dec. 2017

1.b.1.4.2 Criteria set for required/needed skills Oct. 2017 – Dec. 2017

1.b.1.4.3 ‘skill’ and ‘will’ of Technology Suppliers

(WSD, Water supply, Water recycling) to

provide products or services that

contribute to water conservation

practices assessed.

Oct. 2017 – Dec. 2017

1.b.1.4.4 The value of changes to technology

suppliers’ business model is clear to the

suppliers.

Oct. 2017 – Dec. 2017

1.b.1.4.5 Behavior change campaign launched April 2018 – Sep. 2018

1.b.1.4.6 • IWMI & JRF & id:rc rolled out M&E

process to assess the impact of the

behavior-specific change campaign.

• # of HH within the selected

communities have adopted behavior-

specific change

April 2018 – Sep. 2018

Action 1.b.1.4.1: Identify & select number of Technology suppliers (WSD, water supply/recycling)

with willingness/incentive to promote and advocate for specific- behavior change WIT team will

work with RSS to select number of technology suppliers who are willing to advocate for specific-

behavior change as described in the communications strategy.

Action 1.b.1.4.2: Set criteria for needed/required skills of Technology suppliers (WSD, water

supply/recycling) to promote and advocate for behavior-specific change. Criteria will be set to

identify the gaps in term of required skills for technology suppliers. Accordingly, and in collaboration

with the institutional strengthening component, we will build the technology suppliers capacity in

order to effectively promote/advocate for behavior-specific change

Action 1.b.1.4.3: Assess the ‘skill’ and ‘will’ of Technology Suppliers (WSD, Water supply, Water

recycling) to provide products or services that contribute to water conservation practices.

Action 1.b.1.4.4: Provide WIT support for Technology Suppliers (WSD, water supply, water

recycling) to undertake assessment efforts in order to understand the value of changes to their

business model.

Action 1.b.1.4.5: Provide WIT support to pilot efforts that allow Technology Suppliers (WSD,

Water supply, Water Recycling) to test behavior specific change campaign that alleviate the

identified market constrain. In collaboration with WIT team, the technology suppliers will pilot

behavior-specific change promotion as described in the communications strategy.



Action 1.b.1.4.6: Provide WIT support to help Technology suppliers (WSD, Water Supply, and

Water recycling) monitor, evaluate behavior specific change campaigns that alleviate the market

constraint.

WIT, IDRC and IWMI will conduct quarterly assessment to measure the impact of the piloted

behavior-specific change campaign.

Activity 1.b.1.5: Provide WIT support to MAIA

Summary of Actions:


1.b.1.5.1

• Meetings conducted between WIT &

MAIA on the directorate level

• MAIA willingness has been assessed

through official corresponding

Nov. 2017 – Dec. 2017

1.b.1.5.2 ‘skill’ and ‘will’ of MAIA to provide

products or services that contribute to

water conservation practices assessed.

Nov. 2017 – Dec. 2017

1.b.1.5.3 Behavior change prayers speech adopted

by 10 mosques

April 2018 – Sep. 2018

1.b.1.5.4 JRF & id:rc rolled out M&E process to

assess the impact of the behavior-specific

change campaign

April 2018 – Sep. 2018

Action 1.b.1.5.1: Arrange project introduction meetings in order to assess Ministry of Awqaf &

Islamic Affairs (MAIA) willingness in future collaboration.

WIT will organize an introductory meeting with MAIA to explore their willingness and means of

collaboration to deliver water related messages through prayers in mosques, women educators and

religious influencers.

Action 1.b.1.5.2: Assess the ‘skill’ and ‘will’ of MAIA to provide products or services that contribute

to water conservation practices.

Action 1.b.1.5.3: Provide WIT support to pilot efforts that allow MAIA to test behavior specific

change campaign that alleviate the identified market constrain.

MAIA with the support of WIT team will pilot behavior-specific change through mosques prayers

speech, women educators, and religious influencers.

Action 1.b.1.5.4: Provide WIT support to help MAIA monitor, evaluate behavior specific change

campaigns that alleviate the market constraint. WIT and partners will monitor the piloted behavior-

specific change campaign conducted by MAIA to measure the impact of this campaign.

Activity 1.b.1.5: Provide WIT support to MAIA



Summary of Actions:


1.b.1.5.1


MAIA on the directorate level

• MAIA willingness assessed through

official correspondence

Nov. 2017 – Dec. 2017

1.b.1.5.2 ‘skill’ and ‘will’ of MAIA to provide



Nov. 2017 – Dec. 2017

1.b.1.5.3 Behavior change prayers speech adopted

by 10 mosques

April 2018 – Sep. 2018

1.b.1.5.4 JRF & id:rc rolled out M&E process to

assess the impact of the behavior-specific

change campaign

April 2018 – Sep. 2018

Action 1.b.1.5.1: Arrange project introduction meetings in order to assess Ministry of Awqaf &

Islamic Affairs (MAIA) willingness in future collaboration.

WIT will organize an introductory meeting with MAIA to explore their willingness and means of

collaboration to deliver water related messages through prayers in mosques, women educators and

religious influencers.

Action 1.b.1.5.2: Assess the ‘skill’ and ‘will’ of MAIA to provide products or services that contribute


Action 1.b.1.5.3: Provide WIT support to pilot efforts that allow MAIA to test behavior specific

change campaign that alleviate the identified market constrain. MAIA with the support of WIT team will pilot behavior-specific change through mosques prayers

speech, women educators, and religious influencers.

Action 1.b.1.5.4: Provide WIT support to help MAIA monitor, evaluate behavior specific change

campaigns that alleviate the market constraint. WIT and partners will monitor the piloted behavior-

specific change campaign conducted by MAIA to measure the impact of this campaign.

Activity 1.b.1.6: Provide WIT support to communal institutions/associations

Summary of Actions:


1.b.1.6.1 Communal institutions/associations

identified

Jan. 2018

1.b.1.6.2 Criterion set Jan. 2018 – Feb. 2018

1.b.1.6.3

‘skill’ and ‘will’ of communal

institutions/associations to provide



Jan. 2018 – Feb. 2018




1.b.1.6.4

Behavior change campaign & water issue

awareness raising pilot conducted by the

communal institutions/associations.

April 2018 – Sep. 2018

1.b.1.6.5

JRF & IWMI & id:rc rolled out M&E


behavior change campaign

April 2018 – Sep. 2018

Action 1.b.1.6.1: Identify potential communal institutions/associations to advocate for behavior-

specific change & water issue awareness raising in the identified communities in Mafraq & Ajloun. Identify communal institutions/associations that have the potential to disseminate information and

raise the awareness on water issue as well as launching behavior-specific change campaign in the

selected communities for implementing the trial phase of MSD approach.

Action 1.b.1.6.2: Set criteria for needed/required skills of the identified communal

institutions/associations to advocate for behavior-specific change & water issue awareness raising.

Criteria will be set to identify the needed skills in order to build the communal institutions/associations

capacity in collaboration with the institution strengthening component

Action 1.b.1.6.3: Assess the ‘skill’ and ‘will’ of communal institutions/associations to provide

products or services that contribute to water conservation practices.

Action 1.b.1.6.4: Provide WIT support to pilot efforts that allow communal

institutions/associations to test behavior specific change campaign that alleviate the identified market

constraint. Communal institutions/association with the support of WIT team will launch a behavior-

specific change campaign & awareness raising sessions regarding water situation practices and

solutions to conserve water.

Action 1.b.1.6.5: Provide WIT support to help communal institutions/associations monitor, evaluate

behavior specific change campaigns that alleviate the market constraint. IWMI, IDRC along with WIT

team will monitor the piloted campaign & awareness raising sessions conducted by the communal

institutions/associations and assessing its impact on the communities’ behavior/practices in term of

water consumption.

Activity 1.b.1.7: Provide WIT support to Yarmouk Water Company

Summary of Actions:


1.b.1.7.1


YWC

• YWC willingness assessed through

official corresponding

Nov. 2017

1.b.1.7.2 Criterion on required/needed skills set. Nov. 2017 – Dec. 2017

1.b.1.7.3

‘skill’ and ‘will’ of YWC to provide



Nov. 2017 – Dec. 2017




1.b.1.7.4 Behavior change campaign pilot

conducted

April 2018 – Sep. 2018

1.b.1.7.5

IWMI & WIT & id:rc rolled our M&E


behavior-specific change campaign

April 2018 – Sep.2018

Action 1.b.1.7.1: Arrange project introduction meetings in order to assess Yarmouk water

company (YWC) willingness for future collaboration. WIT will organize an introductory meeting

with YWC to explore their willingness and means of collaboration in delivering water related

messages to the public.

Action 1.b.1.7.2: Set criteria for needed/required skills of YWC to advocate for behavior-specific

change. WIT team and YWC will identify the gaps in promoting /advocating for behavior-specific

change. Accordingly, and in collaboration with the institution-strengthening component, the project

will build the YWC capacity to effectively launch a behavior-specific change campaign.

Action 1.b.1.7.3: Assess the ‘skill’ and ‘will’ of YWC to provide products or services that contribute


Action 1.b.1.7.4: Provide WIT support to pilot efforts that allow YWC to test behavior specific

change campaign that alleviate the identified market constraint. YWC supported by WIT team, will

pilot a national behavior-specific change campaign.

Action 1.b.1.7.5: Provide WIT support to help YWC monitor, evaluate behavior specific change

campaigns that alleviate the market constraint. Monitoring the impact of the piloted behavior-specific

change campaign in collaboration with YWC throughout project life.

Activity 1.b.1.8: Provide WIT support to MWI

Summary of Actions:


1.b.1.8.1 Meetings conducted between WIT &

MWI & Water Authority of Jordan

Nov. 2017

1.b.1.8.2 Criterion set Nov. 2017 – Dec. 2017

1.b.1.8.3

‘skill’ and ‘will’ of MWI to provide


water conservation practices has been

assessed.

Nov. 2017 – Dec. 2017

1.b.1.8.4

• Behavior change campaign pilot

conducted

• Communication material Identified

April 2018 – Sep. 2018

1.b.1.8.5

IWMI & id:rc &WIT rolled out M&E

process to assess the impact of behavior-

specific change campaign

April 2018 – Sep. 2018



Action 1.b.1.8.1: Arrange project introduction meetings in order to assess MWI willingness in

future collaboration specifically with the water demand management unit. WIT will organize an

introductory meeting with MWI to assess their willingness and means of collaboration for delivering

water related messages to the public.

Action 1.b.1.8.2: Set criteria for needed/required skills of MWI to advocate for behavior-specific

change. Criterion will be set to identify the gaps in term of the required skills for MWI to

promote/advocate for behavior-specific change. Yet and in collaboration with the institutional

strengthening component to build MWI capacity to launch a behavior-specific change campaign.

Action 1.b.1.8.3: Assess the ‘skill’ and ‘will’ of MWI to provide products or services that contribute


Action 1.b.1.8.4 Provide WIT support to pilot efforts that allow MWI to test behavior specific

change campaign that alleviate the identified market constraint. MWI supported by WIT team will

pilot behavior-specific change campaign.

Action 1.b.1.8.5: Provide WIT support to help MWI monitor, evaluate behavior specific change

campaigns that alleviate the market constraint. WIT team and partner will coordinate with MWI to

monitor the impact of the piloted behavior-specific change campaign during project lifespan.

Activity 1.b.1.9: Provide WIT support to Media Partners & Influencers

Summary of Actions:


1.b.1.9.1 Identify traditional, and non-traditional

media partner(s) and influencers

Oct. 2017 – Dec. 2017

1.b.1.9.2

Training workshops, identification #

media partners, production instructional

and awareness communication tools

video

Oct. 2017 – Dec. 2017

1.b.1.9.3 Assess and training April 2018 – Sep. 2018

Action 1.b.1.9.1: Assess will & skill of media partners to test both behavior-specific change

promotion & water issue awareness raising

Action 1.b.1.9.2: Support traditional, and non-traditional media partner(s) and influencers to

identify behavior-specific change targets & develop information & pilots. As stipulated by the

communications strategy. This involves working with journalists and social media activists,

filmmakers, educators, to equip them with water conservation messaging through training sessions.

Action 1.b.1.9.3: WIT & partners will test and monitor targeted behavior-specific change pilot(s)

As stipulated by the communications strategy

Activity 1.b.1.10 Marketing and promotion of Technologies (WSD, Water

supply/Recycling) products

Summary of Actions:




1.b.1.10.1 Criteria have been set for required

/needed skills.

Nov. 2017 – Dec. 2017

1.b.1.10.2 Suppliers piloted product promotion &

marketing

April 2018 – Sept. 2018

1.b.1.10.3 • IWMI & JRF & id:rc rolled out M&E


marketing & promotion.

• # of HH within the selected

communities has adopted water

saving technologies.

April 2018 – Sept. 2018

1.b.1.10.4 • 8 Demos have been implemented.

Info on WSD & supply/recycling

technology has been launched through

media campaigns, social media, etc.

• Cost benefit for each technology has

been developed

• Outreach & support communication

material developed.

Jan. 2018 – Sept. 2018

Action 1.b.1.2.1: Set criteria for needed/required skills of Technologies (WSD, water

supply/recycling) suppliers for marketing and promotion of products. Criterion will be set to identify

the needed marketing skills of technologies’ suppliers and build their capacity accordingly to develop

a comprehensive approach to change communities water consumption behavior including the

adoption of different technologies.

Action 1.b.1.2.2: Support technology (WSD, water Supply/Recycling) suppliers to pilot marketing

& promotion for their products. Technology suppliers will launch a new marketing approach to

promote water saving technologies with the objective of reaching wide target communities.

Action 1.b.1.2.3: WIT & partners will monitor marketing & promotion for their products. In

collaboration with IWMI and IDRC, the project will monitor the impact of the marketing &

promotion strategy on quarterly basis throughout the project cycle.

Action 1.b.1.2.4: Demonstrate, disseminate information on WSD, supply/recycling technology

(Rainwater catchment, greywater reuse, storm water catchment, dry sanitation, etc.) Cost & benefit

analysis by RSS, in collaboration with suppliers. RSS in coordination with suppliers/contractors will

conduct cost and benefit analysis helping in the information dissemination. In addition, RSS will

conduct a number of demos of different technologies in the selected areas of interventions.

Output 1.b. 2: Building social cohesion

Objective: Water conservation messaging and activities will be developed to target the needs and

values of Jordan’s diverse Syrian and Jordanian communities.



In Y2, WIT aims to proceed with the social cohesion activity as a direct implementation following

Mercy Corps regular approach not the MSD approach.

Leveraging Mercy Corp’s proven conflict management program approach, WIT, with partners, will

facilitate joint communal discussions with Jordanian and Syrian communities to identify common

projects to improve their shared access to and reliability of the water supply. Example of potential

projects include but are not limited to, earth dams, rehabilitating traditional water storage points,

improving water infrastructure in Mosques, schools and health clinics or employing new water saving

technologies. Based on outcome discussions with associated partners, WIT will adopt a direct

implementation approach to carry out the activities of this component.

Activity 1.b.2.1: Conduct water related communal projects

Summary of Actions:


1.b.2.1.1 Outreach and awareness: street art, data hub,

etc.

Nov. 2017 – Dec. 2017

1.b.2.1.2 20 community leaders are identified based on

set criteria.

Jan 2018

1.b.2.1.3 10 of FGD has been conducted for communal

and social cohesion

Jan 2018 – Feb 2018

1.b.2.1.4 FGD Findings are analyzed March 2018

1.b.2.1.5 6 proposed projects have been submitted by

the community.

March 2018

1.b.2.1.6 4 projects selected. April 2018 – Sept. 2018

1.b.2.1.7 4 tendered and implemented projects May 2018 – Sept. 2018

Action 1.b.2.1.1: Identify communities & community leaders. The first step of this component is to

identify the areas of intervention based on the set criteria and to select community leaders within

these locations. The community leaders will consist of Jordanian males / females and Syrian males /

females.

Action 1.b.2.1.2: Collaborate with counterparts and conduct Focus Group discussions (FGD) /needs

assessment for the aim of communal projects and social cohesion. FGD/needs assessment will be

conducted by community leaders within Syrian & Jordanian communities to introduce the idea of

communal projects in order to come up with ideas of possible/needed projects that conserve water

within the communities.

Action 1.b.2.1.3: Analyze findings out of FGD. FGD findings will be discussed and analyzed between

WIT and the community leaders in order to set priorities and select the most appropriate projects.

Action 1.b.2.1.4: Receive project proposal by communities. Community leaders will be submitting

project proposals based on the findings from the communities to WIT, JRF and RSS for revision.

Action 1.b.2.1.5: Review & Select projects. WIT, JRF & RSS will have revised and make a decision

on selecting a minimum of 4 communal projects to be implemented during FY2.



Action 1.b.2.1.6: Tendering & implementation Selection of contractors will take a place following

MC / donor rules and regulation in order to proceed with the directly implementation of the projects.

Action 1.b.2.1.7: Handover & Monitoring and evaluation Upon completion of the projects, WIT will

facilitate public opening event and hand over of project to the relevant ministries / municipality in

order to operate, maintain and sustain these projects. Furthermore, M&E process will take place

throughout the project cycle.

Output 1.b.3: Household water re-use for income generation

Objective: The WIT team will conduct intensive research and studies on the cost benefit / return on

investment of the income generation project with the possibility to run a number of projects in order

to make sure that this is an appropriate approach. WIT is expecting to conclude a clear procedural

vision by the end of the second quarter of FY2.

Activity 1.b.3.1: Conduct water related household initiatives

Summary of Actions:


1.b.3.1.1

• Feasibility study of roof top hydroponic

systems has been conducted

• Outreach event

April 2018 – June 2018

1.b.3.1.2 Trial income generation projects have been

implemented

July 2018 – Sept. 2018

Action 1.b.3.1.1: Handle research and studies on the economical return and amount of water saving

by applying the income generation projects such as hydroponics and rooftop gardens.

Action 1.b.3.1.2: Consider trial phase for income generation projects by running number of projects

in order to assess the impact of this approach.



2.4 Outcome 2: Improve Access to Finance for Water Conservation

Technology Adoption

Goal: Improve Access to Finance for Water Conservation Technology Adoption

Beneficiaries: Farmers and households

Partners: JRF, ICBA, RSS

MSD Y2 Focus: CBOs, E-wallets providers; Financial products developed to support water-saving

investments

Geographic

Area:

Azraq, Mafraq, and Northern Governorate FY2 (Azraq, Ajloun and Mafraq)

Sustainability

Requirements:

Involve MOSD and WDMU; Agreement with CBJ; Create a business case to

showcase the economic return

Risk: CBO sustainability and exit strategy not in place; Banks/ MFIs don’t show interest in

water saving products

Risk Mitigation: Implementation of MOSD and WDMU at early stages

Yr. 2 Expected

Results: • 2 Million USD mobilized to support adoption of new water savings technologies

• 5 Financial providers providing improved financial products. 2 MFIs and 3 Banks

• 10 CBOs that applied effective organization-level management practices with USG

assistance

• 5% of farmers and other value chain participants who use financial services to

support water-saving investments

Performance Indicators (Outcome 2:)

Performance Targets Performance Indicator FY 2 End of

Project

2. Improved access to finance for water

conservation technology adoption

2.1) # of financial providers or market

actors providing improved financial

products. 2 MFIs and 3 Banks

5 10

2.2) Dollar amount of financing

mobilized to support adoption of new

water savings technologies.

$2M $5M

2.1 Sustainable revolving loan funds are

effectively managed by CBOs to support the

adoption of water-saving technologies in

households

2.1 # of CBOs that applied effective

organization-level management practices

with USG assistance 10 90

2.2 New financial products developed to

support water saving investments that are

gender sensitive and provide finance options

for different water savings needs

2.2 % of farmers and other value chain

participants who use financial services to

support water-saving investments 5% 100

Output 2.1 Sustainable revolving loan funds are effectively managed by CBOs to support

the adoption of water-saving technologies in households.

Objective: 90 CBOs achieve 90% repayment rates on revolving loans as a result of new management

practices. Scaling and adoption of water-saving technologies supported by revolving loans or other



innovative financial products, considering socio-economic conditions of beneficiaries. For Yr. 2

revolving loans are launched through the e-wallet with 10 CBOs (phase 1)

Activity 2.1.1 Revolving Loans implemented by CBOs using digital financing services.

Summary of Actions:


2.1.1.1 10 CBOs selected and verified Oct 17 – Jan18

2.1.1.2 Revolving loans committee established Dec 17

2.1.1.3 CBO financial capacity built Jan 18 – Feb 18

2.1.1.4 10 CBOs use digital financing. Partner with

digital financing provider to build CBOs digital

financing capacity

Feb 18 – Mar 18

2.1.1.5 Partnership with E-wallet is established Feb 18 – Mar 18

2.1.1.6 Tracking system is developed with Souktel Feb 18 – Sep 18

2.1.1.7 Official launch of the loans and public

awareness. CBOs start lending activities

Apr 18 – Sep 18

Action 2.1.1.1 CBO Selection

Steps for selection of CBOs will include:

• Selection Criteria prepared.

• For target locations CBOs that participated in CBIWDM identified

• For target locations without CBIWDM non-CBIWDM CBOs, identified

• Brief local authorities

• CBOs complete application forms

• Application forms scored

• Evaluate CBOs to ensure they have the required knowledge, capacity and willingness

• Select CBOs

• MOSD approval

• Sign cooperative agreements

Action 2.1.1.2 Create revolving loans Committee (MoSD, WDMU and WIT)

Action 2.1.1.3 Build CBO’s financial capacity to finance water conservation technologies

via training and mentorship. Provide financial literacy and trainings to build their capacity and

knowledge on the revolving loans concepts in terms of financing regulations, auditing, management,

operating policies and savings mobilization.

Action 2.1.1.4 Prepare consumer adoption of digital payments and introduction strategy

of E-wallets

Introduce the digital payment service (E-wallets) as the financing method for CBOs and beneficiaries.

Each CBO will be receiving their requested loans through the digital payments service (E-wallet), and

the repayment of these loans will be done and transferred through the digital payments services (E-

wallets). The introduction of the digital payments service is used for the purpose of transparency,

reporting and monitoring of the revolving loans.

Action 2.1.1.5 Establish partnership with E-wallet provider



USAID WIT will sign an agreement with the digital payment service provider in where the provider

will commit to the below points;

• The service provider will commit to provide all requested training in collaboration with JRF

to the CBOs and beneficiaries

• The service provider will commit to implementing new functions for loans repayment based

on USAID WIT request.

• The service provider will commit to outreach to all requested geographical areas within

Jordan.

• The service provider will commit to provide the technical support for JRF, CBOs and

beneficiaries when needed.

• The service provider will commit to deliver a full report on the financial transactions of the

CBOs on timely base.

• The service provider will commit to subsidize for the saved amount on the water bill.

• A partnership will be established with E-wallet provider to support digital payments under a

feasible business model.

Action 2.1.1.6 Develop a loan tracking system with Souktel:

• Develop a web based loan management system

• Integrate the system with E-wallet system.

• Build CBOs capacity to effectively use the system.

Action 2.1.1.7 Loans kickoff and community outreach: CBOs launch loans and WIT identifies

proposed interventions.

Output 2.2 Household Access to Finance product development

Objective: Improve H.H Access to finance for water conservation technologies. For Yr. 2 will

introduce e-wallets, facilitate MFI lending, and conduct proof of concept for selected incentives.

Activity 2.2.1 Create an incentive product for H.H to facilitate water saving using E-

wallets and digital payments

Summary of Action:


2.2.1.1 Business model & sustainability plan developed Oct 17 – Jul 18

2.2.1.2 POC in two areas Aug 18

Action 2.2.1.1 Develop collaborated business model & sustainability plan based on end-

user behavior needs and values.

A business model and a sustainability plan will be developed to ensure that the economic incentives

will remain active to secure the sustainability of water saving.

The initial business model will be done via a comparison between previous and current water bill

obtained via the digital payment (e-FAWATEERcom). The E-wallet provider will subsidize the water

conserved amount in the HH’s wallet. This system will encourage the HH to pay water bills using E-

wallets to benefit from the subsidy.



Business model example: If a HH saves 1JOD in one cycle, the service provider (E-wallet) will subsidize

the same amount of saved bill (1 JOD) as a credit in the HH’s wallet that can be used in multiple ways,

such as cash out, or pay other bills/services.

For the sustainability; a baseline for water usage will be obtained from MWI in order to set the

minimum water usage for the HH. Where a HH sustains a baseline in each cycle, then another

incentive model will be developed to ensure the continuous behavior of water saving.

Action 2.2.1.2 Implement proof of concept for 2 targeted areas

The developed model will be implemented on 2 areas as a POC in order to assess the model’s practical

implementation.

Activity 2.2.2 Facilitate suppliers & formal financing partnership

Summary of Action:


2.2.2.1 Tech Supplier selected Oct – Dec 17

2.2.2.2 Partnership agreement are signed Jan 18

Action 2.2.2.1 Assess technology suppliers offer -select accredited suppliers - certified

water saving technologies

RSS will assess suppliers in terms of feasible water technologies, ability to partnership with MFIs and

suppliers’ stability in order to get a list of preferred supplier and technologies for the water

technologies formal financing options.

Action 2.2.2.2 Develop partnership model between suppliers and formal financing

entities

USAID WIT team will support a formal partnership between technology suppliers and formal financing

entities, where formal financing entities will receive a percentage discount from preferred suppliers

that sell water technologies through water technologies loans with preferred rates,

Output 2.3 Agriculture Access to Finance product development

Objective: improve access to finance for farmers to adopt water conservation technologies. For Yr. 2

will explore the introduction of a water fund, work with CBJ on facilitating agriculture loans, mobilize

banks to develop agriculture financial products, establish a partnership with ACC, and facilitate

suppliers and formal financing partnership.

Activity 2.3.1 Water fund

Summary of Action:


2.3.1.1 Business model prepared Oct 17 – Jan 18

2.3.1.2 Agreement with Tanmyah is signed Feb 18

2.3.1.3 MFI mobilization workshop Feb 18

2.3.1.4 MFI selection criteria set Feb 18

2.3.1.5 MFI Application open March 18




2.3.1.6 MFIs selected March 18

2.3.1.7 Agreement with MFIs is signed Apr 18

2.3.1.8 Loans are Launched Apr 18

Action 2.3.1.1 Develop business model with sustainability and exit Plan

USAID WIT team will develop a sustainable business model for the water fund, in where an exit plan

will be implemented once the water fund is initiated. The business model includes developing a feasible

financial product for the water fund loans.

Action 2.3.1.2 Establish agreement with Tanmyah which is the umbrella of the MFIs in

Jordan

WIT will sign a partnership with Tanmyah to coordinate relationship with MFIs and facilitate MFIs

selection.

Action 2.3.1.3 Conduct MFIs mobilization workshop

Conduct 3 workshops with the MFIs to deliver full WIT project details and discussions, in where all

workshops will be conducted with collaboration with Tanmyah.

Action 2.3.1.4 Set selection criteria for the MFIs

In collaboration with Tanmyah; the USAID WIT team will set the selection criteria for the MFIs, in

where selection will be done through a transparent and competitive approach and a scoring system

will be used with the– but not limited to- the below points;

• The MFI’s financial status for the past 5 years, including repayment rates, number of loans,

amount of loans and stability.

• The MFI’s outreach to the selected geographical areas.

• The MFI’s flexibility and managerial skills

• The MFI’s readiness to adopt digitalization

Action 2.3.1.5 Open application for the MFIs

An application-based will be used to manage the water fund, in where all 8 MFIs can submit their

application. A scoring system will be calculated based on the selection criterion.

Action 2.3.1.6 Select the MFIs based on the application to manage the loans

Referring to the application and scoring system, WIT and Tanmyah are going to sign agreements with

2 MFIs that will work on the financial management of the water fund, in where WIT will support the

financial product development.

Action 2.3.1.7 Sign agreement between WIT and the MFIs

An agreement will be signed with WIT and the selected MFIs to manage and use the water fund.

Action 2.3.1.8 Kickoff and community outreach

MFIs are ready to launch the loans and reach the farmers for water saving technologies

Activity 2.3.2 Facilitate agriculture lending



Summary of Actions:


2.3.2.1 Regulations distributed Jan 18 – Jun 18

2.3.2.2 Ag Sector Financial Roadmap prepared Mar 18 – May 18

2.3.2.3 Fixed % loans lent by banks directed to ag sector. Oct 17 – Sep 18

Action 2.3.2.1 Facilitate regulations to lend agriculture sector

Working closely with the CBJ to improve and redistribute current regulations to be in line with the

necessities and requirements of the financing needs for the agriculture sector, allowing feasible lending

benchmarks to the formal financing entities; Islamic banks, commercial banks, MFI and ACC.

Action 2.3.2.2 Set financial road map for agriculture sector

Mobilize stakeholders from the CBJ to include agriculture sector within the national strategy for

financial inclusion, in addition to activate international funds towards agriculture sector for lending

banks with preferred interest rates, and loan guaranteeing as a risk mitigation factor.

Action 2.3.2.3 Recommend/Mandate agriculture loans

Drive towards issuing a recommendation by CBJ to have a fixed percentage of total loans lent by

banks to be directed to the agriculture sector.

Activity 2.3.2 Mobilize banks to develop agriculture financial products

Summary of Actions:


2.3.2.1 Formal Event to Discuss Ag sector with Banks Oct 17 – Jul 18

2.3.2.2 Financial product developed Jan 18 – Jun 18

2.3.2.3 3 banks mobilized Aug 18

Action 2.3.2.1 Assess banks’ tendency to the agriculture sector

Through conducting a multi-level formal event under the umbrella of the CBJ to all banks aiming to

discuss the agriculture sector as a strong potential new business for banks, to explain the current

financing scenarios for the agriculture sector in addition to sharing the MSD assessment findings in

terms of lack of formal financing options, the high tendency at the farmers’ side for formal financing

and the cash flow within the agriculture sector. Interested banks will attend all leveled events to reach

to the final list of early adapters.

Action 2.3.2.2 Support financial product development

Work with a product development specialist, banks and ICBA to develop a feasible financial product

for agriculture sector through group discussions, in where two potential products are to be

developed:

• Water technologies financial product with 0% interest rate through supplier-bank

partnership (refer to 2.2.2.4).

• Agriculture financial product, with 6-8% interest rate

Both products will have the below initial characteristics:

• Seasonal payments

• Grace period



Action 2.3.2.3 Link the supply and demand

Once a final product is developed and banks are mobilized social events are to be set and prepared

between farmers in need and formal banks in order to mobilize the supply-demand donut.

Activity 2.3.4 Establish a partnership with ACC

Summary of Actions:


2.3.4.1 ACC partnership established Oct 17 – Jul 18

Action 2.3.4.1 Establish Partnership with ACC

Facilitate lending for water conservation technologies by adding the recommended technologies by

ICBA to the ACC list.

Activity 2.3.5 Facilitate suppliers and formal financing partnership

Summary of Actions:


2.3.5.1 Supplier Assessment Oct 17 – Jul 18

2.3.5.2 Partnership implemented Jan 18 – Jun 18

Action 2.3.5.1 Assess technology suppliers offer select accredited supplier and certified


Assess suppliers in terms of feasible water technologies, ability to partnership with banks and suppliers’

stability in order to get a list of preferred supplier and technologies for the water technologies formal

financing options.

Action 2.3.5.2 Develop a partnership model between technology suppliers and formal

financing entities.

Support a formal partnership between technology suppliers and formal financing entities, in where

formal financing entities will receive a certain amount of discount from preferred suppliers to sell

water technologies through water technologies loans yet keeping the cash price the same as the

retailed one resulting to a 0% interest rate loans.

Output 2.4 Grants management

Objective: Effectively manage grants based on USAID and MC regulations. In Yr2 initiate grant awards

for community project

Summary of Actions:


2.4.1 Grants manual approved Oct 17 – Jul 18

2.4.2 Community project grant selection criteria set Jan 18 – Jun 18

2.4.3 Social marketing grant activity criteria set Jan 18 – Jun 18

2.4.4 Grants awarded Jan 18 – Jun 18



Action 2.4.1 Finalize Grants Manual

WIT will amend the Grants manual in line with the MSD approach. Grants manual finalized

Action 2.4.2 Set selection criterion for community projects

• Coordinating with outcome 1a to set and verify the selection criteria.

• Set selection criteria for social marketing activities

• Coordinating with the communication department to set and verify the selection criteria

• Grants Awards to grantees

• Following MC process in selecting and awarding grants to eligible grantees.

Action 2.4.3 Set selection criteria for social marketing activities

Action 2.4.4 Grants awarded to grantees

2.5 Outcome 3: Strengthen Local Institutions to Support Water

Conservation

Goal: Strengthened institutions to encourage adoption of water conservation practices

and behavior.

Beneficiaries: Public and private institution employees; Private and Public market actor’s

employees/members; Financial Institution, Water utilities, MAIA; Jordanian and

Syrian individuals.

Partners: JRF, ICBA, RSS; IWMI id:rc; Souktel

MSD Y2 Focus: Partner with the Market actors (suppliers for ag & households and public sector)

Geographic

Area:

Azraq, Mafraq, and Northern Governorate FY2 (Azraq, Ajloun and Mafraq);

Mafraq, Azraq, Irbid, Ajloun, Jerash

Sustainability

Requirements:

• Involve governmental institutions: MWI, MoA, water user association and

MAIA.

• Establish an evaluation committee that includes Market Actors.

• Giving the influencers skill to promote the water efficient practices each in his

role.

• Behavior Changed.

Risk: • Some of the potential partners may not be committed to the training sessions.

• Some of the selected retailers and/or CBOs decide to drop out of the

program.

• Some of the participant may not be committed to the training sessions.

• Difficulty to access people.

Risk Mitigation: To mitigate this risk WIT will sign agreement with all of them mitigate this risk WIT

will sign agreements with the partners; to mitigate this risk WIT will sign

agreements with their institution. WIT will reach people in rural areas.



Yr. 2 Expected

Results:

Supply of information

• 7-10 public and private institutions trained

• 7-10 partnership agreements signed

Water sector coordination and capacity strengthening

• 2 learning networks will be established: 1) Irrigation systems 2) Water saving

devices in HH

• 1 business-to-business network for private sector suppliers and agri-businesses

Technical Training Programs Water efficient best Practices

• One financial training for MFIs to be conducted

• One training for the suppliers, one for religious leaders, one for water utilities,

one for MWI employees.

Behavioral changes campaigns

• Awareness sessions

• Strategy document

• Rolling out the awareness activities with traditional and social

media/advertising partner: Data hub, water hero campaign, farmer brand

hero's

Performance Indicators (Outcome 3):

Performance Targets Performance Indicator

Target

FY2 End of

Project

3.1 Increased knowledge, skills and

gender sensitivity of public and

private institutions in water demand

management and water use

monitoring,

3.1) # of entities that apply

improved technologies or

management practices with

USG assistance (F indicator)

7 50

3.2 Water conservation technologies’

installation and maintenance capacity

integrated into curriculum of

technical education provider to meet

new technology demands

3.2) # of technicians trained to

sustain water conserving

technologies

0 300

3.3 WIT’s National Water

Conservation Campaign mobilizes

public awareness, changed behavior

and public dialogue around water

conservation practices.

3.3) % of Jordanian and Syrian

individuals reporting changed

behavior as a result of by social

marketing, awareness activities,

and public dialogue.

0 60%

3.4 WITAC advisory group facilitates

improved management and technical

capacity in Jordanian water sector for

cohesive responses to water

conservation

3.4.) Frequency with which

public feedback mechanisms established by WITAC

members are used

0 200

Output 3.1: Increased knowledge, skills and gender sensitivity of public and private institutions in

water demand management and water use monitoring.



Objective: Increase the public and private institutions knowledge on water management and water

use monitoring through building their capacity. For Yr. 2 Strengthen the water sector coordination

and capacity and enabling environment and investment in water conservation. Mobilizing stakeholders

to establish water saving accountability network. Undertake business-to-business network. Establish

Private Partnerships.

Activity 3.1.1: Supply of information on water management and water use monitoring

for public & private institutions

Summary of Actions:


Action 3.1.1.1 5 private institutions and 5

public institutions to be

identified

Oct – Nov 2017

Action 3.1.1.2 Assessment for 7 private

and public institutions to be

done

Nov – Dec 2017

Action 3.1.1.3 2 workshops to be

conducted 1st for the

public, 2nd for the private

Jan – Mar 2018

Action 3.1.1.1. Identify information providers and public disseminators within public and private

institutions. 5 public and 5 private institutions will be identified; WIT will assess the Institution

willingness to learn on water management and water use monitoring. WIT will set criteria for the

participants from those institutions. 3-5 employees to participate from each institution. 5 private and

5 public institutions to be identified.

Action 3.1.1.2. Assess the will/skill and barriers amongst institutions. Assess the private and public

institutions skills and knowledge as well as identifying the gaps in their capacity in water use monitoring

and water management. Assessment for 7-10 private and public institutions.

Action 3.1.1.3. (Jan – Mar 2018) Develop and design effective training platforms and communication

tools for training sessions directed at public institutions on water management and water use

monitoring based on end-user information and service needs. WIT will corporate with RSS to develop

a training Kit on water use monitoring and water demand management. WIT will implement training

sessions for the public and private institutions through RSS, ICBA. 2 workshops to be conducted 1st

for the public, 2nd for the private institution.

Activity 3.1.2: Water Sector Coordination and Capacity

Summary of Action:


3.1.2.1 Management and technical capacity issues addressed Oct – Dec 2017

3.1.2.2 Semi-Annual meeting held May – Jul 2018



3.1.2.3 Action plan with a time frame for quarterly meetings

to be set

Jul – Sep 2018

3.1.2.4 2 learning networks to be established: 1) Irrigation

systems 2) Water saving devices in HH

Jun – Jul 2018

3.1.2.5 2 sessions in public town halls for each network held Jul – Sep 2018

3.1.2.6 2 network schedules for B2B network via conduct Jul – Sep 2018

3.1.2.7 6 network B2B sessions with MFI's/banks, action

2.2.2.2.3 in outcome 2

Aug – Sep 2018

3.1.2.8 Criteria set for selection of potential partners Nov 2017

3.1.2.9 10 potential partners identified Nov 2017

3.1.2.10 7 potential partners assessed Nov – Dec 2017

3.1.2.11 7 agreements signed Dec 2017 – Jan 2018

Action 3.1.2.1. (Oct – Dec 2017) WIT will identify technical and management capacity issues of

water sector institutions as well as WIT will identify the technology `supplier’s issues and gaps in

regard the water sector technologies. Management and technical capacity issues addressed.

Action 3.1.2.2. (May – Jul 2018) WITAC (WIT Advisory Committee/Group) WIT will convene a

multi-stakeholder advisory group involving ministry officials and other private and public sector

entities WIT advisory group; the objective of this group will be to leverage the expanding enabling

environment and investments in water conservation by providing members with a regular opportunity

to learn about the developments in technology adoption. WITAC will offer a means for ensuring

WIT’s program results influence and inform policy as staff members share program learning arising

from WIT’s adaptive management approach and learning agenda.

Action 3.1.2.3. (Jul – Sep 2018) Set an action plan and timeframe for regular partnership learning

on water technology innovation (could be forums, focus groups or dialog sessions)

Action 3.1.2.4. (Jun – Jul 2018) Establish Topical Learning Networks based on areas of interest for

CBO’s, WUA’s and public institutions to share lessons from the field. WIT and JRF will support CBOs,

WUAs, and public institutions to establish topical networks based on areas of interest (2 learning

networks to be established one for the Irrigation systems another for water saving devices in HH). 2

learning networks to be established 1) Irrigation systems 2) Water saving devices in HH.

Action 3.1.2.5. (Jul – Sep 2018) Arrange a series of public outreach town halls events for two-way

communication and sharing of needs amongst farmers, CBO’s and members of the community

Action 3.1.2.6. (Jul – Sep 2018) WIT will convene private sector suppliers and agri-businesses in

business networks to discuss the development of technologies and the challenges they face. For

instance, use of water-saving devices and equipment in public buildings and homes. 2 networks

established for business to business (B2B) network.

Action 3.1.2.7. (Aug – Sep 2018) Work with the MFIs/Banks network to convene HH/Ag and water

savings financing options in support of Outcome 2. 6 network B2B sessions with MFI's/Banks

Action 3.1.2.8. (Nov 2017) Support selection of criteria for selecting partners from the private

sector for agriculture and household. Criteria set for selection of potential partners



Action 3.1.2.9. (Nov 2017) Support identifying potential partners for agriculture and household. 10

potential partners identified.

Action 3.1.2.10. (Nov – Dec 2017) Support assessment of will, skill of potential partners for

agriculture and household. 7 potential partners assessed.

Action 3.1.2.11. (Dec 2017 – Jan 2018) Support signing agreements with selected partners for

agriculture and household. 7 agreements signed.

Output 3.2: Water conservation technologies' installation and maintenance capacity

integrated into curriculum of technical education provider to meet new technology

demands

Objective: Water conservation technologies' installation and maintenance capacity integrated into

curriculum of technical education provider to meet new technology demands. Capacity Building for

Financial Institutions. Build Suppliers Capacity on water efficient practices and behaviors in addition to

Marketing and Promotion (HH). Given the Importance of the religious leader’s role in the Jordanian

community WIT will Build MAIA Employee Capacity on Water efficient practices and behaviors so

they can promote the ideas through their speeches weather in Friday’s prayers speech or in their daily

life. Build the Water Utilities Capacity on Water efficient practices and behaviors.

Activity 3.2.1: Identify Training Institutions

Summary of Action:


3.2.1.1 2 Training providers Identified, fulfilling the 2.1.1.3 in

outcome 2

Dec 2017 – Jan 2018

3.2.1.2 2 Training providers to support Outcome 2 Dec 2017 – Jan 2018

Action 3.2.1.1. (Dec 2017 – Jan 2018) Identify educational institutions to cooperate with them in

build the financial institutions capacity to develop information and communication skills for

Banks/MFI/CBO’s. 1-2 Training providers Identified

Action 3.2.1.2. (Dec 2017 – Jan 2018) Identify educational institutions to develop financial & banking

literacy for farmers / HH. -2 Training providers to support Outcome 2.

Activity 3.2.2: Assess and support HH suppliers and service providers

Summary of Action:


3.2.2.1 5 suppliers’ skill assessed and gap identified Jan – Mar 2018

3.2.2.2 • Behavior change targets have been identified

• Behavior change information has been developed

Jan – Mar 2018



Action 3.2.2.1. (Jan – Mar 2018) Working along with outcome 1b after setting criteria to choose

the suppliers, WIT will assess the selected supplier skill on water efficient practices & marketing and

promotion. 5 suppliers’ skill assessed and gap identified.

Action 3.2.2.2. (Jan – Mar 2018) Build the Selected Suppliers capacity, identify behavior change

targets & develop information. 1) Behavior change targets have been identified 2) Behavior change

information has been developed.

Activity 3.2.3: Assess and support MAIA

Summary of Action:


3.2.3.1 MAIA capacity has been assessed Nov – Dec 2017

3.2.3.2 • Behavior change targets have been identified.


Jan – Mar 2018

Action 3.2.3.1. (Nov – Dec 2017) First WIT will meet with NGO’s and INGO’s who has worked

before in water conservation projects with MAIA to learn from their experience in this regard. Then

WIT will Assess MAIA’s capacity, skills and willingness to work with WIT also to test behavior change

promotion & water Situation awareness raising. MWI Capacity has been assessed.

Action 3.2.3.2. (Jan – Mar 2018) Working along with educational centers WIT will develop a training

material based on the assessment results so it will serve the religious leaders needs so they can spread

messages on water conservation through their speeches. WIT will conduct trainings for Religious

leaders (Imam’s & Waedat). 1) Behavior change targets have been identified. 2) Behavior change

information has been developed.

Activity 3.2.4: Assess and support MWI and Water Utilities

Summary of Action:


3.2.4.1 Water utilities Capacity has been assessed Nov – Dec 2017

3.2.4.2 • Behavior change targets have been identified


Jan – Mar 2018

3.2.4.3 MWI capacity has been assessed Nov – Dec 2017

3.2.4.4 • Behavior change targets have been identified.


Jan – Mar 2018

Action 3.2.4.1. (Nov – Dec 2017) First WIT will meet with NGO’s and INGO’s who has worked

before in water conservation projects with Water Utilities to learn from their experience in this

regard. Then WIT will assess the Water Utilities capacity, skills and willingness to work with WIT also

to test behavior change promotion & water Situation awareness rising. Water utilities Capacity have

been assessed.

Action 3.2.4.2. (Jan – Mar 2018) Working along with educational centers WIT will develop a training

material based on the assessment results so it will serve the Water Utility’s needs. 1) Behavioral

change targets have been identified. 2) Behavioral change information has been developed



Action 3.2.4.3. (Nov – Dec 2017) Facilitate the capacity assessment and test impact of MWI to affect

positive behavior change promotion & water situation awareness raising. MWI capacity has been

assessed

Action 3.2.4.4. (Jan – March 2018) Conduct trainings for MWI employees and identify the behavioral

change. 1). Behavior change targets have been identified. 2). Behavior change information has been

developed

Output 3.3: WIT's National Water Conservation Campaign mobilizes public awareness,

changed behavior and public dialogue around water conservation practices

Objective: WIT’s National Water Conservation Campaign mobilizes public awareness, changed

behavior and public dialogue around water conservation practices. Raise public awareness on the

importance of adopting water savings technologies/practices.

Activity 3.3.1: Behavioral Change Campaigns

Summary of Actions


3.3.1.1 Desk research, survey and focus group Oct – Dec 2017

3.3.1.2 Meetings Oct – Dec 2017

3.3.1.3 Report Oct – Dec 2017

3.3.1.4 Awareness sessions Apr – Sep 2018

3.3.1.5 Strategy document Jan 2018

3.3.1.6 Round table & 3 workshops Apr – Sep 2018

3.3.1.7

Public communication and awareness platforms and

products:

a. identified/created

b. MEL Strategy developed

Apr – Sep 2018

3.3.1.8

Rolling out the awareness activities with traditional

and social media/advertising partner: Data hub,

water hero campaign, farmer brand hero's

Apr – Sep 2018

Action 3.3.1.1. (Oct – Dec 2017) Support the market actor’s assessment (HH, farmers, retailers,

suppliers etc.) preferred information behavior/needs. Desk research and focus group

Action 3.3.1.2. (Oct – Dec 2017) Support the stakeholder’s assessment responsible for creating info

(Private, Research Centers, Gov., USAID projects). Meetings

Action 3.3.1.3. (Oct – Dec 2017) Support the Evaluation impact of info. Report

Action 3.3.1.4. (Apr – Sep 2018) Support selected information providers and influencers raise

awareness on need to save water and end-user targeted and accessible water saving solutions.

Action 3.3.1.5. (Jan 2018) Support the development of a social marketing strategy. Strategy and

communication products



Action 3.3.1.6. (Apr – Sep 2018) Support the mobilization of information market actors and

influencers and create supportive coordination network for building of message and information

community. Include development of Water Saving Innovation award and introduction of water sector

entrepreneurial support and incubation program partnered with existing entrepreneurial networks

such as Luminous/Google. Roundtable

Action 3.3.1.7. (Apr – Sep 2018) With information market actors identify and/or create

communication platforms and communication tools based on end-user information needs/values.

Implementation

Action 3.3.1.8. (Apr – Sep 2018) Support the launching of public awareness raising activities with

key public relations event (availability of loans for water saving devices) Rolling out the awareness

activities: Data hub, water hero campaign, and farmer brand heroes.

2.6 Cross Cutting Themes

Activity 1: Gender Integration

WIT is committed to ensure gender considerations are incorporated into all aspects of its planned

programs. Interventions with market actors and beneficiaries will include women and also target

women’s increased participation to increase their ability to contribute to civic life in their communities

and working environment. In the course of developing markets for new water-saving commodities, it

is expected that women-led groups, women farmers, and women participants in farmer groups will

play lead roles in these activities that not only save water, but also increase their potential income. It

is also anticipated that women will be the beneficiaries of training interventions aimed at promoting

and rolling out new or improved technologies. WIT will link interventions to: DO#4, ‘Gender equality

and female empowerment enhanced,” IR 4.1 Changes in Discriminatory Social Norms and

Practices Promoted/Encouraged and IR 4.3: Access to Women- and Girl-Centered

Services Expanded Under the direction of Mercy Corps Jordan Country Office gender advisor and a Gender/Youth

Consultant supported by JRF, a Gender Analysis and Action Plan will be completed in the 1st quarter

of Year 2. WIT is working closely with the USAID lead in the WRE office on gender issues. The

Gender analysis is an essential component of the market assessment process, as the capacities,

constraints and incentives in the market system are invariably different for men and women. The

baseline gender analysis is expected to provide in-depth knowledge of gender-related issues related

to the WIT program, as well as provide practical recommendations to surmount gender challenges,

including defining the project-relevant gender challenges and opportunities; describing the best

approaches for addressing gender issues, such as targeted access to finance; and providing relevant

performance indicators to measure their achievements. A gender division of roles and responsibilities

matrix will be developed for both the household and agriculture market systems and used in the

implementation of the selected Year 2 market interventions.

Activity 2: Youth Engagement

WIT uses the USAID Jordan definition of youth: men and women aged 15-24. It will target youth

across all socio-economic groups in Jordan, including heads of households and refugees.



Under the direction of Mercy Corps Jordan Country Office Gender Advisor and a Gender/Youth

Consultant supported by JRF, a Youth Analysis and Action Plan will be completed in the 1st quarter

of Year 2. WIT is working with the USAID lead in the WRE office on youth issues. The Youth Analysis

will be carried out together with the baseline gender analysis. Recommendations on how to work

with Mercy Corps’ other programs working on engaging youth will be provided. The results will be

used to guide the implementation of the selected Year 2 market interventions.

WIT will cooperate with Mercy Corps Jordan’s Global Affairs Canada “Nubader: Advancing

Adolescents and Youth in Jordan” and EC funded “Youth Advancement for Peaceful and Productive

Tomorrow” where appropriate.

Activity 3: Conflict Sensitivity

If Jordanian and Syrian communities see the benefits of working together to address common areas

of difficulty, then they will be more likely to view each other as partners and seek joint solutions to

current and emerging problems. For the household and community outcome WIT is targeting areas

with large refugee populations in the north. The household market assessment included special focus

groups with Syrian household and community representatives that included men and women. The

planned interventions anticipate, and are sensitive to, potential conflict within communities. Refugees

can benefit from assistance and training, and WIT is including interventions that bring together

different segments of the local population where feasible, and will seek to incorporate activities that

can be implemented jointly by Jordanians and Syrians, in support of the project goals of conserving

water.

Conflict sensitivity is more than the simple application of a ‘tool’: Enabling conflict sensitive practice

involves capacity and skills of staff - to be built through internal training courses - as well as institutional

will to remain flexible and responsive enough to integrate necessary changes to activities and project

focus where analysis highlights potential harm or opportunity to improve impact.

A basic conflict sensitivity workshop for staff will be delivered during YR2 Qtr. 1 by Mercy Corps’

Regional Conflict Advisor, Middle East.

2.7 Monitoring, Evaluation and Learning

WIT’s monitoring, evaluation and learning (MEL) system will serve as the cornerstone to effective

performance management throughout the five-year program. WIT’s MEL approach is anchored in the

program’s theory of change, with systems and strategies that are capable of tracking, learning from

and acting on data and results, to change or adapt the program over time and ensure that the program

maintains an optimum combination of interventions for achieving targets and overall impact. Drawing

on extensive experience across partners and contexts, WIT’s MEL approach focuses on four key

elements: 1) Relevant and effective measurement on a regular basis to understand impact and track

progress across targets and indicators; 2) Constant reflection and learning to ensure that processes

and program approaches are thoughtfully refined and improved; 3) Flexible systems and adaptive

management to enable us to shift intentionally and measure appropriately amidst changes in Jordan’s

dynamic environment; and 4) Local ownership to promote participatory learning and sustainable data

systems for all market partners.

Monitoring and Measuring Change in Market Systems



It is critical to track the process of change instead of just the end results. To do this effectively it

is necessary to be able to learn fast and establish learning cycles with as much real-time data as

possible that show what change is happening or not happening in the system. It is critical to set

up a good learning framework that will help structure and adjust the implementation activities.

WIT’s MEL strategy will be rooted in adaptive management principles, ensuring that activities are

responsive to the evolving needs of the complex systems it seeks to strengthen. In essence,

managing adaptively means:

● Taking small bets to build on successes and learn from failures so that WIT can identify which

strategies work and which don’t and identify the different pathways to achieve the objectives

of the project;

● Using rapid feedback loops, based on context analysis and program monitoring to adapt and

improve implementation;

● Changing strategies in a timely manner to meet an overall goal in response to new information.

WIT leadership will create a program culture that provides cues, expectations and incentives to

prioritize learning and adaptation. WIT staff and partners will be empowered to employ critical

thinking, analysis and creativity to gather, use and share data in their work. In Year 2 WIT will engage

a full time Market System Development adviser to help develop the appropriate MEL tools, processes

and systems to encourage learning and adapting.

MEL Organizational Plan

WIT has planned for a three-person full time MEL team consisting of an M&E manager and two M&E

officers. The M&E manager will start on 1 November 2017. The first M&E officer has been hired and

is participating in the three-month (September to November 2017) MESP apprentice program. The

second officer will be hired during Yr. 2 1st Qtr.

WIT’s Program Management Unit, will coordinate across all implementing partners, overseeing

monitoring forms and processes, data quality control systems, data management/tracking systems,

indicator tracking and data analysis and dissemination for program management, donor reports and

accountability to beneficiaries.

Mercy Corps’ Senior MEL Technical Lead, Program Performance and Quality; and Regional Program

Performance and Quality Advisor will provide guidance and support.

id:rc will have a leading role in providing the Monitoring, Evaluation, and Learning services for the

project to monitor how well the overall project indicators and targets are met. The M&E manager

will be provided through id:rc. Once the MEL plan is approved by USAID id:rc will conduct a baseline

study to establish baseline figures for the indicators in the MEL Plan. The baseline study will employ

both qualitative and quantitative data collection methods, and will include a baseline for Syrian refugees

including income data. The results from the baseline will be used to further refine program targeting

and implementation strategy. During Year 3 id:rc will conduct an internal mid-term evaluation to

validate the key assumptions in the log frame and to inform implementation over the remaining three

years of the project. In year five of the program, a final external performance evaluation will be

conducted. The final evaluation will test the validity of the assumptions made at the beginning of the

program. As the need arises, some smaller data collection/verification activities will also be carried



out by id:rc to support the WIT M&E program.

IWMI is tasked with the design and implementation of a water use monitoring system. IWMI will lead

discussions within the WIT Team and the broader stakeholder group (USAID, Ministry of Water and

Irrigation etc.) to establish an agreed definition/understanding for the purposes of WIT of the term

“water conserved. IWMI will help clarify the terminology and lead on developing the methodology for

monitoring “water saving/water conserved” at the field/farm, household/ community level. IWMI will

assist WIT to develop data collection methods, determine frequency of data collection and identify

and train responsible parties for data collection. IWMI will participate, review, analyze and present

data collection results for select M&E data as agreed upon with WIT. The Learning Agenda will be led

by IWMI and is to be rolled out in Year 2 and sustained for the duration of WIT. IWMI will prepare

an initial learning agenda to be included in the AMELP. IWMI have assigned a Monitoring and Evaluation

Lead and a Learning Agenda Lead to support these efforts.

JRF will assign an M&E Sr. Officer to support WIT. The officer will be responsible for continuous

follow up on JRF project deliverables and ensuring quality assurance conducting field visits to the

project implementation sites and follow up on indicators.

Souktel will complete their initial WIT digital strategy 1st Quarter Year 2. They will be proposing

several tools to support M&E activities including a separate application to directly support WIT M&E

activities.

Activity Monitoring and Evaluation Plan Revision

The draft detailed activity monitoring and evaluation plan (AMEP) was submitted in June 2017 and

comments from a joint review by USAID and MESP were received in August 2017. The review focused

on the main elements of the AMEP (e.g. theory of change, logic model, indicators, etc.), but did not

comment in detail on the entire document (e.g. PIRS). The revised AMEP will be adjusted to support

the MSD approach utilized by the project to include:

● Monitoring responses to the program’s interventions from market actors for water

innovation technologies in agriculture and households as well as providing the program

teams with timely information to improve interventions

● Gauging systemic change—shifts in predominant patterns of behavior and business

practices—in agriculture and households and exploring the impacts on water conservation

and savings

● Exploring the limits of reasonable attribution to interventions

The AMEP will be revised during the first quarter of Year 2, in close consultation with USAID and

MESP. This process will be led by the WIT M&E team.

Progress on Program Activities and Outputs

Progress on program activities and outputs will be measured through ongoing, routine program

monitoring. The data collected will be used to inform course corrections and build an evidence base

that the program is achieving its outputs. Tools will be developed or adapted for routine program

monitoring, including site visits and activity reports, program and partner record keeping quality

assurance checks, participatory assessment tools, community feedback mechanisms, mini Knowledge,



Practice and Coverage (KPC) surveys, and review and reflection processes, depending on the indicator

and its specified source. Additionally, it will be administered through traditional and

digital/technological methods. Given the volume of program indicators and data to be collected and

processed, WIT, id:rc, and IWMI will work with Souktel to continue use of and scale up digital data

collection technologies that allow for more accurate information capture. WIT will develop the

capacity of program staff and partners to conduct these monitoring tasks and use this technology by

providing training on how to effectively implement these tools. As much as possible, data analysis will

be automated within databases to facilitate rapid treatment and permit program teams to have faster

access to evidence for management decision-making. The information, combined with ‘post activity’

reports, will feed into key management decisions and program strategies will be revised as necessary.

Innovative Approach for Measuring Water Savings

In parallel to the traditional data collection methods used for measuring program progress, WIT will

develop and employ innovative and creative approaches to measure water and promote water savings.

The implementation of water savings related decisions often poses difficult practical problems, such

as expressing which water flow, or water flux should be reduced, and what the impact on downstream

users will be. Claims of water savings are frequently made without properly defining the associated

changes to the water flow path downstream of the water saving intervention. Under the leadership

of IWMI, a water savings monitoring system will be developed and data analyzed on a quarterly basis

to better inform the choice of interventions at activity and output levels and quantify performance.

The water savings monitoring system will be implemented at the farm level and household level.

Participatory MEL

WIT’s MEL approach places an emphasis on engaging local stakeholders. Results of the MSD

assessment will inform this participatory approach, and will be used to build the capacity of and

empower local stakeholders to conduct joint monitoring of program activities. Illustrative examples

of this approach could include:

● Assessing and strengthening NCARE’s capacity to participate in the water savings monitoring

systems that fall under their mandate;

● Capacity building of MWI to develop appropriate mapping technologies and tools for aquifer

monitoring;

● Supporting MWI and the Royal Committee on Water to integrate relevant water accounting

metrics into their water conservation strategies;

● Through training and technical assistance, engage market actors to offer water-auditing

services.

Reporting Plan

A variety of reporting methods will be used for WIT. Quarterly and annual performance reports will

be submitted to USAID throughout the lifecycle of the program. Reports will reflect donor

requirements and will describe activities implemented during the period in question, report on

progress against targets, lessons learned and challenges encountered, success stories, and highlight

any adjustments to activity plans. Although work plans will be updated on an ongoing basis, the annual

program work plan will be shared with USAID with each annual report, describing the timeline for

activity implementation and the monitoring and evaluation plan for the year to come.



Baseline Study

Once the AMEP is approved by USAID, consortium partner id:rc will conduct a baseline study to

establish baseline figures for the indicators in the AMEP. The baseline study will be targeted to those

areas where WIT is concentrating its interventions. The study will employ both qualitative and

quantitative data collection methods, and will include a baseline for Syrian refugees, including income

data. The results from the baseline will be used to further refine program targeting and implementation

strategy. Additional studies will be conducted as needed to capture baseline data if alternative

interventions are added.

Formative Research

Formative research will also be conducted in the second year of the program with input from WIT

partners. It will include an analysis on current behaviors and potential constraints to adoption of

water-saving technologies, positive deviants or early adopters to support behavior change

communication; gender analysis; community or governance structures; and landscape mapping. All

evaluation and research studies will pay specific attention to examine gender and age considerations,

including roles, responsibilities, and constraints or barriers for men, women, boys and girls. Findings

will be used to inform the program implementation and beneficiary targeting strategy.

Research and Learning Operational Research and Pilot Studies

During Year 2 WIT will initiate the generation and collection of evidence around innovative or

untested approaches and strategies through ongoing operational research and pilot studies. Emerging

water-saving technologies and ecosystem service arrangements will be piloted under WIT, and pilot

findings documented and incorporated into the program feedback loop to inform future program

implementation. All research and pilot findings will also be disseminated as appropriate to relevant

stakeholders.

Learning Events

During Year 2 WIT will initiate internal and external learning events to share ongoing learning and

strengthening program feedback loops. At key moments in the project cycle internal workshops will

be held with consortium members to discuss lessons learned, identify any adaptations to program

strategy, and identify any new research priorities and plan activities for the upcoming project cycle.

Learning will be strategically communicated, making use of WIT Data Hub and social media channels.

Gender Analysis Strategy

WIT’s Gender Advisor will provide technical support and work closely with the USAID lead in the

WRE office on gender and youth issues, The WIT MEL team and Sector Leads will ensure that MEL

approaches are gender and age sensitive and that gender and youth considerations are taken into

account for data collection, monitoring, analysis and evaluation.

2.8 Communication and Outreach

A clear finding of WIT’s year one market assessment of Jordan’s water saving market were distinct

deficiencies in both information and a responsibility to mobilize it. This has created a market with

poor understanding of Jordan’s critical water supply, and subsequent lack of engagement and

knowledge about impact of specific water use behavior on farm and in the household.

Traditional information providers that could include water conservation messaging and solutions, such

as the government, media, educational institutes and water saving private sector, are not filling this



role. Water saving retailers and suppliers are not marketing effectively, and a need to conserve water

is not present in the public. However, there is considerable appetite to improve efficiency of use in

water supply to create more water supply security at a household level, and reduce energy costs for

pumping at a farm-level. The private sector has expressed interest to play a proactive support role to

improve their business interest through enhancement of demand.

Movement to a knowledgeable and proactive solution-focused market is further compounded by

limited information seeking behavior among Jordan public and need to install couple trust with

information delivery. WIT must facilitate the opening of a reliable, effective and accessible information

environment. This will include, but not limited to, working with traditional media, educational

institutes and government to inspire water conservation responsibility, as well as attract innovative

influencers at an individual and private sector level, to take on, and be part of water conservation

conversation. This will be encouraged through putting out a water conservation challenge to the

market that could include each player taking on a role to ensure reliable water supply for each

household by 2022.

For the adoption of sustained water saving behavior and practices on farm and in the household, the

market needs reliable awareness and product-specific information. This should be coupled with better

pre-and-post sales advice and training around technologies provided by more active input and

technology suppliers back up with quality technical and economic research and information. WIT play

a coordination role to enhance marketing practices and awareness; linking marketing, entrepreneurial

incubation platforms and institutes and creative agencies. It will encourage more behavior-specific and

advocacy for water-efficiency from private as well as public stakeholders by targeting proactive and

motivated water market actors and communication players.

WIT will also ensure that information and awareness around water conservation and solutions is

strategic and supported by effective marketing and supply of a range of appropriate and cost-effective

water saving devices, supply technologies and recycling systems.

WIT will rely on a social marketing approach that utilizes behavior change communication to motivate

the adoption of water saving technologies and practices. WIT will primarily play a facilitator role in

the social marketing process, mobilizing partnerships with water saving market actors and

stakeholders to take ownership in order to achieve sustainable carry-over. This will be driven by

project messaging that sets out a responsibility challenge to Jordanian business community,

government and public, to be part of proactive water conservation movement. Responsibility from

businesses to support adoption best water saving technologies and practices how best they can and

for individuals to be inspired and best informed to act. This will be complemented by the strategic

installation of key ‘hook and interest’ events to maintain interest and build sustainable platforms to

communicate around water conservation. Such initiatives will include, but are not limited to, rollout

of national water saving trade show, creative public awareness campaign, documentary film

competition and a youth-focused Jordan Water Conservation Innovation award. This includes

fostering a better sentiment of duty of care around reliably informing public of water conservation

solutions as well as water supply reality within Jordanians media, government and education

institutions. The roll-out of technologies and practices as well as financing options will align

strategically with the public awareness campaign to best assist move people through the behavior

change stages of; unaware, aware, concerned, knowledgeable, motivated to change, practicing trial

behavior change and sustained behavior change.



WIT’s public online water conservation data hub will build a broad coalition of engagement with real

time information on water saving solutions and water use behaviors to continually inform water

management decisions at local, regional and national levels beyond the program’s end. The data hub

will also act as platform to centralize Jordan’s water saving conversation and offer a one-stop online

information site for accessing reliable water saving information. The online data hub will feature an

innovative water saving audit for public to view water savings in house and on farm and monitor

national supply. It will include interactive information features on available water saving technology

and where to access them.

Through these objectives, WIT expects to mobilize a committed water saving solutions movement to

affect sustained positive water saving behavior.

Communication activities will promote the support of USAID and engage program staff, implementing

partners and Jordanian counterparts from the government, private sector and civil society in

communication coordination and planning.

The communication and outreach strategy covers the second year of the project (September 2017 -

September 2018) and is provided in Annex D. It will be updated annually and incorporated as a section

of each AWP.

2.9 Environmental Considerations

The Foreign Assistance Act of 1961, as amended, Section 117, requires that the impact of USAID’s

activities on the environment be considered and that USAID include environmental sustainability as a

central consideration in designing and carrying out its development programs. WIT must also comply

with host country environmental regulations. No activity funded under WIT shall be implemented

unless an environmental threshold determination has been reached for that activity as documented in

the Initial Environmental Examination (IEE) originally approved in the April 2015 Project Approval

memo and amended in October 2016.

A project level Environmental Mitigation and Monitoring Plan (EMMP) will be finalized during Year 2

1st Qtr. If required a project Safe Use Action Plan (SUAP) will also be prepared in the 1st Qtr. As

needed mitigation and monitoring plans will be included in specific activity implementation plans.

Additionally, if any activities within WIT fall into categories that typically require preparation of an

Environmental Assessment (EA) Environmental Impact Statement (EIS) and/or Pesticide Evaluation

Report and Safer Use Action Plan (PERSUAP). Under 22 CFR 216.2(d)(1), the following activities

typically require an EA or EIS:

• Programs of river basin development

• Irrigation or water management projects, including dams and impoundment

• Agricultural land leveling

• Drainage projects

• Potable water and sewerage projects other than those that, are small-scale

Where the EMMP and/or SUAP requires discrete actions, these will be integrated into the project

work plan. If, during implementation, activities are considered other than those described in the

environmental conditions and the approved EMMP, supplemental IEEs will be requested for new

activities.



2.10 Staff Training

Mercy Corps as an organization is committed to professional development and organizational learning,

Mercy Corps encourages all team members to invest five percent of their time toward learning

activities to benefit themselves and Mercy Corps. While the majority of an individual's professional

development takes place on-the-job and through peer and supervisor mentoring, targeted training can

help fill specific gaps in knowledge and skills. Mercy Corps has allocated a limited amount of project

budget funds for employee training.

WIT will enter data in TraiNet for any in-country training programs or sub-programs of two

consecutive class days or more in duration, or 16 contact hours or more scheduled intermittently;

and will report any and all other in-country training events that are critical to WIT development

efforts.

Planned trainings for Year 2:

Subject Dates Training

provider

Location Participants Females Budget

Making

Markets

Work

19 Nov to

1 Dec

2017

Springfield

Centre, UK

Bangkok,

Thailand

1 1 $7,500



3. MANAGEMENT PLAN

3.1 Mercy Corps’ Management Structure (Complex Program)

Mercy Corps has developed program management, operational and administrative structures to

capitalize on its depth of expertise through an emphasis on field-based decision-making coupled with

technical and administrative support and oversight from Mercy Corps’ Amman country office and

global headquarters. Mercy Corps’ management principles are grounded in transparent

communication between consortium partners at all levels; a focus on working through local structures

to promote sustainability; airtight financial, operational, human resources, and procurement

procedures to ensure compliance; and flexibility to respond to new opportunities.

Because WIT is a high value and sophisticated program within particularly challenging contexts and

circumstances, Mercy Corps has designated WIT as a Complex Program. Although the opportunity

for Mercy Corps to achieve significant impact, develop cutting-edge innovations, and strategically

influence stakeholders and donors through these programs is tremendous; at the same time, the

financial and reputational risk to Mercy Corps if program implementation goes awry is significant.

Mercy Corps has developed processes to maximize opportunities and manage risk. A Complex

Program Board has been established to facilitate an all-Mercy Corps (as opposed to country-

specific) systematic plan to provide support, monitoring, and oversight of the program. Special

guidelines are available to assist Complex Programs. A Risk Register, Issues Log, and compliance

tracker have been established. Initially monthly board meetings were held during Year 1. In Year 2

these will eventually be scheduled quarterly as the project moves from start-up to implementation.

3.2 WIT Project Management Structure

WIT is built upon an integrated program management structure that empowers the COP to effectively

steer the strategy, make timely decisions on critical investments, and present a unified voice and vision

to USAID, the GoJ, and beneficiaries—while drawing on Mercy Corps’ significant institutional

strengths and those of each consortium member and sub-grantee. Mercy Corps will be responsible

for the overall WIT strategy, implementation and internal and external communication and

coordination. This includes grant oversight and compliance, annual work plans, and all consolidated

financial and programmatic reporting to USAID. Under Mercy Corps’ leadership, all consortium

members will implement program activities in the target areas. Each WIT partner brings substantial

understanding of the challenges and opportunities for water conservation in Jordan and has a key role

in contributing to the program’s theory of change being realized. WIT will develop comprehensive

capacity building plans for both JRF and RSS in line with USAID FORWARD to improve each

organization’s administrative and financial management systems. This approach will flow down to our

work with market partners. Initial capacity assessments will be done using Mercy Corps’ of all market

partners to evaluate the level of financial risk they represent, as well as identify their management and

technical experience and competence, and their familiarity with USAID rules and regulations. On the

basis of these findings, individual capacity building plans will be agreed upon with each. Market partners

will be assisted according to their capacity and supported to build their capacity for independent

management, accounting and reporting over the course of the program.



Program management will take place initially through three levels of responsibility to ensure quality

implementation and rapid problem solving: 1) an internal program steering committee; 2) a program

management unit (PMU); and 3) field implementation teams. A fourth is under review: 4) a multi-

stakeholder technical advisory group (WITAC).

Technical Advisory Group (WITAC): The initial thinking was to convene a multi-stakeholder

advisory group involving ministry officials and other private and public-sector entities. With the WIT

emphasis on the private sector and the market system the purpose and structure of the WITAC is

under review with USAID.

Partners Steering committee: The Partners steering committee, chaired by the COP, includes

the DCOP together with senior representatives from JRF, RSS, id:rc, ICBA and IWMI. The committee

will be responsible for ensuring progress, solving issues that arise and ensuring programming conforms

to evolving policies and new developments in water savings technology. The steering committee will

meet at least quarterly to provide oversight to the PMU and will ensure that results are being achieved

relative to the needs and resources available. The first date for Y2 will be 20 November 2017.

Program management unit: The PMU includes the CoP, DCoP, Communications and Outreach

Manager, M&E Manager, Ag Team Leader, Household team leader, Financing and Private Partnership

Team Leader Institutional Strengthening Team Leader, Market System Development Advisor, Social

and Behavior Change Advisor and Operations Manager. The PMU will meet regularly to ensure close

coordination across all program activities, provide a forum for collaboration and review progress with

the M&E team and partners, adjusting sectorial or programming strategies as needed.

Operations, Administration & Finance: Mercy Corps Jordan has well-established operations and

finance departments that are versed in USAID and GoJ rules and regulations, existing policies and

procedures manuals, and financial reporting systems. A full-time Operations Manager is dedicated to

WIT and reports directly to the CoP. with other Mercy Corps Jordan HR and operations staff,

overseen by their respective departments, reporting via a dotted line to the CoP. procurement, staff

recruitment, hiring, salary scales and allowances will be managed through existing policies that fully

comply with USAID regulations and GoJ legislation.

Similar to the administrative structure, Mercy Corps Jordan has well-established financial and logistical

structures that will provide approximately 25 percent level of effort support to WIT. Mercy Corps’

state of-the-art financial management software package enables real time budget vs. actuals analysis

and timely reporting to USAID. Mercy Corps headquarters staff provides additional support, including

performing internal audit functions and offering reporting assistance.

3.3 Partners

Consortium Partner Area of Responsibility

Jordan River

Foundation

Lead implementation of household level adoption of technology.

Lead CBO revolving loan fund management capacity building.

Technical lead for youth involvement.

RSS

Contextualize & pilot water saving technology for on-farm and household

use.

Technical assistance to retailers of water saving technologies to embed

technical services.



id:rc

Lead program-wide M&E as per Annual M&E Plan, including baseline & mid-

term evaluations & development of learning documents.

Contribute to market system assessment and analysis surveys.

ICBA Lead technical assistance partner for on-farm water-saving technology

including hydroponics, deficit irrigation, wastewater reuse, and others.

IWMI

Technical assistance in water savings measurement, remote sensing, and

groundwater recharge. Lead institutional capacity building water accounting

and evidence-based water management.

Souktel

Lead program-wide digital strategy including: Develop digital tools for

community outreach and behavior change; Create water conservation data

hub.

3.4 Subaward Management (Grants)

A WIT Subaward Management (Grants) Manual was submitted in June 2017. Initial USAID review

suggested that the grants subaward process needed to better reflect the MSD approach being

implemented under WIT. The manual will be updated and resubmitted during the first quarter of Year

2 to include procedures for working with private sector market partners. Mercy Corps’ Director of

Grant Compliance is has taken a lead on the revisions. Staff from the Mercy Corps MERG team are

involved in the process.

The subaward process will be managed by a team that includes the Mercy Corps Jordan Sub Grants

Compliance & Capacity Building Coordinator, the Mercy Corps Jordan Finance Director, WIT Sub-

Grants Compliance & Capacity Building Officer (to be hired), and the WIT Operations manager.

3.5 Coordination with Donors, Projects, and Government

Through the AOR WIT is working closely with a number of USAID Mission teams. These include:

Awards Office, Controller, Environmental Officer, FM, Program Management office, Development

Outreach & Communication, Office of Water & Environment Gender and Youth focal point.

WIT will continue to participate in the USAID Implementing Partner meetings. WIT is also working

closely with a number of the USAID Implementing Partners. In particular WIT has established a strong

working relationship Water Management Initiative (WMI). WMI has shared a number of reports and

documents that helped guide WIT during the start-up phase. This relationship is expected to continue

and grow during Year 2 through more structured quarterly coordination meetings. WIT is also

working closely with the Monitoring and Evaluation Support Project (MESP) on design and review of

the AMEP. One M&E staff member is participating in the MESP apprenticeship program. WIT will

continue to send staff members to the MESP trainings.

WIT expects to continue coordination in Year2 with other donor/private sector funding, including

GIZ, UNICEF, World Bank, ICARDA, Swiss Development Agency, and Dutch, EU, Canadian, and

DIFID funded Mercy Corps programs. Mercy Corps is also involved as a Sub awardee from Arizona

State University on the USAID funded “A Holistic Water Solution for Underserved and Refugee Host

Communities in Lebanon and Jordan”.

As a longstanding member of the water and sanitation (WASH), Energy and Livelihoods Task Forces,

chair of the working group on WASH in host communities, and the INGO representative to the GoJ



WASH Task Force, representing INGO activities to the MWI, Mercy Corps will ensure that WIT’s

activities are closely coordinated with others.

MWI, MOA, and NCARE have all assigned project coordinators to work with WIT. During Year 2

WIT will strengthen these relationships through establishment of a WITAC or perhaps less formal

coordination forum depending on project needs and USAID direction.



4. PROJECT REPORTING REQUIREMENTS

(YR2)

Deliverable Due Date

Reporting

Annual Work Plan (AWP) 1 Sept. 2018

Communication and Outreach Strategy

(includes plan to promote water saving technologies influencing

behavior change through public awareness and technical capacity

building)

1 Sept. 2018

Quarterly Performance Reports 30 Oct. 2017

30 Jan. 2018

30 April 2018

30 July 2018

Quarterly Financial Reports 15Oct. 2017

15 Jan. 2018

15 April 2018

15 July 2018

AOR Weekly Report Weekly

USAID IP June Newsletter Monthly

Other Deliverables

Gender /Youth Analysis and Action Plan 1st Qtr.

Revised Activity Monitoring, Evaluation and Learning Plan (MEL)

1st Qtr.

Revised Grants Manual 1st Qtr.

EMMP 1st Qtr.

Short-term consultant completion reports As required

Technical reports As required

Foreign Tax Reports April 16th 2018

TraiNet Quarterly basis to be

incorporated as a section of

Quarterly Performance Reports



5. ANNEXES

Annex A Project Map

Annex B Work Plan Schedule (Yr2)

Annex C Draft M&E Plan

Annex D Communication and Outreach Strategy

Annex E Market Assessment

Annex F Project Staffing Plan

Annex G Equipment Procurement (Yr2)



Annex A Project Map



Annex B Work Plan Schedule (Year 2)

Water Innovations Technologies (WIT) FY 2 Work Plan Schedule

Activity Partner Target/

Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

Outcome 1 Strengthen Ability of Agricultural Users, Households and

Communities to Conserve Water - Agricultural users

Outcome

1.a

Strengthen Ability of Agricultural Users (Water

Conservation by Farmers)

1.a.1

Farmers knowledgeable of context appropriate, economically

viable water savings technologies/practices and employ them

(Technology introduction and adoption)

1.a.1.1

Assessment of demand for

innovated water efficient

irrigation technologies and

practices amongst medium

size farms in Mafraq and Azraq

1.a.1.1.1

Assessment of medium size

olive and stone fruit farms in

Mafraq and Azraq involving:

irrigation practices, irrigation

management operations, farm

settings, production factors,

constraints, requirements for

technologies and practices for

ICBA/

id:rc Survey report





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

improving their irrigation

operations

1.a.2.1.2

Assess and categorize

decision-making processes and

responsibility for day-to-day

on-farm water conservation

practices between owners and

managers in the medium-sized

stone fruit and olive farm

sectors

ICBA/

IWMI

Assessment

report

1.a.1.1.3

Assess feasibility of rain water

harvesting technologies and

methods at farm level

ICBA Assessment

report

1.a.1.2

Supply of technical information

and advice for water saving

technology application

ICBA/

IWMI/

id:rc /

JRF

1.a.1.2.1

Identify potential technology

suppliers at an international,

regional and national level

suitable for medium size

farm’s irrigation needs (olives

and stone fruits in Azraq and

Mafraq)

ICBA

Report with

selection criteria

developed for

potential

Technology

suppliers





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.1.2.2

Explore the potential of

technology suppliers for

participation in WIT project in

relation to their strategic

market expansion goals.

ICBA

10 potential

technology

suppliers

identified

1.a.1.2.3

Develop WIT guideline for

partnership assessment and

deal making.

ICBA

Partnership

guideline manual

developed

1.a.1.2.4

Identification of agricultural

and irrigation extension and

advisory models operating in

target location.

ICBA/

id:rc Report

1.a.1.3 Selection of lead technology

suppliers ICBA

1.a.1.3.1

Asses eligible potential

technology suppliers’

organizational capacity and

willingness to contribute

actively to the water saving

behavioral change process

ICBA

Report of 5

technology

suppliers’

skill/will

developed

1.a.1.3.2

Assess retailers and suppliers

impact, will, and skill to pilot

extension and advisory models

ICBA

5 lead

technology

suppliers

identified

1.a.1.3.3

Assess motivation of partner

(potential lead technology

suppliers) and their business

strategy to ensure WIT

ICBA

id:rc

Report/initial

pitch conducted

potential

technology

suppliers





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

articulate a compelling value

proposition

1.a.1.4

Develop and negotiate WIT

support offer to facilitate,

extension and advisory pilots

id:rc,

ICBA,

IWMI

1.a.1.4.1

Develop business model &

marketing strategy for

potential lead technology

suppliers

ICBA

Initial 5

agreement letter

on business

model and

broad strategy

1.a.1.4.2

Develop detailed

demonstration activity plan &

budget including selection

criteria of pilot farmers and

sites within targeted areas in

collaboration with preferred

input supplier(s)

ICBA

Signed

collaboration

agreements with

5 lead

technology

suppliers

1.a.1.4.3

Support selected lead

technology supply partner (s)

to implement extension and

advisory pilot (s)

ICBA

Implementing 10

pilots with farm

audits and

technical

references by

technology

suppliers

1.a.1.4.4

Monitor, measure and

evaluate results of embedded

extension and advisory model

pilot (s)

IWMI/

ICBA Report





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.1.5 Technology standards and

quality assurance

1.a.1.5.1

Assess the willingness and

capacity of technology

suppliers responsible for

industry standards to sell and

promote low cost innovation

technology

RSS 3 of lead

technology

suppliers to

collaborate with

JSMO

ICBA

1.a.1.5.2


support "offer" to Jordan

Standardization Measurement

Organization (JSMO) in leading

process for collaborative

development of industry

standards and testing

protocols

RSS

Signed

collaboration

agreement

between JSMO

and 3 lead

technology

suppliers

1.a.1.5.3

Support JSMO and industry

partners to implement and

promote water saving industry

standards and quality

improvements

RSS/

Souktel

1

workshop/succe

ss of lead

technology

suppliers to

meet JSMO

standards

1.a.2 Sustainable effective water conservation advisory services

(public and private) support new technologies/practices

1.a.2.1

Development and/or

identification of information

and advice on water

conservation practices with

ICBA/

IWMI





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

effective learning and adoption

impact on end-user

1.a.2.1.1

Identify potential input

suppliers at international,

regional and national level that

are suitable for medium size

olive and stone fruit farm’s

needs in Azraq and Mafraq.

ICBA

Report /

selection criteria

developed for

input suppliers

1.a.2.1.2

Assess the respective will and

skill of input suppliers to pilot

embedded extension models

and select partners amongst

water-soluble and crop

contracting companies. E.g.

Seed, fertilizer and pesticide

suppliers

ICBA

5 potential input

suppliers

identified

1.a.2.1.3

Assess partner potential of

lead input suppliers/ crop

contracting companies and the

value of the relationship to

them to ensure WIT articulate

a compelling value proposition

ICBA

Report / initial

pitch conducted

with potential

lead Technology

suppliers

1.a.2.2


support "offer" to monitor and

measure results of embedded

extension and advisory model

pilot(s)

IWMI,

ICBA

id:rc





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.2.2.1

Develop business model &

market strategy for potential

lead input suppliers

ICBA

Initial 2

agreement

letters on

business model

and broad

strategy

1.a.2.2.2

Negotiate detailed activity plan

& budget including partnership

with technology suppliers for

embedded extension and

advisory models in targeted

areas

ICBA/

IWMI

Signed

collaboration

agreements

between 2 input

suppliers and

the lead

technology

suppliers

1.a.2.2.3

Support selected lead

technology supply partner(s)

to implement improved

embedded extension and

advisory pilot(s)

ICBA/

Souktel

Report on

support

provided /

embedded

extension

service and

advisor support

for the

implemented

pilots by

technology

suppliers. And

scale out

marketing

progress





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.2.2.4

Support selected input

supplier partners to design

and pilot viable embedded

extension model in

collaboration with retailer

networks

ICBA

1 supporting

training offer for

input suppliers

1.a.2.2.5

Identify

advertising/academic/research

institutions to support

development of appropriate

product dissemination

strategies and partnerships

(e.g. supplier marketing,

internet/social media etc.)

targeting appropriate farm

decision makers (farmers

and/or farm managers)

ICBA

Identify 3

academic/resear

ch institutions

and develop

social marketing

plan

1.a.2.3

Research and development

into water conservation best

practice

ICBA/

IWMI

1.a.2.3.1

Assess the respective will and

skill of input suppliers to pilot

collaborative research and

select input supply partners

amongst water-borne fertilizer

and pesticide suppliers

ICBA Identify 2 input

suppliers





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.2.3.2

Identify training providers with

the will/skill to collaborate

with private sector partners in

developing and disseminating


and economic information and

outputs

ICBA

Sign1 agreement

between input

supplier and

academia or

research

institution

1.a.2.3.3

Coordinate with marketing

and advertising partners to

best package and disseminate


and economic information.

WIT

Finalize

products and

distribution

strategy

1.a.2.3.4

Support research partners to

establish input supplier (&

farmer) partnerships to design

and deliver applied research

collaboration(s) into water

conservation best practices

and associated economics,

including viable dissemination

strategies targeting

appropriate farm decision

makers (farmers and/or farm

managers

ICBA/

IWMI

Sign 3

agreements

between input

suppliers,

technology

suppliers and

pilot farmers

1.a.3. Technologies sustainably utilized as agriculture value chains

are strengthened (Not to be implemented this year)

1.a.4 Farmers receive more effective information related to water

conservation technologies, practices, and behaviors





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.a.4.1 Market actor information

assessments

1.a.4.1.1

Assess agricultural market

actors (farmers, retailers,

suppliers etc.) preferred

information behavior/needs

ICBA,

IWMI,

id:rc

Desk research,

survey and focus

group

1.a.4.1.2

Assess market actors

responsible for creating

credible information (Private

institutions, media, academia,

Government, USAID projects)

ICBA,

IWMI,

id:rc

Meetings

1.a.4.2.3

Assess communication

extension capacity and

evaluate impact of market

actors

ICBA,

IWMI,

id:rc

Meetings and

focus groups

(Report)

1.a.4.2 Develop and disseminate a

water saving social marketing

strategy for Market Actors

Strategy

document

1.a.4.2.1

Mapping & initiating

relationship with Market

Partners to adopt water saving

technology/practices and

water situation messaging

1 x roundtable

with potential

partners, 3

workshops

1.a.4.2.2

Identification or creation of

effective public communication

and awareness platforms and

products along with

measurement, evaluation and

learning strategy

Public

communication

and awareness

platforms and

products:

a.





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

identified/create

d

b. MEL strategy

developed

1.a.4.2.3 Equipping the extension staff

with communication support WIT

Trainings and

creation of

communication

products

1.a.4.2.4 Disseminate results of

extension advisory models WIT

Farmers visit,

workshop

1.a.4.3 Evaluate impact of information

on sustained water saving

behavior change adoption

id:rc Report

Outcome

1.b.

Increased adoption of water conservation technologies and

practices by households and communities

1.b.1 Technology introduction and

adoption

1.b.1.1

Raising awareness on water

efficient practices / behaviors

& water situation and risk

RSS

JRF

Souktel

IWMI

1.b.1.1.1


(Jordanian and Syrian

households, retailers, suppliers

etc.) preferred information

behavior/needs

ICBA,

IWMI,

id:rc

Desk research,

survey and focus

group





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.1.2


responsible for creating

credible information (media,

academia, government, private

institutions, NGO)

ICBA,

IWMI,

id:rc

Meetings

1.b.1.1.3

Evaluate impact of information

on sustained water saving

behavior change adoption

ICBA,

IWMI,

id:rc

Report

1.b.1.1.4 Develop a water saving social

marketing strategy WIT

Strategy

document

1.b.1.1.5

Mapping & initiating

relationship with influencers

to adopt water saving

technology/practices and

water situation messaging

JRF

1 x round table

with potential

partners, three

workshops

1.b.1.1.6

Identification or creation of

effective public and targeted

communication and awareness

platforms and products along

with measurement, evaluation

and learning strategy

WIT

Public

communication

and awareness

platforms and

products:

a.

identified/create

d

b. MEL Strategy

developed

1.b.1.1.7

Public launch of awareness and

outreach activities around key

water saving action (TBD)

WIT

Rolling out the

awareness

activities: Public

campaign, data





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

hub, water hero

campaign, water

ambassadors

etc.

1.b.1.2

Identify potential communities

within Mafraq and Ajloun

governorate for

implementation of MSD.

1.b.1.2.1

Set criteria & identify potential

communities within Mafraq

and Ajloun governorate for

implementation of MSD.

JRF

10 communities

have been

identified

1.b.1.3

Support landlord(s) to pilot

water conservation

agreements

1.b.1.3.1

Identify landlord(s) with

incentive to test rental

agreements that incentivize

water conservation.

JRF

50 landlords are

identified in

Mafraq & Ajloun

1.b.1.3.2

Select landlords with incentive

to test rental agreement that

incentivizes water

conservation onto tenant

based on selection criteria.

JRF 30 landlords are

selected

1.b.1.3.3

Support landlord(s) to pilot

water conservation incentive

alternative rental agreements

JRF 1- 30-rental

agreement pilot

has been

conducted by

id:rc





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

the selected

landlords

1.b.1.3.4

WIT & partners will monitor

the impact of the alternative

rental agreements.

IWMI IWMI & JRF &

id:rc monitored

& assessed the

impact of the

alternative

rental

agreements

id:rc

JRF

1.b.1.4 Provide WIT support to

Technology Suppliers

1.b.1.4.1

Identify & select number of

technologies (WSD, water

supply/recycling) suppliers

with willingness/incentive to

promote and advocate for

behavior change

RSS

1. 10 technology

suppliers with

willingness/incen

tive to promote

and advocate for

behavior change

has been

identified

2. Number of

technology

suppliers have

been selected

based on the

efficiency set

standards

1.b.1.4.2 RSS





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

Set criteria for

needed/required skills of


(WSD, water supply/recycling)

suppliers to promote and

market water saving products

and advocate for behavior-

specific change.

id:rc

Criteria has

been set for

required/needed

skills

IWMI

1.b.1.4.3

Assess the ‘skill’ and ‘will’ of

Technology Suppliers (WSD,

Water supply, Water

recycling) to provide products

or services that contribute to

water conservation practices.

id:rc

‘skill’ and ‘will’

of Technology

Suppliers (WSD,

Water supply,

Water

recycling) to

provide

products or

services that

contribute to

water

conservation

practices has

been assessed.

1.b.1.4.4

Provide WIT support for

Technology Suppliers (WSD,

water supply, water recycling)

to undertake assessment

efforts in order to understand

the value of changes to their

business model.

WIT

The value of

changes to

technology

suppliers’

business model

is clear to the

suppliers.





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.4.5

Provide WIT support to pilot

efforts that allow Technology

Suppliers (WSD, Water

supply, Water Recycling) to

test behavior specific change

campaign that alleviate the

identified market constrain.

RSS

Behavior change

campaign has

been launched

id:rc

1.b.1.4.6

Provide WIT support to help

Technology suppliers (WSD,

Water Supply, and Water

recycling) monitor, evaluate

behavior specific change

campaigns that alleviate the

market constraint.

RSS

1. IWMI & JRF &

id:rc rolled out

M&E process to

assess the

impact of the

behavior-specific

change

campaign.

IWMI

2. # of HH

within the

selected

communities has

adopted

behavior-specific

change

id:rc

1.b.1.5 Provide WIT support to MAIA

1.b.1.5.1

Arrange project introduction

meetings in order to assess

Ministry of Awqaf & Islamic

WIT

• Meetings conducted between WIT & MAIA on the





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

Affairs (MAIA) willingness in

future collaboration. directorate level

• MAIA willingness has been assessed through official correspondence

1.b.1.5.2

Analyze the capacity of MAIA

to advocate for behavior-

specific water use change. Set

criteria for needed/required

skills

WIT

Criteria have

been set

IWMI

1.b.1.5.3

Support MAIA to pilot

behavior-specific change

campaign

JRF

Behavior change

prayers speech

has been

adopted by 10

mosques

1.b.1.5.4

WIT & partners will measure,

monitor and evaluate


campaign

JRF JRF & id:rc

rolled out M&E

process to

assess the

impact of the

behavior-specific

change campaign

id:rc





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.6

Provide WIT support to

communal

institutions/associations

1.b.1.6.1

Identify potential communal

institutions/associations to

advocate for behavior-specific

change & water issue

awareness raising reaching the

identified communities in

Mafraq & Ajloun

JRF

Communal

institutions/asso

ciations have

been identified

1.b.1.6.2

Set criteria for

needed/required skills of the

identified communal


advocate for behavior-specific

change & water efficiency

awareness raising

JRF A criterion has

been set

1.b.1.6.3


communal


provide products or services

that contribute to water

conservation practices.

id:rc


of communal

institutions/asso

ciations to

provide

products or

services that

contribute to

water

conservation

practices has

been assessed.





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.6.4


efforts that allow communal

institutions/associations to test




JRF

Behavior change

campaign &

water issue

awareness

raising pilot is

conducted by

the communal

institutions/asso

ciations.

1.b.1.6.5


communal

institutions/associations

monitor, evaluate behavior

specific change campaigns that

alleviate the market

constraint.

JRF JRF & IWMI &

id:rc rolled out

M&E process to

assess the

impact of the

behavior change

campaign

IWMI

id:rc


Yarmouk Water Company

1.b.1.7.1



Yarmouk water company

(YWC) willingness in future

collaboration around water

saving behavioral change

WIT

1. Meetings

conducted

between WIT &

YWC

2. YWC

willingness has

been assessed

through official

corresponding





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.7.2

Set criteria for


YWC to advocate for

behavior-specific change. This

includes analysis or

identification and development

of water saving solution

communication

RSS

A criterion on

required/needed

skills has been

set.

1.b.1.7.3


YWC to provide products or

services that contribute to


id:rc


of YWC to

provide

products or

services that

contribute to

water

conservation

practices has

been assessed.

1.b.1.7.4


efforts that allow YWC to test




IWMI Behavior change

campaign pilot is

conducted

WIT

id:rc

1.b.1.7.5


YWC monitor, evaluate



market constraint.

IWMI IWMI & WIT &

id:rc rolled our

M&E process to

assess the

impact of the

WIT

id:rc





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

behavior-specific

change campaign

1.b.1.8 Provide WIT support to MWI

1.b.1.8.1



MWI willingness in future

collaboration - specifically with

the water demand

management unit. Assess

lessons learned from previous

behavior change MWI work

impact

WIT

Meetings

conducted

between WIT &

MWI & Water

Authority of

Jordan

1.b.1.8.2

Set criteria for

needed/required skills of MWI

to advocate for behavior-

specific change

WIT A criterion has

been set

IWMI

id:rc

1.b.1.8.3


MWI to provide products or

services that contribute to


id:rc


of MWI to

provide

products or

services that

contribute to

water

conservation

practices has

been assessed.

1.b.1.8.4 Based on assessment of

previous behavior change RSS

1. Behavior

change campaign





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

work impact. Provide WIT

support to pilot efforts that

allow MWI to test behavior

specific change campaign that

alleviate the identified market

constrain.

pilot is

conducted

IWMI

2. Identify

communication

material support

needed

id:rc

1.b.1.8.5


MWI monitor, evaluate



market constraint.

IWMI IWMI & id:rc

&WIT rolled

out M&E

process to

assess the

impact of

behavior-specific

change campaign

id:rc


Media Partners & Influencers

1.b.1.9.1

Assess will, skill and impact of

traditional and non-traditional

media and advertising partners

to test both behavior-specific

change promotion & water

issue awareness raising

id:rc

(Com + M&E)

identify # media

partners to take

water saving

messaging

1.b.1.9.2

Support traditional, and

nontraditional media

partner(s) and influencers to

identify behavior-specific

change targets & develop

information tools & pilots

id:rc

Training

workshops,

identification #

media partners,

production

instructional and





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

awareness

communication

tools video

1.b.1.9.3

WIT & Partners will test and

monitor and evaluate targeted


pilot(s)

id:rc Assess and

training

1.b.1.10

Marketing and promotion of

technologies (WSD, Water

supply/Recycling) products

specific to market needs

Advertising

agency,

outreach and

awareness:

public campaign,

street art, data

hub, etc.

1.b.1.10.1

Set criteria for


Technologies (WSD, water

supply/recycling) suppliers for

marketing and promotion of

products

RSS Criteria has

been set for

required/needed

skills

id:rc

IWMI

1.b.1.10.2

Support technology (WSD,

water Supply/Recycling)

suppliers to pilot marketing &

promotion for their products

RSS Suppliers piloted

product

promotion &

marketing

id:rc

1.b.1.10.3

WIT & partners will measure,

monitor and evaluate impact

of marketing & promotion on

adoption of water saving

products

RSS

1. IWMI & JRF &

id:rc rolled out

M&E process to

assess the

impact of the





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

marketing &

promotion

IWMI

2. # of HH

within the

selected

communities has

adopted water

saving

technologies

id:rc

1.b.1.10.4

Demonstrate, disseminate

information on WSD,

supply/recycling technology

(Rain water catchment, grey

water reuse, Storm water

catchment, dry sanitation, etc.)

costs & benefits analysis by

RSS, in collaboration with

suppliers

RSS

1. 8 Demos

have been

implemented.

2. Info on WSD

&

supply/recycling

technology has

been launched

through media

campaigns,

social media,

etc.

3. Cost benefit

for each

technology has

been developed

4. Outreach &

support





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

communication

material

developed

1.b.1.2 Building social cohesion

(Direct Intervention)

1.b.1.2.1 Conduct water related

communal projects

RSS &

JRF

Outreach and

awareness:

Street art, data

hub, etc.

1.b.1.2.1.1 Identify communities &

community leaders

RSS &

JRF

20 community

leaders are

identified based

on set criteria

1.b.1.2.1.2

Collaborate with counterparts

and conduct FGDs for the aim

of communal projects and

social cohesion

RSS &

JRF

id:rc

1.b.1.2.1.3 Analyze findings out of the

FGD

RSS &

JRF FGD Findings

are analyzed

id:rc

1.b.1.2.1.4 Receive project proposal by

communities

RSS &

JRF

6 proposed

projects have

been submitted

by the

community

1.b.1.2.1.5 Review and select project. RSS 4 projects

selected

JRF





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

1.b.1.2.1.6 Tendering & implementation RSS

4 tendered and

implemented

projects

1.b.1.2.1.7

Launch and handover event to

community. Ongoing

monitoring and evaluation

RSS RSS & id:rc

supported the

handing over

process and the

M&E process

id:rc

IWMI

1.b.1.3

Household water re-use for

income generation (Direct

intervention)

RSS

1.b.1.3.1 Conduct water related

household initiatives RSS

1.b.1.3.1.1

Coordinate research on the

economic return and amount

of water saving by applying the

income generation projects

such as hydroponics project

on rooftops

RSS

1. Feasibility

study of roof

top hydroponic

systems has

been conducted

id:rc 2. Outreach

event

1.b.1.3.1.2

Consider trial phase for

income generation projects by

running range of comparative

projects to assess the impact

of this approach

RSS 3. Trial income

generation

projects have

been

implemented

id:rc

Outcome 2 Improved access to finance for water conservation

technology adoption





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

2.1

Sustainable revolving loan funds are effectively managed by

CBOs to support the adoption of water-saving technologies

in households

2.1.1

Revolving Loans implemented

by CBOs using digital financing

services

2.1.1.1 CBO Selection JRF

10 CBOs

selected and

verified

2.1.1.2

Create revolving loans

Committee (MoSD, WDMU

and WIT)

JRF

Revolving loans

committee

established

2.1.1.3

Build CBO’s financial capacity

to finance water conservation

technologies via training and

mentorship

JRF CBO financial

capacity built

2.1.1.4

Prepare consumer adoption of

digital payments and

introduction strategy of E-

wallets

JRF

10 CBOs use

digital financing.

Partner with

digital financing

provider to

build CBOs

digital financing

capacity

2.1.1.5 Establish partnership with E-

wallet provider JRF

Partnership with

E-wallet is

established





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

2.1.1.6 Develop a loan tracking

system with Souktel JRF

Tracking system

is developed

with Souktel

2.1.1.7 Loans kickoff and community

outreach JRF

Official launch of

the loans and

public

awareness.

CBOs start

lending activities

2.2 Household Access to Finance product development

2.2.1

Create an incentive product

for H.H to facilitate water

saving using E-wallets and

digital payments

2.2.1.1

Develop collaborated business

model & sustainability plan

based on end-user behavior

needs and values

Business model

& sustainability

plan developed

2.2.1.2 Implement proof of concept

for 2 targeted areas

POC in two

areas

2.2.2 Facilitate suppliers & formal

financing partnership

2.2.2.1

Assess technology suppliers

offer -select accredited

suppliers - certified water

saving technologies

Tech Suppliers

are selected





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

2.2.2.2

Develop partnership model

between suppliers and formal

financing entities

Partnership

agreements are

signed

2.3 Agriculture Access to Finance product development

2.3.1 Water fund

2.3.1.1 Develop business model with

sustainability and exit Plan

Business model

prepared

2.3.1.2

Establish agreement with

Tanmyah which is the

umbrella of the MFIs in Jordan

Agreement with

Tanmyah is

signed

2.3.1.3 Conduct MFIs mobilization

workshop

MFI mobilization

workshop

2.3.1.4 Set selection criteria for the

MFIs

MFI selection

criteria is set

2.3.1.5 Open application for the MFIs MFI Application

Open

2.3.1.6

Select the MFIs based on the

application to manage the

loans

MFIs selected

2.3.1.7 Sign agreement between WIT

and the MFIs ICBA

Agreement with

MFIs is signed

2.3.1.8 Kickoff and community

outreach

Loans are

Launched

2.3.2 Facilitate agriculture lending

2.3.2.1 Facilitate regulations to lend

agriculture sector

Regulations

distributed





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

2.3.2.2 Set financial road map for

agriculture sector

Ag Sector

Financial

Roadmap

prepared

2.3.2.3 Recommend/Mandate

agriculture loans

Fixed % loans

lent by banks

directed to ag

sector.

2.3.3 Mobilize banks to develop

agriculture financial products

2.3.3.1 Assess banks’ tendency to the

agriculture sector

Formal Event to

Discuss Ag

sector with

Banks

2.3.3.2 Support financial product

development

Financial

product

developed

2.3.3.3 Link the supply and demand 3 banks

mobilized

2.3.4 Establish a partnership with

ACC

2.3.4.1 Establish a partnership with

ACC

ACC

partnership

established

2.3.5 Facilitate suppliers and formal

financing partnership

2.3.5.1 Assess technology suppliers

offer select accredited supplier ICBA

Supplier

Assessment





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

and certified water saving

technologies

2.3.5.2

Develop a partnership model

between technology suppliers

and formal financing entities

Partnership

implemented

2.4 Grants management

2.4.1 Finalize Grants Manual Grants manual

approved

2.4.2 Set selection criterion for

community projects

Community

project grant

selection criteria

set

2.4.3 Set selection criteria for social

marketing activities

Social marketing

grant activity

criteria set

2.4.4 Grants awarded to grantees Grants awarded

Outcome 3 Outcome 3: Institutions strengthened to support water

conservation

3.1

Increased knowledge, skills and gender sensitivity of public

and private institutions in water demand management and

water use monitoring

3.1.1 Supply of information on water management and water use

monitoring for public & private institutions

3.1.1.1 RSS





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

Identify information providers

and public disseminators

within public and private

institutions

id:rc,

IWMI,

ICBA

5 private

institutions and

5 public

institutions to

be identified

3.1.1.2

Assess the will/skill and

barriers amongst institutions

surrounding end-user service

impact

RSS Assessment for

7 private and

public

institutions to

be done

id:rc,

IWMI,

ICBA

3.1.1.3

Develop and design effective

training platforms and

communication tools for

training sessions directed at

public institutions on water

management and water use

monitoring based on end-user

information and service needs

RSS

2 workshops to

be conducted

1st for the

public, 2nd for

the private

id:rc,

IWM,

ICBA

3.1.2 Water sector coordination and capacity

3.1.2.1

Assess technical and

management capacity of water

sector public institutions and

technology suppliers to affect

sustained positive water saving

behavior

RSS Management

and technical

capacity issues

addressed

id:rc

3.1.2.2

Establish WITAC (WIT

Advisory Committee/Group)

& Identify members

WIT

Set regulatory

quarterly

meetings





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

3.1.2.3

Set a strategic action plan for

regular partnership learning on

water technology innovation

(could be forums, focus

groups, dialogue sessions).

RSS, id:rc

Action plan with

a time frame for

quarterly

meetings to be

set

3.1.2.4

Establish Topical Learning

Networks based on areas of

interest for CBO’s, WUA’s

and public institutions to share

lessons from the field

RSS/ JRF 2 learning

networks to be

established: 1)

Irrigation

systems 2)

Water saving

devices in HH

Souktel

3.1.2.5

Arrange a series of public

outreach town halls events for

two-way communication and

sharing of needs amongst

farmers, CBO’s and members

of the community

JRF

2 sessions in

public town halls

for each

network held

3.1.2.6

Establish a business-to-

business network for private

sector suppliers and agri-

businesses to discuss the

development of technologies

and the challenges they face.

WIT,

ICBA

2 network

schedules for

B2B network via

conduct

3.1.2.7

Work with the MFIs/Banks

network to convene HH/Ag

and water savings financing

options in support of

Outcome 2

WIT, JRF

6 network B2B

sessions with

MFI's/banks,

action 2.2.2.2.3

in outcome 2





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

3.1.2.8

Set criteria for selecting

partners from the private

sector for agriculture and

household

RSS;

ICBA;

id:rc;

IWMI

Criteria set for

selection of

potential

partners

3.1.2.9

Identify potential partners for

agriculture and household

RSS;

ICBA;

id:rc;

IWMI

10 potential

partners

identified

3.1.2.10

Assess will, skill of potential

partners for agriculture and

household

RSS;

ICBA;

id:rc;

IWMI

7 potential

partners

assessed

3.1.2.11

Sign agreements with selected

partners for agriculture and

household

WIT 7 agreements

signed

3.2

Water conservation technologies' installation and

maintenance capacity integrated into curriculum of technical

education provider to meet new technology demands

3.2.1 Identify Training Institutions

3.2.1.1

Identify marketing, training

and/or educational institutions

to build financial institution’s

capacity to develop

information and

communication skills for

banks/MFI/CBOs

WIT

2 Training

providers

Identified,

fulfilling the

2.1.1.3 in

outcome 2





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

3.2.1.2

Identify research, private

sector or educational

institutions to develop

financial & banking literacy for

farmers / HH.

WIT

2 Training

providers to

support

Outcome 2

3.2.2

Assess and support HH

suppliers and service

providers

3.2.2.1

Assess sales service and

marketing of water supplier

against end-user adoption of

water saving behavior

RSS,

ICBA,

IWMI

5 suppliers’ skill

assessed and gap

identified

3.2.2.2

Support and build the selected

suppliers capacity to better

affect water saving end-user

adoption. Include,

identification of behavior

change targets & development

of promotional material

RSS

Behavior change

targets has been

identified

id:rc

Behavior change

information has

been developed

3.2.3 Assess and support MAIA

3.2.3.1

Facilitate the capacity

assessment of MAIA to test

behavior change promotion &

water Situation awareness

raising

WIT MAIA capacity

has been

assessed

id:rc

3.2.3.2

Conduct trainings for

Religious leaders and Identify

the behavioral change

RSS

Behavior change

targets has been

identified.





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

id:rc

Behavior change

information has

been developed

3.2.4 Assess and support MWI and

Water Utilities

3.2.4.1

Assess capacity and past

impact of water utilities to

affect positive behavior change

& water situation awareness

raising

RSS Water utilities

Capacity has

been assessed

id:rc

3.2.4.2

Conduct trainings for water

utilities employee and Identify

the behavioral change

RSS

Behavior change

targets has been

identified

id:rc

Behavior change

information has

been developed

3.2.4.3

Facilitate the capacity

assessment and test impact of

MWI to affect positive

behavior change promotion &

water situation awareness

raising

WIT

MWI capacity

has been

assessed

id:rc,

IWMI

3.2.4.4

Conduct trainings for MWI

employees and Identify the

behavioral change

RSS

Behavior change

targets has been

identified.

id:rc;

IMWI

Behavior change

information has

been developed





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

3.3

WIT's National Water Conservation Campaign mobilizes

public awareness, changed behavior and public dialogue

around water conservation practices

3.3.1 Behavioral changes campaigns

3.3.1.1

Support the assessment of

market actors (HH, farmers,

retailers, suppliers etc.)

preferred information

behavior/needs and values.

ICBA,

IWMI,

id:rc

Desk research,

survey and focus

group

3.3.1.2

Support the assessment of

market actors responsible for

creating information (Private,

Research Centers, Gov.,

USAID projects)

ICBA,

IWMI,

id:rc

Meetings

3.3.1.3

Support the evaluation impact

of information for farmers and

HH

ICBA,

IWMI,

id:rc

Report

3.3.1.4

Support selected information

providers and influencers raise

awareness on need to save

water and end-user targeted

and accessible water saving

solutions

WIT Awareness

sessions

3.3.1.5 Support the Development of

the social marketing strategy WIT

Strategy

document





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

3.3.1.6

Support the mobilization of

information market actors and

influencers and create

supportive coordination

network for building of

message and information

community. Include

development of Water Saving

Innovation award and

introduction of water sector

entrepreneurial support and

incubation program partnered

with existing entrepreneurial

networks such as

Luminus/Google

JRF Round table & 3

workshops

3.3.1.7

With information market

actors identify and/or create

communication platforms and

communication tools based on

end-user information

needs/values

WIT,

Souktel

Public

communication

and awareness

platforms and

products:

a.

identified/create

d

b. MEL Strategy

developed

3.3.1.8

Support the launching of

public awareness raising

activities with key public

WIT

Rolling out the

awareness

activities with

traditional and





Milestone

Oct Nov Dec 2018

1 2 3 4 1 2 3 4 1 2 3 4 J F M A M J J A S

relations event (availability of

loans for water saving devices)

social

media/advertisin

g partner: Data

hub, water hero

campaign,

farmer brand

hero's



Annex C Draft M&E Plan (under review)



Annex D Communication and Outreach Strategy

WIT Communication & Outreach Plan 2017 I

JORDAN WATER INNOVATIONS

TECHNOLOGIES (WIT)

COMMUNICATION & OUTREACH

PLAN, SEPTEMBER 2017-SEPTEMBER

2018

“Community-Based Initiatives for

Water Demand Management II

Project

Complex Crisis Fund

Final Report

Contracted under AID-278-A-17-00002

USAID/Jordan Water Innovations Technologies



ACRONYMS

ADS Automated Directives System

AOR Agreement Officer Representative

CBIWDM Community-Based Initiatives for Water Demand Management


COP Chief of Party

DCOP Deputy Chief of Party



JSMC Jordan Social Marketing Company

ICBA International Center for Biosaline Agriculture

id:rc Interdisciplinary Research Consultants

IWMI International Water Management Institute

JRF Jordan River Foundation

JRP Jordan Response Plan

IPs Implementing Partners

MEL Monitoring, Evaluation & Learning


MoENV Ministry of Environment

MoSD Ministry of Social Development




USG United States Government

WIT Water Innovations Technologies

WIT Communication and Outreach Strategy: 2017 – 2022

121 of 216

TABLE OF CONTENTS

Program priorities .................................................................................................................................. 122

1. Background .................................................................................................................................... 122

2. Communication Objectives ........................................................................................................ 129

Objective 1: Increased comprehension of the need to adopt water saving technology and

practices within Jordan population in northern region. ................................................................. 129

Objective 2: Increased comprehension of water saving technology and practices within Jordan

population in northern region. ............................................................................................................ 129

Objective 3: Increased comprehension that USAID provides foreign assistance to Jordan .. 129

3. Target Audiences .......................................................................................................................... 129

Primary Audiences .................................................................................................................................. 130

Secondary Audiences ............................................................................................................................. 131

4. Messages ......................................................................................................................................... 131

Core Program Message: ........................................................................................................................ 131

5. Media Assessment ........................................................................................................................ 132

Radio .......................................................................................................................................................... 132

Newspapers ............................................................................................................................................. 133

Online News Sources and Social Media ............................................................................................ 133

6. Behavioral Change Campaign .................................................................................................... 134

7. Outreach Events ........................................................................................................................... 134

8. Resources ....................................................................................................................................... 135

Human Resources................................................................................................................................... 135

9. Draft Implementation CalendAr ............................................................................................... 135

Timeframe ................................................................................................................................................ 136

10. Performance Monitoring and Measurement ........................................................................... 137

11. Budget ............................................................................................................................................. 138

Annex A .................................................................................................................................................... 139

Behavior Change Theory ...................................................................................................................... 139

.


122 of 216

PROGRAM PRIORITIES

The Water Innovations Technologies (WIT) Communication and Outreach Plan for September 2017-

2018 supports USAID and Mercy Corps Jordan Country Development Cooperation Strategies (CDCS),

2013-2017, by increasing understanding among the Jordanian and refugee communities about the

purpose and impact of USAID investments around two objectives for Jordan’s development: increased

accountability, sustainability and management of Jordan’s scarce water and natural resources and social

sector quality improvement.

The Communication and Outreach Plan builds on Mercy Corp’s commitment to support the goals of

the Government of Jordan (GOJ) in carrying out its stated commitment to sustainably manage its

diminishing water resource to meet the water needs of Jordanians, as well as hosted Syrian refugees in

line with GOJ’s Jordan Response Plan (JRP) for the Syrian Crisis. With the Syrian crisis adding a dramatic

population increase, and the population expected to double by 2047, meeting water demand has

become critical. Jordan’s agricultural sector consumes 50 per cent of the country’s water, while

contributing just 3 per cent of national Gross Domestic Product. Public and private sector entities are in

urgent need to increase water conservation efforts; offering support service to farmers, households, and

communities that encourage the implementation of water saving technologies. We all agree that water

needs to be better valued and used more wisely by all in Jordan, and that every stakeholder has a

responsibility to protect this vital resource.

While water saving initiatives in Jordan have historically focused on water supply, WIT communication

and outreach efforts will promote water conservation and permanent water saving behavior change

through mobilizing a network of actors to drive a sustained water conservation movement. Adopting a

strategic social marketing approach to erode water saving behavioral change barriers at an individual and

institutional level, WIT communication and outreach efforts will be person and solution focused, driven

by clear understanding of reasons why target audiences behave in certain ways and their values.

In addition, to supporting WIT’s cross-cutting goals of increased stability and community cohesion, and

women and youth empowerment, the communication and outreach plan incorporates USAID’s and

Mercy Corps Jordan message, contributes to their Integrated Country Strategies and communicates the

impact of USAID investment and Mercy Corps development effort in Jordan.

Strategic communication and outreach activities will engage project staff, implementing partners, key

community stakeholders and Jordanian counterparts from the government, private sector, civil society

and target communities in communication coordination and planning. The plan covers a 12-month

period.

1. BACKGROUND

Jordan Context

With the Jordanian population increasing by almost 87 per cent over the past decade, the country now

has one of the lowest levels of water availability per capita in the world. Such demand has meant years

of over-pumping have put Jordan on schedule to exhaust underground fresh water as early as 2060,


123 of 216

according to Mercy Corps “Tapped Out” study. The growing gap between water supply and water

demand necessitates a critical need in Jordan to build a permanent culture of water conservation, a new

behavior and ethic that increases the number of Jordanians and Syrian refugees practicing water

conservation in the household and agricultural sector supported by a proactive and service-focused

water saving information and technology market.

A supply of 80 liters of water a day is necessary to meet basic individual needs. However, in some

northern communities where water demand has quadrupled with influx of Syrian refugees, household

water supply has fallen to 30 liters. Water supply is often inconsistent, at an unreliable moving one to

three-week delivery schedule. This limits household’s ability to manage supply efficiently. At that level,

sanitation standards decline, diseases rise, and subsistence garden crops wither. At an agricultural level,

northern-based farmers are being challenged by increasing energy costs to pump needed water and will

face saline water issues driven by mining of ground water in near future. In the food-growing center of

the Northern Jordan Valley, many horticulture farmers have had water supply halved in recent years as

water is diverted to city centers for drinking water need.

Yet while water scarcity and unreliable water supply worsens, conservation remains a challenge. There

is a stark gap between people being ‘aware’ of reducing water supply and ‘knowledgeable’ to proactively

act to conserve water. Respondents of WIT’s year-one market assessment of household and farmer’s

needs and desires around water regularly cited a lack of available information about the benefit and

usability of water saving technologies and practices. Trust in information available was also cited.

Respondents were found eager to better engage in water preservation, demonstrating strong connect to

water and its necessity in giving life, but lacking direction to do so. Furthermore, whereas Jordanians

have rationed water to an extent since the 1980s, refugees from comparatively water-rich Syria are

perceived to lack basic habits of water management. This has sparked tension between host and refugee

communities which is expected to escalate around this progressively limited resource. This pressure is

further compounded by a belief among some community members that the GOJ is unequally distributing

water, and a supply shortage is not accurate.

To mitigate water supply shortages the availability of clean drinking water has been prioritized in the

GOJ’s Economic Growth Plan 2018 – 2022. A target of supplying 61 liters a day has been set. This plan

recognizes that a balance must be made between drinking water needs and industrial and irrigation

water requirements. WIT has been designed to propel GOJ’s water sustainability supply goal.

Project

Communication Aim: Create water responsibility.

Communication Goal: That people adopt water saving technology and behavior.

WIT is a five-year integrated market-based water resource management project. It seeks to mobilize

motivated market actors in Jordan to build a sustained water conservation movement. To achieve its

overall goal of increasing water conserved in Jordan, WIT aims to meet the following objectives:

1) Improve access to water-saving technology for agriculture and household use by supporting the

supply of contextualized, cost-efficient and scalable technologies, effectively marketed and

subsidized by private sector equipment suppliers;

https://www.mercycorps.org/sites/default/files/MercyCorps_TappedOut_JordanWaterReport_March204.pdf


124 of 216

2) Offer financing mechanisms for sustainable adoption of new technologies at farm, household and

community levels, targeting various socio-economic needs of beneficiaries; and

3) Sustain growth in water conservation across Jordan by strengthening governmental and non-

governmental actors’ capacity to deliver, administrate and oversee water networks and supplies.

Within objective one, the project will assess and then support existing functioning water saving market

actors best service the Jordanian market while simultaneously encouraging the engagement of

information, mobilization and influencing business and service providers to take on responsibility and

proactive role in the water conservation movement. This will be achieved by, but not limited to, the

creation of collaborative platforms, and opening an incubation of ideas business space that connects with

existing functioning education, business and entrepreneurial structures in Jordan.

The communication and outreach emphasis in year two will be ensuring market is mobilized to move

through the water conservation adoption behavioral change stages of 1/ unaware, 2/ aware, 3/

concerned, 4/ knowledgeable, 5/ motivated to change, 6/ practicing trial behavior to 7/ sustained

behavior. Target for mass market is the fourth stage, with early adopters pushed to seventh stage.

Amongst the proposed activities with market actors will be assistance of marketing efforts supported in

parallel by national water awareness campaign and rollout of new water saving financial loans. It will also

include the establishment of networks of on-farm and household water saving technologies

demonstration sites to build awareness of need to use water more efficiently and benefits such

technologies offer. Public awareness will focus on positive reinforcement and promotion of target

audience engaging responsibly with water conservation to inspire behavioral change. Communication

and outreach will be positive and inclusive in style to push an inspirational proactive water saving

movement reflective of the diverse values, needs and challenges of public market. At the same time, it

will offer practical solutions supported directly to water saving technology suppliers and retailers. Water

conservation messaging will be delivered simultaneously via face-to-face community outreach events and

through national campaign using, but not limited to, social media and traditional media traditional

channels. All activities will be facilitated by WIT in collaboration with existing communication and

outreach stakeholders in Jordan to ensure sustainability of water conservation messaging after project

end.

WIT will improve the capacity of public and private sector advisory services to sustainably provide

information and technical support to those using the technologies by supporting them with

communication tools to more effectively on-sell. For households and communities, WIT will promote

grey-water reuse, rainwater harvesting units, water-efficient fixturing, and other water management

practices. Household interventions will target geographic areas hosting large numbers of Syrian refugees

to improve water access and better manage the increasing tensions over water.

Under Objective Two, to facilitate financing for farmers, WIT will work with commercial financing

providers (banks and Microfinance Institutions—MFIs) to design and market water savings products and

facilitate trade financing, embedding financing options via technology suppliers. Small grants will fund

communities to adopt water savings technologies in public facilities and incubation projects for the

innovation of new technologies. A nation-wide annual WIT innovation design award targeting youth in

Jordan will be introduced to encourage youth engagement in water conservation and build awareness.

Partnerships to host this high-profile award will be explored through RSS and JRF, with Crown Prince

Hussein Foundation targeted.


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Under Objective Three, WIT will engage with water and information stakeholders including; media,

Ministry of Water and Irrigation (MWI), the Jordan Valley Authority and Water User Associations

(WUAs), the Highland Water Forum (HWF), the Yarmouk Water Company (YWC), CBOs and the

Royal Commission on Water. Coupled with improved capacity to monitor water use and benchmark

progress, WIT will collaborate with institutions such as the Water Demand Management Unit at the

MWI, the projects department at the Ministry of Agriculture (MoA), the Ministry of Social Development

(MoSD), and the Jordanian Cooperative Corporation (JCC) in the program design, implementation and

learning, preparing them to ensure water conservation grows under a vision that has broad-based

political, commercial and popular support. The introduction of a water saving trade show will be a key

platform to motivate water responsibility.

WIT will use a social marketing approach that utilizes behavior change communication to motivate the

adoption of water saving technologies and practices. WIT will primarily play a facilitator role in the

social marketing process, mobilizing partnerships with water saving market actors and stakeholders to

take ownership in order to achieve sustainable carry-over. This will be driven by project messaging that

sets out a responsibility challenge to Jordanian business community, government and public, to be part

of proactive water conservation movement. Responsibility from businesses to support adoption best

water saving technologies and practices how best they can and for individuals to be inspired and best

informed to act. This will be complimented by the strategic installation of key ‘hook and interest’ events

to maintain interest and build sustainable platforms to communicate around water conservation. Such

initiatives will include, but are not limited to, rollout of a national water saving trade show, creative

public awareness campaign, documentary film competition and a youth-focused Jordan Water

Conservation Innovation award. This includes fostering a better sentiment of duty of care around

reliably informing public of water conservation solutions as well as water supply reality within Jordanians

media, government and education institutions. The roll-out of technologies and practices as well as

financing options will align strategically with the public awareness campaign to best assist move people

through the behavior change stages of; unaware, aware, concerned, knowledgeable, motivated to

change, practicing trial behavior change and sustained behavior change.

WIT’s public online water conservation data hub will build a broad coalition of engagement with real

time information on water saving solutions and water use behaviors to continually inform water

management decisions at local, regional and national levels beyond the program’s end. The data hub will

also act as platform to centralize Jordan’s water saving conversation and offer a one-stop online

information site for accessing reliable water saving information. The online data hub will feature an

innovative water saving audit for public to view water savings in house and on farm and monitor national

supply. It will include interactive information features on available water saving technology and where to

access them.

Through these objectives, WIT expects to mobilize a committed water saving solutions movement to

affect sustained positive water saving behavior.

Project Context

The WIT project also builds on the successes of the USAID Community-Based Initiatives for Water

Demand Management (CBIWDM), which ended in 2015. CBIWDM approach was premised by the

understanding that the problem of water conservation in Jordan is “behavioral rather than technical.”

(Source: USAID Outreach press release). The general public lacks personal responsibility for reducing


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demand, and low water tariffs have prevented consumers from capitalizing on the opportunities to

encourage water conservation. This was confirmed by WIT’s year one market assessment. As a result,

three principal themes will shape WIT communication and outreach activities:

1. Long-term strategies can ensure that water conservation and efficiency measures continue into the

future

2. Sustainability is a dynamic expression of growth and change, not a static target that can be achieved

3. Building capacity of local supervisory partners and colleagues will help strengthen relationships and

alleviate challenges and constraints.

Both WIT assessment and the CBIWDM project identified there was still a need to work with local

communities to both help raise their awareness on Jordan’s water scarcity, and to motivate them to

follow a more proactive role in investing in water conservation technology and practices at the

household level.

From behavior and information results uncovered during WIT’s market assessment of households and

farmers project-led awareness raising will focus on empowerment of people. This will be achieved by

mobilizing information providers, assisting water saving retailers and suppliers market products and

coordinating public awareness initiatives that collectively give people service-orientated accessible and

customized information about means to more efficiently manage their water. Inspiring a sustained

movement of actors to take responsibility for encouraging water conservation is a crucial component of

stimulating the permanent adoption of necessary water conservation technologies and practices, and

ultimately the long-term sustainability of Jordan’s restrained water supply.

The project will target areas hosting refugees, including Sahel Horan, Azraq, Ajloun, Hartha and Hareem

Strengths

• People living in Jordan are open to initiatives that can support more efficient use of their

diminutive water supply.

• Mercy Corps Jordan has nine years of implementation experience working on community-based

water demand management in northern region of Jordan and built strong consortium of

community-based partners

• The project has a committed USD750, 000 in resources for a social marketing program;

• Jordan has corporate social responsibility regulations;

• The project has a three-person communication team: one Communication and Outreach

Advisor, one Social and Behavioral Change Communication Advisor and one Reporting Officer.

• WIT is being partnered with leading digital solution’s company, Souktel to produce innovative

and effective two-way communication platforms to maximize awareness and engagement in

water conversation.

• Mercy Corps and USAID more broadly enjoys a good working relationship with Jordanian

traditional media and is recognized for its skills in water sector.


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Weaknesses

• Jordanian public have had minimal exposure to public awareness campaigns in general, and in

particular campaigns pushing individual behavior change around water and resource use.

• Public trust in information is low as too information seeking behavior;

• Entities require capacity and financial resources to embrace and carry out social marketing.

• Internet penetration is still relatively low in rural areas and poverty pockets and is limited to

reaching certain segments of the population, such as young people engaged on Facebook.

Penetration of other social media platforms such as Twitter remains relatively low in Jordan.

This will be a challenge for the public adoption of WIT water data hub and must be considered

in its communication rollout strategy.

Opportunities

• Limited, costly and unreliable water supply has long plagued the population of Jordan,

presenting an audience that is hungry for cost-efficient long-term water saving solutions.

• Jordan has a young population (almost 70 percent is under the age of 30) that is well tuned into

social media, presenting an opportunity to reach and engage with a major swath of the

population in the Northern region. Mercy Corp’s partners have a strong online presence, with

room to grow and expand content.

• Jordan boasts a dynamic and growing digital communication space being driven by inspired

locally targeted content that water conservation message can align with.

• WIT has a unique and positive story to promote around supporting locally focused water

saving market.

• The WIT mapping and baseline partner, id:rc has 16 years of experience working in water

resource sector, examining private and public market.

• Mercy Corps and USAID/Jordan enjoy a high level of interest from GOJ and US Embassy and

Washington. As such, garnering high-level participation in USAID/Jordan outreach events – and

subsequent media attention – is considered relatively easy.

• The program provides a positive story to sell with key deliverables such as the Water

Information Data Hub, the Water Technology Innovation Award and implementation of

improved access to finance for water conservation technology presenting strong, positive

public relation opportunities to sell the need for adoption of water conservation practices in

innovative and inspiring ways. The program has the potential to push Jordan into the

international spotlight as an innovator in water saving.

• Mercy Corps has worked with CBOs to enhance their communication and social media

capacity. In addition to partners, the CBOs are eager to coordinate on outreach and

communication and have attracted strong, and growing online and audience in northern region

of Jordan.

• International media attention on the Syrian crisis and humanitarian response presents an

opportunity to highlight WIT program outcomes and USAID assistance to Jordan, which hosts


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about 650,000 Syrian refugees. This provides opportunity for WIT project to maintain its

relevancy.

• Developing a barrier analysis.

• A significant achievement of PAP was in recognizing that an alternative approach may be

needed to reach women, and designing an approach targeting women into the program from

the beginning. Waethat (female religious leaders) were able to not only gain physical access to

women in their homes, but to effectively appeal to their motivation to economize on

household also expenditures. Waethats’ messages had additional appeal as cultural and religious

teachings were woven into them. With financial and religious motivation, women in Jordan

exert influence over behavior of household members

Challenges

• Existence of several donor-driven projects handing out free water saving technologies

diminishes motivation of existing water saving market to be proactive.

• There is a perception among some Jordanians that foreign assistance programming only

benefits Syrian refugees. Encouraging engagement from all Jordanians around development

projects can be a challenge that will be sought to overcome by strategic and clear

communication of project being initiated for the people of Jordan.

• To build a sense of empowerment that individual actions are worthwhile and can lead to big

contributions to improve Jordan’s water security as opposed to blanket government

responsibility, WIT communication will invest heavily in tools such as public awareness

campaigns that rely on social media campaigns, exhibitions, media relations, workshops and

school programs to spark a national water conversation that is personalized to Jordanian

people’s needs.

• While the large number of CBO and partner involvement in the WIT program presents

opportunities for widespread audience reach, the challenge exists to ensure coordinated

delivery of project message and correct USAID/WIT program branding. Consistent branding

practices are integral for building strong (and desirable) brand (program) relationships and

personality that ultimately stimulates conversation and positive water saving behavioral change.

Consistent and tight branding practices will ensure WIT and USAID are recognized around

every reference point as leading the water saving achievements in Jordan.

• Internet penetration is still relatively low in rural areas and poverty pockets and is limited to

reaching certain segments of the population, such as young people engaged on Facebook.

Penetration of other social media platforms such as Twitter remains relatively low in Jordan.

This will be a challenge for the public adoption of WIT water data hub and must be considered

in its communication rollout strategy.

• An uptick in water development projects - particularly around access to finance - in Northern

region of Jordan should be perceived as an opportunity for enhanced pooling of resources,

however, competition for space in minds of target audience is a challenge. The market is always

big enough for new players, but WIT will have to be cognoscente of communicating its added

value.


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• Awareness among the people of Jordan regarding USAID investments in Jordan’s development

has stagnated. Ensuring program participants recognize that WIT is made possible with the

support of the American people will be enforced by tight branding enforcement and innovative

public relations.

2. COMMUNICATION OBJECTIVES

Objective 1: Increased comprehension of the need to adopt water saving technology and

practices within Jordan population in northern region.

Indicator: 60% of water saving suppliers adopting service orientated marketing practices

• Indicator: 60% Jordanian media motivated to engage in water conservation conversation

• Indicator: 10% households and farms in northern governorates accessing reliable water

conservation information


population in northern region.

• Indicator: 10% of people in target audiences can correctly identify water saving technology

available to them.

• Indicator: 20% of water saving technology market can correctly identify the water saving needs

and values of target market.

Sub-Intermediate Result 1.1: Effective systems for analyzing information behavioral habits and needs

of target audiences

• Indicator: Three focus groups conducted with water saving retailers and suppliers

Sub-Intermediate Result 1.2: Conduct a barrier analysis with households and farmers

• Indicator: Identification of most effective communication messages and tools to reach target

audiences

• Indicator: Development of national water conservation campaign strategy

Objective 3: Increased comprehension that USAID provides foreign assistance to Jordan

• Indicator: 10% of people in target audiences that can correctly identify USAID as a provider of

U.S. foreign assistance to the country

• Intermediate Result 1: 100% WIT partners and CBOs accurately use USAID branding

3. TARGET AUDIENCES

The biggest potential to save water comes from middle-sized farms in the northern governorates of the

country. The influx of Syrian refugees in this same region has quadrupled household water demand.


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While water conservation efforts are needed in the central and southern regions of Jordan, the WIT

project recognizes the urgent need to modify agricultural practices around water use, and where local

authorities struggle with the challenges imposed by large number of Syrian refugees and the threat of

tensions between host and refugee communities around increased demand on water this has caused.

The WIT Communication and Outreach Strategy intends to continue to engage key stakeholders,

particularly water saving market actors, but will extend to innovative communication channels to

motivate a locally-owned water saving conversation and movement that is demand-led. This will include

capitalizing on Jordan’s city influencing adoption trends in national public awareness by extending

messaging to nation-wide audience.

Targeted outreach priorities include: targeting information and behavior influencers, and outreach to

medium and small-scale farms, households and broad outreach through public awareness campaigns that

incorporate face to face, traditional media and social media campaigns to ignite localized community

conversation around water use.

Primary Audiences

Specifically, project communication and outreach efforts will target:

• Farmers, particularly those who are perceived as influential in their communities;

• Women, particularly female headed-households and those involved in agriculture;

• Syrian refugees, particularly those who are community leaders, imams or seen as being

influential;

• Youth, particularly those who are active on social media or perceived as leaders in their

communities.

• CBO staff and government actors working in the target area.

• Implementing partner communication and outreach coordinators – Increased coordination and

consistency of project message will amplify project message and allow us to strategically use

resources.

• Water saving technology retailers and finance institutes.


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Secondary Audiences

• Influential individuals, media, private sector businesses and communication and information

providers who can serve as water conservation ambassadors and take on responsibility for

building water conservation movement.

• Influential traditional and social media commentators.

• Nationwide public

4. MESSAGES

Core Program Message:

• Water is a resource that must be valued throughout Jordan.

Additional Key Program Messages:

• Effective water saving solutions are available in Jordan

• A sustainable water saving technology market exists in Jordan.

• Mercy Corps and USAID are strengthening the Government of Jordan’s ability to deliver water

resources.

• Mercy Corps and USAID are supporting the people of Jordan have access to sustainable water

supply.

• Mercy Corps and USAID is partnering with the Government of Jordan to improve prosperity,

accountability and equality for a stable, democratic Jordan.

• Mercy Corps and USAID are reducing gender gaps, promoting equality and increasing women’s

role in the workforce and civic life, leading to improved prosperity.

• Mercy Corps and USAID are working to empower youth to have voice in their community,

leading to enhanced responsibility for their actions.

• Mercy Corps and USAID are working with agricultural and household water saving suppliers and

retailers to improve their businesses.

• Mercy Corps and USAID are supporting farmers and households in Jordan to have more

efficient water supply.

Campaign Messages

1. Think Big

Note: these key messages will be further honed based on baseline and qualitative research.

Communication Style

To build ownership around water saving, particular attention will be given to:

WIT Communication and Outreach Strategy: Plan 2017 –2018 132 of 216

• Instilling enthusiasm and sense of benefit about being part of ensuring sustainable water supply for

Jordan;

• Personalize the process by encouraging that each person can be a part of the water solution;

• Engage private sector and community members to take on water conservation and become water

ambassadors encouraging others;

• Frame water as the community’s responsibility, not just the governments;

Include women, youth and refugees as important part of community mobilization.

5. MEDIA ASSESSMENT

Jordan has well-established traditional media outlets that are capable of reaching target audiences.

USAID and Mercy Corps have established links with traditional and social media commentators who will

be used to promote campaign and project messaging. To break down barriers that have prevented

people engaging in the water saving conversation, and subsequently adoption of water saving

technologies and practices, traditional media will be complimented with a social media public awareness

campaign that encourages two-way engagement from beneficiary and subsequent connection to being

part of Jordan’s sustainable water future.

Although television and Internet are able to reach the largest amount of people in Jordan, local radio will

play an important role in reaching out to poverty pockets in the target region. Using JSMC as social

media contractor, the program will target media outlets, social media outlets and commentators that

best speak to and reach our target audience. Specific tactics and placement and use of traditional and

online media, will be selected based on barrier analysis of information behavior amongst target

audiences.

Television

Television is the main source of information used by Jordanians on a daily basis, with over 90 percent of

households having a satellite dish. The vast majority of Jordanians – 95 percent – get their news from

television, while 93 percent view it as a “generally reliable” source of information, according to date

from the Open Source Center. Ro’ya and state-owned Jordan TV (JTV) are the most popular local

stations, while broadcasters like MBC, Al-Jazeera and Al-Arabiya are among the most viewed pan-Arab

networks. According to previous consumer research, people recall messages about USAID particularly

well after hearing about USAID on television.

Radio

Media analysis shows that 48 percent of Jordanians regularly listen to radio. Radio remains a powerful

tool because Jordanian stations cater to particular demographics, including youth, and have significant

numbers of listeners. Morning shows and late-afternoon drive-home shows are the most dominant time

slots. While 27 licensed radio stations exist in Jordan, most of them are limited to broadcasting music

and information (as opposed to talk shows). Call-in talk shows, however, exist as an important forum

for Jordanians to discuss politics and government accountability, and many prominent radio personalities

serve as opinion leaders.

Most radio channels in Jordan are government-controlled. Private stations do exist, such as the youth-

friendly “Rotana,” as well as local radio stations, such as those broadcasting from Jordan University, Al-

Yarmouk University and Sawt Al-Janoub in Ma’an. Community radio station radio al-balad targets Syrian


community. Radio programming mainly consists of music, talk shows related to social issues, problem

solving and politics; as well as entertainment, comedy, news and themes related to religion.

Newspapers

According to an April 2015 report by international media analyst IPSOS, total readership for daily

newspapers in Jordan is 7 percent (Females: 29.1 percent, Males: 70.9 percent) with 23.1 percent of

readers above 55 years old. The number of readers has dropped this year for all dailies.

By their own accounts, circulation for the major dailies in Jordan as of January 2016 is listed below:

• Al Ghad – 70,000 copies

• Al Ra’ai – 50,000 copies

• Al Dustour – 20,000 copies

Newspapers are primarily read by older Jordanians. However, they are an important outlet for USAID

because they are read by many of the Mission’s key stakeholders, including government officials and

other donor agencies.

Online News Sources and Social Media

Internet and online usage is developing rapidly in Jordan. The Telecommunications Regulatory

Commission reports that 77 percent of the population uses the Internet daily (up from 38 percent as of

December 2013), with Jordan ranking second in Internet usage in the Arab world. Facebook is the most

visited website in Jordan, with 3.8 million accounts for Jordanians aged 18-65 as of December 2015 (60

percent male, 40 percent female). Of those users, 2.9 million are aged 18-35, and over 85 percent of

users are located in Amman and Irbid. Online news sources and social media are a particularly effective

means for reaching youth, especially through the placement of paid “banners” and ads on youth-oriented

portals and sites. Jordan also ranks high in mobile phone ownership: 95 percent of Jordanians own

mobile phones, 38 percent of which are smartphones.

The most-visited websites in Jordan (as of January 2016) are listed below:

• Facebook.com

• Google.com

• Google.jo

• Youtube.com

• AlWakeelnews.com (Jordanian news website)

• Sarayanews.com (Jordanian news website)

• Garaanews.com (Jordanian news website)

• Sarahanews.net (Jordanian news website)

• Ammonnews.net (Jordanian news website)

• Alkawnnews.com (Jordanian news website)

• Yahoo.com

• Shasha.ps (Palestinian/regional news website)

• Royanews.tv (Jordanian news website)


• Twitter.com

6. BEHAVIORAL CHANGE CAMPAIGN

Social marketing has proven potential to influence positive behavior among key target groups. This per-

centered approach focuses on understanding the reasons why people behave in certain ways, and then

focusing efforts on communication that speaks to the consumer, rather than product. At WIT, the

market assessment conducted in year-one revealed strong values among head of households for water

saving demand based on enhanced control and efficiency of water supply, and the financial benefit of not

having to buy additional water by improving efficiency in water use. Farmers cited water conservation

value based off desire to reduce costs associated with fuel for pumping water and improved efficiency in

production. These findings, followed by deeper assessment of needs and values in the first quarter of

year two, will be central to project messaging.

Behavioral change activities will also center on using strategic means to ensure people believe there is a

water supply problem and that the water technology products and technique being offered are a good

solution to improve efficiency of use. Most Jordanians believe that Non-Government Organizations

(NGOs), the private sector and their peers are the trust worthiest, while youth report social media and

television as their main sources for information. A national water conservation campaign will be

executed using above the line and below the line advertising techniques that seek to ignite a positive,

inclusive “can-do” water saving” approach. The campaign will tap into Mercy Corps and Jordan River

Foundation existing relationship with over 600 CBOs, social media and community networks and use

well known and influential people as “water ambassadors” to spread campaign information and

messaging. It will mobilize existing and proven effective communicators and advertising agencies to

support and take ownership of the campaign. Refer Annex B for behavior change theory.

The campaign will be developed using following stages:

1/ Needs assessment – including gathering information on knowledge, attitude and practices around

water saving and mapping social networks and media access amongst target audiences (November-

December, 2017);

2/ Develop profiles for target audiences. This will include socio-demographic characteristics, interests,

attitudes and behaviors, access to water saving services. Results will help develop messages and

strategies that are relevant to the target audience (January 2018);

3/ Determine sub-issues of water saving campaign;

4/ Develop Campaign messaging;

5/ Map the target audience’s source of information and influence

6/ Determine type of media and social channel to best target audiences.

7/ Pre-test messages and campaign with target audience sample (focus groups/interviews)

7. OUTREACH EVENTS

In coordination with water saving market actors, community outreach and mobilization to reach our

target audience will be an important part of WIT social marketing approach. Over the project life a

number of interventions and approaches will be used. These will include, but not be limited to:

demonstration site openings kicking off from March 2018 on-farm and in household with training;

community meetings, training or awareness sessions with traditional authorities, CBOs, community of

religious leaders; community art projects; street theatre, film outreach, and other cultural activities.


These community-based action events will be sponsored and involve water saving market actors. They

will also be strategically combined with social media and mass media communication efforts as well as

other innovative communication approves such as: games, electronic technologies, street theatre art and

cultural activities. Messaging at outreach events will be solution-focused as well as purposefully designed

and implemented to both entertain and educate in order to increase public and audience member’s

means to save water, create favorable attitudes and ethic around water conservation, and change water

saving behavior. WIT will also seek out sponsorship of existing outreach events that could support

raising awareness about water conservation.

Awareness events and workshops provide an opportunity for beneficiaries to engage in two-way

communication with program staff to improve buy-in and connection to the program objectives. The

events also provide strong public relation opportunities for media and senior USAID management and

visiting US officials to see first-hand the work of the project and to bring positive visibility to how it

provides benefits to the people of Jordan of interest to traditional media outlets. The project will also

take advantage of the appropriate outreach events such as International Water Day and International

Women’s Day as well as launching a new Jordan Water Innovation award.

The WIT Mercy Corps communication and outreach team will work closely with outreach team at

USAID Jordan mission to promote the WIT project and engage in outreach event. All WIT activities will

hold events to periodically publicize what they are doing, i.e. including training, field demonstrations.

These events will include relevant partners from GOJ and private sector. Mercy Corp will liaise with

USAID on all events, gaining approval about talking points, logistics, invitation list and protocol. USAID

branding will be enforced at all activities.

8. RESOURCES

Human Resources

The communication and outreach team consists of three dedicated staff: Communication and Outreach

Advisor, Reporting Officer and Social and Behavior Change Communication Advisor. This team reports

directly to the Chief of Party and is complemented by its digital solutions partner, Souktel and

contracting of creative agencies. In addition, each major implementing partner will have a dedicated

communication focal point that will work closely with the communication and outreach team to ensure

consistent communication of program messaging and larger reach. The team will work closely with the

USAID Development Outreach & Communication (DOC) team to enhance program communication

visibility and plan for and coordinate events (press releases, media interviews, messaging, etc.)

9. DRAFT IMPLEMENTATION CALENDAR

Communication activities are outlined in the following table. The Calendar will be updated semiannually

as the national campaign is rolled out and events and visits become known. Objective 1: Increased

comprehension of the need to adopt water saving technology and practices within Jordan population in

northern region.

AND


population in northern region.


Timeframe

Agreement

Outcome #

/Activity #

Objective(s) Actions Targets/

Outcomes Duration

Year 2

O N D J F M A M J J A S

1.Knowledge of

Jordan's water supply

Increased

comprehension of the need to adopt water

saving technology and

practices within Jordan population in northern Highlands

and North Jordan Valley.

1. Compile Social Marketing Strategy

Social Marketing Strategy 2 months

2. Identify possible

creative agent partner

Network, pitch, winning bid

1 month

3. Identify Creative

Public Awareness

Strategy

Creative Water Awareness Concept

2 months

4. Develop

interactive educational water tools (include videos

Interactive online tool that

encourages public to be better informed about household water use

2 months

5. Launch public

campaign (in-line funds availability)

Public launch financial

loans in coordination with banks

1 month

6. Launch WIT Central (data hub)

WIT Data Hub (internal and external)

1 month

7. Design and propose Jordan

Youth Innovation

Award in combination partners

Positive hook to introduce

positive water conservation conversation

4 months

8. Launch an online everyday water hero campaign

(#waterhero)

Empowered engagement in Jordan water conservation

4 months

9. Identify WIT water ambassadors

Identify 3 popular water ambassadors

2 months

9. Media placement: Q&A on Roya TV: State of Jordan's

water supply, partnering social media #lovejordan,

Humans of Jordan (TBD), USAID Water Efficiency publications

Clarify water supply 2 months

9. Pitching of Jordan water story video with Karama -

Jordan's Human Rights Film Festival

Build relationship, roadmap for collaboration

in 2018

1 month

11. Explore

collaboration with Amman Design Week 2017, 6-14

October

Build relationship for set-

up of an incubation hub for water conservation awareness and solutions in

2018

1 month

http://karamafestival.org/





http://www.ammandesignweek.com/

http://www.ammandesignweek.com/


10. PERFORMANCE MONITORING AND MEASUREMENT

Mercy Corps will use its monitoring and evaluation partner, id:rc to conduct a baseline survey on water

behavior and water saving knowledge to measure the impact of its Communication and Outreach Plan.

Qualitative testing using focus groups will be conducted by Souktel and Mercy Corps to test and tailor

key messages for use in behavioral change messaging and its social media campaign.

2. Knowledge of

Jordan's water saving technology

and practices

Increased comprehension of

water saving technologies and practices within

Jordan population in northern Highlands and North Jordan

Valley.

1. Water saving

trade shows

Collaboration of Jordan's

water saving market actors 3 months

2. Water themed community

outreach (mobile unit Children’s/Haya Cultural center)

Foster intrigue and

awareness around need to save water with children

6 months

2. Design of water saving promotional

material

Online video series surrounding proven water

interventions, infographics

4 months

3. Building social cohesion.

Increased shared responsibility about

conserving Jordan's water between

refugees of Syria and

Jordanians

1.Community art mural

Syrian and Jordanian unite create shared vision

around water.

1 month

2. identify possible

communal projects 8 months


11. Budget

Mercy Corps has allocated USD750,000 budget for funding social marketing and USD31,000 for visibility

requirements. This will include communication and outreach activities.

Communication and Outreach sub-budget

# Items Quantity Cost / Unit / UDS Total costs/USD

Activities and events

Demonstration site opening

TBD

Coordinated trade meetings

TBD

Videographer 2000

Communication and key influencer meeting 1000

Funding film/journalist workshops and

production 10000

Three x public murals 30000

Creative agencies media budget TBD

Sub Total 43,000

Outreach activities lump sum 15000

Project visual identity: videography, brochures,

and media relations (creative agency) lump sum 15000

Sub Total 73000

Visibility material

12 Branded stationary (roll-ups CBOs) 30

900

13 Note Pads 500 2.12 1060

15 Folders 500 1.69

16 Field staff branded Vest/Shirts/Caps Lump sum 1000 1000

Sub Total 77920

Branding

11 Signs for sites/ CBOs 100

2000

Sub Total 79920

Total Cost 79920


• Cost of items are not final yet, pending finalization of items and associated costs.

ANNEX A

Behavior Change Theory

The factors

Intention – a commitment to adopt the water saving technology/practice

- Negative (N): Being aware of water saving techniques but not acting on it

- Positive (P): Being inspired by someone’s household vegetable garden watered by grey-water system

Environmental constraints – restrictions to performing the behavior

- N: Feeling that there isn’t time sort out water saving

- P: Feeling that living in an urban area is not conducive to living sustainably

Skills- ability to perform the behavior

- N - Not understanding what exactly is possible to re-using water or water saving technology

- P – Making your own home grey water system

Social norms – perceived social pressure to perform a behavior

- N- Nobody else is saving water, why should I?

- P -People are more likely to be water wise if neighbors, family, friends are as well

Self-standards – whether performing the behavior is consistent with self-image

- N -Not wanting to deal with grey water which seems dirty

- P - Always taking a shower with a bucket in it to catch

Emotion – emotional reaction to performing the behavior

- N - seeing all the run off of water after rain

- P - Being proud to be eating produce grown from water saving technology

Self-efficacy – perception of one’s capability to perform the behavior

- N - Jordan’s poor water supply is too big an issue for one person to overcome

- P – Implementing water saving irrigation technology enables me to grow more produce that makes me

more money.


Annex E WIT Market Assessment


WATER INNOVATIONS

TECHNOLOGIES (WIT)

Market Assessment & Intervention Strategy Report

Water Saving Market System in Jordan, September 2017


September 2017

This publication was produced for review by the United States Agency for International Development.

This document was produced for review by the United States Agency for International Development. It

was prepared by the Springfield Centre for Mercy Corps under USAID Water Innovations Technologies

(WIT) project.

Contract No.

AID-278-A-17-0002 Activity Start Date and End Date: March 23, 2017 to March 22, 2002

This report was prepared by:

Springfield Centre

4 Saddler Street,

Durham, DH1 3NP United Kingdom

Telephone: +44 (0)191 383 1212

Website: www.springfieldcentre.com

Springfield Consultants

Roger Oakeley, Director, [email protected]

Kate Fogelberg, Senior Consultant, [email protected]

This report was prepared for:

Mercy Corps

I16 Samirra’ Street, Um Uthaina | Amman, Jordan 11185

Tel: +962 (0) 77 042 6010

Website: https://www.mercycorps.org/

All photos are by Mercy Corps unless otherwise noted.

mailto:[email protected]

mailto:[email protected]


WATER INNOVATIONS

TECHNOLOGIES (WIT)

MARKET ASSESSMENT & INTERVENTION

STRATEGY REPORT

Water Saving Market in Jordan

September 2017

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the

United States Agency for International Development or the United States Government.

Water Innovations Technologies (WIT) Market Assessment & Intervention Strategy Report I 145

• TABLE OF CONTENTS

Executive Summary …………………………………………………………………………………………………. 147

1. Background and purpose ………………………………………………………………………………………………… 149

2. Methodology ……………………………………………………………………………………….……………………. 149

3. Target beneficiaries and their context ……………………………………………………………………………. 151

3.1 Agricultural water users ……………………………………………………………………………………… 151

3.2 Household water users ……………………………………………………………………………………….. 153

4. Core market systems ………………………………………………………………………………………………….. 154

4.1 Agriculture water saving ‘system’…………………………………………………………………………….. 154

4.2 Household water saving ‘system’……………………………………………………………………………... 155

5. Key constraints, capacities and incentives …………………………………………………………………………..... 156

5.1 Agriculture market system constraints ………………………………………………………………………………156

5.2 Household market system constraints ………………………………………………………………………………160

6. Map of supporting market actors and their linkages …………………………………………………………165

6.1 Agriculture market system actors ………………………………………………………………………………165

6.1.1 Water conservation practices …………………………………………………………………………………………165

6.1.2 Water conservation technology adoption………………………………………………………………………………166

6.1.3 Access to finance for conservation and technology investment …………………………………………………………168

6.2 Household market system actors………………………………………………………………………………171

6.2.1 Information on water efficient practices and water situation …………………………………………………………171

6.2.2 Water saving devices and water supply/recycling technologies …………………………………………………………172

7. Vision for the future …………………………………………………………………………………………………... 173

7.1 Agriculture market system vision ……………………………………………………………………………... 173

7.2 Household market system vision …………………………………………………………………………….. 173

8. Intervention plans – opening portfolio …………………………………………………………………………….. 174

8.1 Supporting water conservation in agriculture ……………………………………………………………………174

8.1.1 Intervention Area 1: Water conservation practices ……………………………………………………………………175

8.1.2 Intervention Area 2: Water conservation technology adoption …………………………………………………………177

8.1.3 Intervention Area 3: Access to finance for conservation and technology investment ……………………………………179

8.2 Supporting water conservation in households…………………………………………………………………....181

8.2.1 Intervention Area 4: Information on water efficient practices, behaviours and impacts ……………………………………182

8.2.2 Intervention Area 5: Water saving devices and water supply/recycling technologies ……………………………………184

9. Intervention rationale ……………………………………………………………………………………………………187

9.1 Results Chain - Agriculture intervention ………………………………………………………………………………189

9.2 Results Chain - Household intervention ………………………………………………………………………………190

10. Annexes ……………………………………………...………………………………………………………………………….191

i. Water conservation practices in agriculture ………………………………………………………………………………191

ii. Water conservation technologies in agriculture ……………………………………………………………………192

iii. Water conservation in households …………………………………………………………………………………………193

iv. Agriculture system ‘Who Does, Who Pays’ analyses……………………………………………………………………194

v. Water conservation technology adoption………………………………………………………………………………196

vi. Access to finance for conservation and technology investment …………………………………………………………197

vii. Information on water efficient practices and water situation …………………………………………………………198

viii. Technology adoption of water efficient fixtures and diversified water supply product ……………………………………199

ix. Schedule for household market assessment ………………………………………………………………………. ………60

x. Schedule for agricultural market assessment ………………….…………………………………………………………....62

xi. Photos from market assessment ………………………………………………………………………………………... 67


• Acronyms

•

•

•

•

ACC Agriculture Credit Cooperation

CBJ Central Bank of Jordan




HHs Households

INGO International Non-Government Organization

JCC Jordanian Chamber of Commerce

JCI Jordanian Chamber of Industry

JSMO Jordan Standards and Metrology Organization

MAIA Ministry of Awqaf & Islamic Affairs

MFI Microfinance Institutions


MSD Market System Development


NCARE National Center for Agricultural Research and Extension



R&D Research and Development

TBC To be confirmed

USAID United States Agency for International Development

WIT Water Innovations Technologies project

YWC Yarmouk Water Company


• Executive Summary What’s the problem?

Jordan’s agriculture and horticulture sectors, particularly its stone fruit and olive sub-sectors, are major

consumers of its fragile groundwater resources taking up over half of the country’s supplies, and much of that

agriculture remains water inefficient.

Farmers and farm managers continue to employ sub-optimal water efficiency techniques in their production

processes. The problem persists because water conservation skills and weak and training opportunities are limited;

farmers turn to unproven sources of information and advice that may or may not be relevant to their situation;

and few if any key input suppliers embed relevant production advice and information in their sales and marketing

business models.

Whilst drip and other irrigation technologies are widely used, farmers and farm managers make ineffective use of

more water-efficient technologies. Irrigation installation, operation and maintenance skills are often out-of-date;

technology suppliers offer little pre- or post-sales services; and information on equipment standards is limited.

Farmers under-invest in water-efficient technologies, constrained by formal banking regulations and capacity to

target appropriate products at agriculture.

Meanwhile, amongst households in Jordan’s northern governorates water shortages and supply inconsistencies

are becoming the norm, exacerbated by the large and growing numbers of Syrian refugees settling the region. The

water crisis itself and the conflict it creates is growing as a result of poor understanding amongst individuals and

households in both communities of the impact of specific water use behaviours and the benefits of more efficient

practices. Prevailing campaigns have been poorly targeted, overly generic and inconsistent.

Demand for water saving and supply technologies remains patchy and supply, consequently, fragmented. Suppliers

under-invest in promotion while households under-invest in their technologies.

Photo 1: Olive plantation, Jerash, Jordan Photo 2: Tomato seedlings, Mafraq, Jordan

What needs to change?

In the agriculture sector, farmers and farm managers need to adopt increasingly water-efficient production

techniques, technologies and practices. This can only happen once better embedded pre- and post-sales advice

and training is available on good production and irrigation practices, provided by more active input and technology

suppliers backed-up with quality technical and economic research and information. More informed farm-level

decision-making would, in turn require appropriate finance and credit options that support water-conscious

investment decisions.

For both Jordanian and Syrian households and communities to recognize and act upon the economic and

social benefits of water-efficient behavior and technology investment requires the development and delivery of


better, more behavior-specific information and advocacy for water-efficiency from private as well as public

stakeholders. Information and awareness must, nonetheless be supported by effective marketing and supply of a

range of appropriate – and cost-effective – water saving devices, supply technologies and recycling systems linked,

particularly for those households where finance is a determining factor, with appropriate formal finance and credit

options.

What WIT will do – an opening portfolio

WIT’s opening portfolio will prioritise where greatest water efficiencies can be found, provide for a balanced and

manageable level of risk, and seek to exploit immediate opportunities and partnerships in search of sustainable

solutions to the water efficiency challenges amongst farms and households

Agriculture priorities:

1. Increase farmer and farm manager access to quality information and advice on appropriate water-conserving

production techniques, by:

• Enabling input suppliers and researchers to offer more appropriate advisory and extension services

• Building linkages between private and public partners to strengthen research on water-efficient practices

• Catalysing relevant, commercially viable production skills training for farmers and managers

2. Build the market for, and uptake of, more efficient irrigation technologies, by:

• Mobilising technology suppliers to embed advisory support and information in their business models

• Catalysing relevant, commercially viable training courses in irrigation installation and maintenance

• Facilitating the introduction of credible technology quality assurance and standards

3. Extend farmer access to appropriate finance in support of water-conservation investments:

• Facilitating regulatory reform on formal lending repayment terms and conditions

• Catalysing the development and promotion of agriculture-oriented finance products

• Encouraging banks and MFI investment in staff training to better meet the needs of agriculture clients


•

•

1. Background and purpose

Jordan has one of the lowest levels of water availability per capita in the world. With the Syrian crisis adding a

dramatic population increase, and the population expected to double by 2047, meeting water demand has become

more critical than ever. The Government of Jordan (GOJ) and its development partners have prioritized the

availability of clean drinking water, but a balance must be made between drinking water needs and industrial and

irrigation water requirements. The agricultural sector consumes 50 per cent of the country’s water (while

contributing only 3 per cent to Gross Domestic Product). Meanwhile many Jordanians continue to believe that

water supply issues are only linked to poor water delivery infrastructure and inequity in distribution. Few recognise

how their own water use behaviour directly relates to unsustainable water consumption.

In March 2017, Mercy Corps began implementing the five-year USAID funded Water Innovations Technologies

(WIT) project. WIT seeks to sustainably increase water conservation by focussing on water efficiency in both the

agricultural sector and amongst communities and households. WIT’s sustainability ambition is underpinned by its

adoption of a market systems development approach. The project targets the northern region where ground water

reserves are under extreme pressure, exacerbated by the influx of refugees from Syria, and the Jordan Valley.

Both these areas host intensive ground water-fed agriculture. By 2022, WIT seeks to have 18.5 million cubic

meters of water saved through adoption of new and proven water saving practices and technologies. This will

contribute to more secure water supply for people of Jordan.

As part of the inception process, and in accordance with the market systems development approach, WIT conducted

market assessments for both agriculture and household market systems for water conservation during July and

August 2017. This report summarises the findings of those assessments and outlines intervention strategy for both

agriculture and household market systems.

2. Methodology

A market assessment for both agriculture and household market systems sought to establish sufficient

Household priorities:

1. Target better information at specific water efficient practices and behaviours, by:

• Facilitate better targeted behaviour change efforts from a diverse array of private & public interest groups

• Mobilise public and media investment in more effective, coordinated awareness raising on water issues

2. Build the market for, and uptake of, water saving devices and water supply/recycling technologies, by:

• Stimulating more active and effective product marketing amongst water saving device suppliers

• Mobilising effective and informed promotion amongst water supply technology suppliers and recycling system

researchers and suppliers

• Facilitating greater individual and household access to finance for water supply and recycling investments


understanding and evidence upon which to develop WIT’s opening intervention portfolio1. The approach taken

has been guided by Mercy Corps own in-house experience and expertise in market systems analysis and was

guided by its in-house toolkit and guidance materials. In addition, the assessment design and subsequent data

analysis drew on external support from two Springfield Centre consultants.

The assessment process employed a variety of information sources, including:

• Secondary data including published and ‘grey’ literature and reports from Government, donor and

INGO projects and sources; previous Mercy Corps assessments; and studies and reports from other

USAID water interventions in Jordan.

• Individual and group interviews with Jordanian farmers and farm managers; and farmer associations

• Focus group discussions with households and community representatives from both Jordanian and

Syrian communities; and landlords

• Key informant/expert interviews including agriculture input and technology suppliers and retailers;

agriculture and irrigation research, extension and advisory service providers; household water saving,

supply and recycling technology suppliers; Government and water utility stakeholders; and formal and

informal finance service providers

Agricultural assessment approach

The agriculture assessment used semi-

structured interviews supported by interview

guides to support 55 separate interview

sessions (see table). Respondents were selected

in order to ensure a broad representation

amongst farmer/market player stakeholders.

Additional respondents / interviews were added

as and where important market linkages were

identified during the assessment process.

Private businesses were selected through a

combination of those identified as more active

in the sector and northern governorates, and

those suppliers and retailers identified by

farmer respondents.

Bank, MFI and other finance service providers

were identified through previous assessment of

those most active and/or likely to be active in

the agriculture and environment sectors.

Household assessment approach

The household assessment encompassed a

combination of both quantitative and qualitative

research methods. Quantitative data from water

utilities on water consumption per capita across the

target area provided baseline information to support geographic and community selection for subsequent

1 Market system assessment and analysis is an on-going process that will continue to be informed by project experience and

learning.

Type of Actor Number of

interviews Average time

Agriculture assessment

Farmers 14 2-3 Hours

MFI’s 3 45 Minutes

Farmer associations 3 45 Minutes

Banks (commercial & Islamic) 4 45 Minutes

Farmer cooperatives 1 45 Minutes

Government representatives 5 1-1.30 Hour

Insurance companies 3 45 Minutes

Loan Grantee providers 1 45 Minutes

Retailers 9 1-1.30 Hour

Manufacturers / suppliers 4 1-1.30 Hour

Suppliers 5 1-1.30 Hour

Technical Advisors 2 45 Minutes

NGOs 1 45 Minutes

Type of Consultation Number of

consultation

Number of

participants

Household assessment

Focus group discussions 24 200

Key informant interviews 28 28


qualitative research.

Subsequent qualitative research work (see table) combined both focused group and key informant interviews and

followed a guided ‘conversation style’ methodology.

Separate focus group discussions were held with Jordanian women, Syrian women, Jordanian men (including

landlords), and Syrian men in Jerash, Ajloun, Mafraq, Irbid and Azraq. Groups included respondents of a range of

ages.

Key informant interviews were also conducted in Jerash, Ajloun, Mafraq, Irbid and Azraq. These also involved

Jordanian and Syrian women and men representatives of all age groups, but targeted those identified as influencers

at their respective communities, as well as landlords.

3. Target beneficiaries and their context

WIT targets high levels of water inefficiency in two distinct market systems:

• Agriculture and horticulture particularly farmers drawing on dwindling groundwater sources in northern

governorates, as well as the Jordan valley; and

• Households and communities (domestic users) in the northern governorates from both Jordanian host and

Syrian refugee communities.

The market assessment was used to further define and prioritise sub-groups amongst the two target groups at

which to focus opening WIT interventions and activity. It is important to emphasise that this prioritisation process

does not nor should it exclude other high water users in other farming or household communities. As the project

matures and identifies successful partnerships and practice changes, these will provide the basis on which WIT

scales up its interventions and expands to address the constraints facing other sub-groups amongst farmers and

households. With the above in mind, the following summarises and provides the rationale behind WITs initial

focus on specific agriculture and household target groups.

a. Agricultural water users

The scope of targets within agriculture and

horticulture is potentially very broad, both

geographically (including northern and eastern Badia

governorates to the Jordan Valley) as well as in terms

of farming systems (e.g. different horticulture

products and systems; fruit, olive and other tree

crops; and a diversity of agro-ecosystems in which

those crops are produced).

Consequently, it has been important for WIT to

focus, in the immediate term, in order to identify and

pilot a manageable range of innovations and practice

changes before it seeks to scale and expand its

outreach. Building on market systems good practice,

three criteria were applied to support this initial

prioritisation:

• Relevance in terms of significant use of groundwater sources

• Opportunity to realise water efficiency benefits

• Feasibility for WIT to intervene and stimulate sustained change


Based on the analysis above, WIT’s opening portfolio of interventions will target medium-sized stone fruit

and olive grove farmers in the Mafraq and Azraq governorates.

Criteria Assessment

Relevance

Mafraq and Azraq, in the east (Badia) are both significant agricultural production areas and

dependent upon groundwater sources. Groundwater consumption is high, annual rainfall low

and prevalence of both legal and illegal wells is high. Approximately 95% of agriculture in

Mafraq governorate is under irrigation.

The western highlands and Jordan Valley, whilst also being within the geographic scope of

WIT and large highly efficient agriculture and horticulture areas, nevertheless are less

dependent upon groundwater sources and, for that reason, are considered a lower priority to

the eastern target area.

Opportunity

Stone fruit and olive production has increased significantly in the Mafraq and Azraq areas, and

both crops require large quantities of water. Evidence suggests that previous market

incentives have driven this growth whilst not encouraging adoption of the best practices in

tree and crop production and water application.

Large numbers of medium-sized farms (i.e. 200-1000 dunam) operate and, as a group, account

for the greatest proportion of production and water use. Many of their production methods,

however, are significantly less water-efficient than the limited number of large-scale, more

professional farms. The scope for increasing water efficiency amongst the medium-sized farm

segment is, therefore, considerable.

Feasibility

Many large-scale producers are already relatively water efficient, whilst small-scale farmers

lack the commercial capacity to invest in modern practices and technologies. Unlike medium-

sized farmers, some smallholders are also the recurrent target of donor support and may be

expected to lack incentive to engage in a more market-oriented intervention such as WIT. It

therefore remains the medium-sized farmers who demonstrate both the capacity and

incentives to up-grade their systems and invest in more water-efficient technologies and thus

sustain practice changes if and where introduced. Suppliers of technologies and other relevant

inputs also recognise the potentially significant market amongst large numbers of medium-

sized farmers.


b. Household water users

In order to support initial targeting within the

household market system, WIT again used three

basic criteria to identify communities:

• Relevance with respect to being at high risk

from groundwater depletion

• Opportunity to realise water efficiency

benefits

• Feasible for WIT to intervene and stimulate

sustained behaviour change

Based on the analysis above, WIT’s opening portfolio of interventions will target all households across the

northern governorates of Jerash, Ajloun, Mafraq, Irbid and Azraq but focusing on practice-specific

behaviour change and technology investments within the house.

Criteria Assessment

Relevance

Jordan’s northern governorates (Jerash, Ajloun, Mafraq, Irbid and Azraq) have been those

most immediately affected by the influx of Syrian refugees. The rapid decline in groundwater

resources prior to the Syrian conflict has been accelerated immeasurably by the arrival of

almost 2 million refugees over a 5-year period – many of whom remain spread across the

northern governorates. Both host and refugee communities across the north are on ‘the front

line’ of Jordan’s water crisis.

Opportunity

The extent of the crisis in the northern governorates means water use and water saving is

high on the agenda for most households, Jordanian and Syrian alike. It is also the case,

however, that water conservation practices vary notably between these two communities

since water is more abundant in Syria and refugees have to adapt to the scarcity Jordanians

have lived with for many years. In this sense, there is opportunity to increase efficiency

amongst refugee communities and, at the same time, scope to reduce tensions between host

and refugee communities over water consumption.

Evidence also points to significant wastage in both communities through sub-optimal water

use practices, behaviours and investment decisions. The prevalence of available water saving

devices, water supply and recycling technologies varies significantly but, region-wide, uptake

rates are generally low. Opportunity exists to increase efficiencies through specific behaviour

changes and investment in appropriate technologies, particularly in kitchen and bathroom

environments where most water is currently used.

Feasibility

The level of water-conscious behaviour and practices appears to vary between communities,

households and individuals. Understanding of the impacts of different practices is variable and

prevailing efforts to raise awareness and encourage behaviour change appear to have had

inconsistent results. The variation in practices, however, and pockets of technology up-take

suggest changing water conservation behaviours – whilst difficult – is nevertheless possible.


1. Core market

systems

1. 1. Agriculture water saving ‘system’

The market system diagram shows the

supporting functions and rule functions that

are important for the effective functioning

of the market system for water saving in

agriculture.

The table below summarizes those

supporting functions and rules in the core market system for water in agriculture that will not be prioritized for

the opening portfolio of interventions of the WIT program.

Function/rule Why it is not prioritized

Water pressure Infrastructure-related challenge being addressed by sister USAID programme

Power Infrastructure-related challenge beyond the scope of WIT

Water quality Water supply and standards issues beyond the scope of WIT

Farmer systems

Agricultural systems / value chain decision-making is beyond the scope of

WIT, and is being addressed by other projects / donors (e.g. the Dutch

government and the World Bank).

Irrigation equipment Irrigation equipment is widely available, but promotion and advice about the

use of that equipment is limited

Infrastructure Infrastructure-related challenge beyond the scope of WIT

Water use monitoring and

regulation Utility-oriented capacity issue being addressed by sister USAID programme

Water theft & trust Policy / regulatory issue being addressed by sister USAID programme

Farmer livelihood strategies

Livelihood decision-making is beyond the scope of WIT, and is being

addressed by other projects / donors (e.g. the Dutch government and the

World Bank).

Farmer risk perception Feasibility challenge for WIT to address farmer-risk perception beyond

improved information & advisory flow

Agriculture market policies Policy issue beyond the scope of WIT

Water quotas & tariffs Policy issue beyond the scope of WIT

Political economy of water Politically / culturally charged issue beyond feasible intervention for WIT

Farmer perception of water

value

Feasibility challenge for WIT to address farmer-risk perception beyond

improved information & advisory flow


• b. Household water saving ‘system’

The market system diagram shows the supporting functions and rule functions that are important for the

effective functioning of the market system for water saving in households.

The table below summarizes those supporting functions and rules in the core market systems for water

conservation in agriculture that have not been prioritized for WIT’s opening portfolio:

•

Function/rule Why it is not prioritized

Water technologies Accessibility is not a constraint, rather marketing, promotion and information

availability

Water supply infrastructure Infrastructure-related challenge beyond the scope of WIT

Water supply & consistency Infrastructure and policy-related challenges beyond the scope of WIT

Water storage capacity Infrastructure-related challenge beyond the scope of WIT

Water tariffs The political economy of water pricing in Jordan renders this infeasible for

WIT intervention

Non-revenue water Utility-oriented capacity issue being addressed by sister USAID programme

Import taxes Policy-related issue beyond the scope of WIT

Construction codes Policy / regulatory issue in construction sector beyond the scope of WIT


2. Key constraints, capacities and incentives

To understand how and why the two systems for water conservation are not functioning effectively, the market

assessment set out to understand better the key constraint areas and the capacity and incentive challenges facing

the market players involved.

a. Agriculture market system constraints

The table below summarizes the constraints, capacities and incentives affecting those functions and rules identified

by the market system assessment as critical to water conservation in agriculture. The analysis focuses on the role

of medium-sized stone fruit and olive farmers in the market system and those constraints specific to this target

group. It is to be expected, however, that whilst some of these constraints will also affect other farmer groups –

e.g. horticulture producers in the north and Jordan Valley – WIT nevertheless expects to undertake further market

assessment before scaling up interventions and/or expanding its work in horticulture or other farming systems

associated with high levels of water use.

WIT’s initial market assessment has identified constraints for stone fruit and olive farmers in three key supporting

markets:

1. Water

conservation

practices

Constraints / Capacities / Incentives

1.1 Supply of

information and

advice on

conservation

practices

Constraints

The availability of quality information and advice on appropriate water conservation

best practices is limited and of varying relevance to the specific needs of individual

farmers and/or agro-ecosystem requirements. The current key sources of, and

associated constraints to, information and advice are:

• Internet-based research is undermined by limited differentiation or quality

assurance of information accessed and its relevance or otherwise to Jordanian

conditions.

• Academic institutions offer limited information but lack effective dissemination

strategies and much remains inaccessible to farmers

• Input suppliers are passive in extending information beyond larger scale clients

• Farmer Associations offer variable quality and sporadic information to members,

often subject to the vagaries of project funding / support

Capacities

Function/rule Key constraints

1

Supply of research, training and

information on water

conservation practices

1.1 Supply of information and advice on conservation practices

1.2 Research and development into conservation best practice

1.3 Water conservation skills development and provision

2

Supply of information, training

and standards on water

conservation technology

2.1 Supply of technical information and advice for technology application

2.2 Technology skills development and provision

2.3 Technology standards and quality assurance

3

Access to financial services

for conservation and technology

investment

3.1 Regulation of products and repayment terms

3.2 Financial product development

3.3 Bank staff skills development and provision


• Input suppliers of water soluble fertilizers and pesticides retain good information

about good farming practices which support the best results from their respective

products and are in regular and direct contact with farmers and farmer

associations

• Academic institutions produce graduates exposed to the latest thinking and

practices in agriculture production and water application and require those

graduates to undertake 3-month practical placement on farms

Incentives

• Input suppliers have strong financial incentives to ensure customers get the best

results from their products and remain loyal, repeat clients. They also have

incentive to make effective use of the internet as a marketing tool and to signpost

farmers to relevant/valid information and advice

• Academic institutions have incentive to place graduate interns with medium-sized

farmers able to offer breadth and depth of practical experience and learning

• Farmers/managers have economic incentives to optimize water efficiency and

reduce high time and energy costs associated with water pumping and use

1.2 Research and

development into

conservation best

practice

Constraints

Prevailing research and development into conservation practices and their commercial

benefits is academic in nature, not well related to on-farm realities, and poorly

disseminated. Key sources of R&D are:

• Farmer/manager experimentation based on trial and error is high risk and

fragmented in terms of wider dissemination and up-take

• NCARE undertakes research station-based R&D but which currently targets

smallholder production and is poorly disseminated

• Universities and research centers (international) undertake quality scientific

research targeting peer audiences. Genuinely applied research is limited and poorly

disseminated

Capacities

• Universities and research centers retain rigorous R&D capabilities and

independence with the potential to undertake high quality applied research and

economic analyses

• Input suppliers often have significant R&D budgets and capability supporting

product development and innovation and have practical on-farm demonstration

experience

Incentives

• Universities and research centers increasingly seek opportunity to demonstrate

more applied research skills and value collaboration with private sector partners

• Input suppliers can exploit the marketing potential of improved and independent

R&D, and in particular robust cost-benefit data associated with improved practices

1.3 Water

conservation skills

development and

provision

Constraints

Formal and informal skills development for farmers/managers remains limited. Few

medium-sized farmers access consistent supplier support and no formal training

courses currently exist outside longer-term degree and diploma curricula.

• Input suppliers do not target medium-sized farmers/managers with the limited after

sales support currently available

• Commercial training providers do not currently offer agriculture or water

conservation specific training

Capacities

• Input suppliers do provide valued advice and support to larger clients and those

farmers/managers actively seeking advice and information


• Commercial training providers including larger academic institutions and specialized

private training businesses offer a range of competitive short courses in other

sectors/subjects and have established procedural and pedagogical capabilities

Incentives

• Input suppliers recognize the value addition of embedded advice to key clients

although currently do not appear to classify medium-sized farmers/managers as

such

• Commercial training providers have strong incentives to diversify into any training

area with strong demand, including agriculture

2. Water

conservation

technologies


2.1 Supply of

technical

information and

advice for

technology

adoption

Constraints

The flow of technical advice and information on irrigation layout, operation and

maintenance is constrained by the limited outreach of a small number of

suppliers/distributors and traditional reticence of some farmers/managers to seek and/or

follow advice. Limited competition in the market (three primary providers offering 3

differentiated quality products) has not encouraged active product marketing and

information flow, nor significant after sales support to any other than the largest of

customers. Suppliers target niche segments of the market and greater competition has

only recently emerged.

Capacities

• Technology suppliers have extensive expertise, knowledge and information on

irrigation deployment and use and, subject to capacity, respond to requests for

information/advice from customers. Two recent international market entrants bring

with them international expertise and more pro-active pre- and post-sales business

models and have rapidly raised their profiles in Jordan

Incentives

• Technology suppliers have strong financial incentives to provide support to ensure

products are correctly used and maintained, to secure customer loyalty and to

compete with growing competition in the Jordanian market

• Farmers/managers have incentive to seek advice and support to irrigation deployment

where advice is deemed independent and of high quality

2.2 Technology

skills

development and

provision

Constraints

Formal skills development on irrigation installation and operation remains limited.

Suppliers do not offer training to medium-sized farmers/managers and no formal training

courses exist outside degree and diploma curricula.

Capacities

• Commercial training providers including larger academic institutions and specialized

private training businesses offer competitive short courses in other subjects and have

established procedural and pedagogical capabilities

• Technology suppliers retain hands-on expertise of irrigation set-up and use and

currently offer informal training to larger customers

Incentives

• Commercial training providers have strong incentives to diversify into any training

area with there appears to be a strong demand

• Technology suppliers, particularly new entrants, have incentives to collaborate with

training providers to compliment marketing and awareness raising strategies

2.3 Technology Constraints


standards and

quality assurance

Credible information on irrigation technology product and part standards and quality is

not available, constraining farmer ability to differentiate between products beyond retail

price. Jordan’s standards agency is not currently active in the irrigation technology market.

Capacities

• Jordan Standards and Metrology Organization provides recognized national testing,

calibration, standardization, quality assessment and accreditation services in multiple

sectors

Incentives

• Jordan Standards and Metrology Organization is mandated to provide consumer

confidence in products and materials on the market, including in the agriculture sector

• Technology suppliers offering quality products on the Jordanian market have incentive

to maintain industry standards and protect their competitive advantage against poorer

quality products and imports.

3. Access to

finance Constraints / Capacities / Incentives

3.1 Regulation

of products and

repayment

terms

Constraints

Whilst current banking regulations provide for the Agricultural Credit Corporation to

offer farmers products with flexible / seasonal repayment terms, commercial and Islamic

banks and MFIs are restricted in offering anything other than monthly repayment terms and

which are unattractive for farming customers. The Central Bank as regulator, governs the

terms of products offered by formal providers and currently restricts those terms

Capacities

• Central Bank, as regulator, has autonomy in setting and reforming regulations and

more flexible regulations already exist even if, currently, applicable only to ACC

• Banks & MFIs have capacity to develop and roll out new products subject to the

regulatory framework set by the Central Bank

Incentives

• Central Bank is under pressure from Government and World Bank to extend greater

lending to both agriculture and, importantly, in support of water saving technologies

and investments

• Banks & MFIs have incentive to respond to regulatory reform and deploy preferential

funding available for water conservation purposes but which is currently under-utilized

3.2 Financial

product

development

Constraints

The majority of farmers resort to informal sources of finance – primarily product

wholesalers or ‘commissioners’ – that offer flexibility of access and terms. Formal

providers (commercial and Islamic banks, MFIs) do not currently offer products with terms

tailored to the needs of the agriculture sector.

• Formal finance providers do not target the agriculture sector, lack products and

expertise relevant to the sector and perceive it as high risk

• Technology suppliers offer credit to preferred clients but outreach is limited and

inconsistent

Capacities

• Formal finance providers have proven and increasing capacity in relevant contexts such

as small business lending and in supporting targeted sectors and technology

investments such as solar energy

• Loan insurance providers offer products in support of many existing lending products

and have established relationships with formal finance providers

• Technology suppliers have established protocol for credit provision as well as loan

insurance service linkages


Incentives

• Formal finance and insurance providers have commercial incentive to lend (and insure

lending) to a wider and more diverse customer base where risk levels are perceived as

acceptable

• Technology suppliers benefit from sales supported by credit provision and cover risk

through interest charges

3.3 Bank staff

skills

development

and provision

Constraints

The limited ‘offer’ from formal finance providers to the agriculture sector means

knowledge and experience of the sector is limited amongst bank and MFI staff.

Capacities

• Banks & MFIs routinely invest in internal capacity building to ensure staff remain up-to-

date with new products and procedures and have established mechanisms for both

internal and external staff training

Incentives

• Banks & MFIs operate in a competitive market and lending forms a primary source of

business revenue. Subject to risk assessment, formal lenders have incentives to increase

their client base in agriculture and thus to establish the in-house understanding and

capacity to serve that market segment

b. Household market system constraints

The table below summarizes the constraints, capacities and incentives affecting those functions and rules identified

by the market system assessment as critical to household water conservation. The assessment explored market

constraints from the perspective of all beneficiary groups in the northern governorates, including both Syrian and

Jordanian women and men, and Jordanian landlords. The assessment has identified constraints in two important

supporting markets:

1. Informatio

n on water

efficient

practices


1.1

Information on

water efficient

practices and

behavior

Constraints

Evidence suggests prevailing water use/practices, and thus sources of inefficiency/waste; vary

significantly between communities (i.e. Syrians and Jordanians) and individuals (i.e. women &

men, adults & youth). The quality and effectiveness of information and communications on

appropriate water saving practices and behaviors is limited. Generic awareness and advocacy

efforts have had disappointing results due to unclear targeting and fragmentation because of

over-reliance on donor/project funding. The current key sources of, and associated

constraints to, information flow are:

• Public campaigns are poorly targeted, carrying generic messages focused on the holistic

Function/rule Key constraints

1 Information on water efficient

practices, behaviors & impacts

1.1 Information on water efficient practices and behavior

1.2 Awareness of water situation and risks

2

Supply and marketing of water

saving devices and water

supply/recycling technologies

2.1 Marketing and promotion of water saving devices

2.2 Marketing and promotion of water supply/recycling technologies

2.3 Access to finance for water supply/recycling investment


water challenge

• Donor/INGO/project initiatives also tend to be generic, sporadic and poorly

coordinated

• Private sector contribution to information on water efficiency is minimal

• Community/religious leaders’ communications are limited outside of INGO/project

collaborations

Capacities

• Water utilities retain direct contact with all households through billing and other

communications and have some experience in water conservation messaging

• Ministry of Awqaf & Islamic Affairs / Religious leaders enjoy significant influence on the

perceptions and behaviors of many households in Jordan and across a range of issues

• Private companies deploy a range of marketing tactics for product sales, but are not

experienced in ‘extra’-product messaging and advocacy

• Ministry of Water & Irrigation has experience in water conservation messaging and

advocacy, albeit in the form of more generic campaigns

Incentives

• Water utilities have strong incentives to promote water conservation and to identify

more effective advocacy tactics

• Ministry of Awqaf & Islamic Affairs / Religious leaders recognize their role in community

affairs and the significance of the water situation in many communities

• Private companies have incentives both to link promotion of appropriate products with

water conservation objectives, as well as to be seen as responsible businesses

• Ministry of Water & Irrigation has incentive to promote water conservation and to

identify more effective advocacy tactics

1.2 Awareness

of water

situation and

risks

Constraints

The quality and effectiveness of awareness raising as to the nature and extent of the water

situation and associated risks in Jordan is variable and recognition as well as response

amongst communities (Jordanian and Syrian) varies. The primary actors in more general

awareness raising include:

• Ministry of Water & Irrigation coordinates various awareness campaigns from its own

and external budgets but lacks a definitive and consistent strategy

• Water utilities collaborate in awareness campaigns with government and external

partners but are otherwise relatively passive and/or ad hoc in their communications

• Media engages in the debate on water issues on an ad hoc basis but the quality of

interrogation and discourse varies

• Donor/INGO/project initiatives continue to support other market actors financially and

technically in awareness efforts

Capacities

• Ministry of Water & Irrigation has experience of awareness raising but limited capacity

to learn from previous efforts and improve/innovate its approach

• Water utilities also have experience but lack ability to assess and learn from previous

experiences. They also have direct and recurrent communication with all households

• Media has strong investigative capabilities but their application to the water sector/issues

varies

Incentives

• Ministry of Water & Irrigation has strong incentives to strengthen the quality of

awareness raising and to raise its profile/reputation in this regard

• Water utilities have strong incentives to demonstrate their capacity and public

responsibility in awareness raising


• Media has incentive to address issues of interest to the general public and to hold public

and private sector actors to account

Content

development

for targeted

communication

(1.1) and

awareness

raising (1.2)

Constraints

The impact of information, messaging and advocacy initiatives is affected by the quality of

content and communication methods. Specialist expertise exists in these spheres but its use

is variable.

Capacities

Communication specialists exist in Jordan with creative expertise in communications and

advocacy but which has not been routinely drawn upon in the water use space to-date

Incentives

Communication specialists will benefit commercially and reputation wise from a more

diversified and sustainable work stream if able to develop services and/or specialize in water

/ environmental conservation communications

2. Water saving

devices &

supply/

recycling

technologies


2.1 Marketing and

promotion of

water saving

devices

Constraints

Water saving devices is generally available in the market, but irregularly stocked by many

retailers in northern governorates. Previous ‘free’ handouts may have played a role in

this and/or modest demand. Significant is the lack of information and differentiation

between products available, and that most decision-making appears to be based on price.

The level of consumer research activity, including understanding what actually motivates

people to invest in their products, does not seem to be a priority for suppliers or

retailers (who tend to be general hardware stockists).

Capacities

• Device suppliers market and promote water saving devices, but tend to focus efforts

on Amman and other urban markets. There is one Jordanian manufacturer/supplier,

and multiple imported good suppliers in Jordan

• Hardware retailers stock and/or can easily source water saving devices and have

experience in marketing various products in their stores

Incentives

• Device suppliers have incentives to extend sales beyond larger urban markets if

volumes are sufficient to support distribution

• Hardware retailers have some but limited incentives since water saving devices

represent a small proportion of their business

2.2 Marketing and

promotion of

water supply/

recycling

technologies

Constraints

Water supply/recycling technologies exist on the market, although alternatives appear to

be limited:

• Water supply technologies (e.g. rainwater catchment systems) have a long history in

Jordan, are familiar technologies to many, and in WIT target areas have also been

promoted (and subsidized) by previous donor-funded programmes. Current systems

available are bespoke construction requiring professional construction services,

which are available. Wider up-take and construction contractor promotion has been

limited. Rainwater catchment is particularly relevant to those living in highland and


higher rainfall areas

• Water recycling technologies (e.g. greywater systems) have also been promoted (and

subsidized) by previous donor-funded programmes. However, a limited number of

products are actively promoted in the market. Research into alternative technologies

(e.g. by RSS) has generated other options but which have yet to find their way onto

the market

Lack of cost-benefit analyses of these products, and thus their ‘internal rate of return’ for

households, has limited assessment of demand as well as for potential financing options.

Access to finance may be influencing some household decision-making.

Capacities

• Water supply technology installation contractors have appropriate construction skills

and capacity and a number have existing experience of project-specific design

options, but appear to offer few design (or scale) alternatives

• Water recycling technology suppliers have experience in these and other product

promotion as well as existing distribution networks

• Research & Development institutions (e.g. RSS) have research capacity but no

marketing or distribution experience and have struggled to get innovations to market

Incentives

• Water supply technology installation contractors have incentives to promote their

services in high rainfall areas, but are unlikely to specialize in the service. Evidence

suggests there is unmet demand for such systems in some areas

• Water recycling technology suppliers have incentive to stock and sell more and

different technologies where they perceive there to be a market

• Research & Development institutions have some incentive to promote their

innovations, but institutions such as RSS are primarily incentivized by research

funding and profile rather than commercial product development and retail

• Homeowners appear to be most responsive to financial incentives to reduce the

costs of managing water. Water conservation messaging appears to have had limited

impact on technology uptake compared to financial incentives for water conservation

• Tenants, including Syrians, are generally not responsible for their water bill. They

continue to have financial incentive to conserve water if this reduces the number of

additional water trucks purchased, but as tenants they lack incentive to invest in fixed

water saving or supply technologies

• Landlords have different incentives depending on the nature of tenancy agreement.

Many pay or share water bills with tenants and therefore have a financial incentive to

invest in water efficient fixtures for their rental properties. Some require tenants to

cover the bills and have less immediate incentive to invest in water saving

technologies

• Owners, landlords & tenants may all have some incentive to respond to social and/or

religious motivations to conserve water and secure their children’s health and well-

being, but financial incentives appear to be strongest


2.3 Access to

finance for water

supply/recycling

investment

Constraints

• Demand. There appears little financial constraint for households to purchase water

saving devices, but supply and recycling technologies constitute larger investments.

Many households are open to borrowing finance for household and personal items,

and many have or have had multiple loans in the past. Decisions on borrowing

depend on the perceived importance of the investment and the perceived length of

‘payback’ from the item purchased. Data on the payback period for rainwater

catchment and greywater systems remain limited. Different households will also

priorities investment in water conservation differently and this will be influenced by

existing levels of indebtedness.

• Supply. Product availability and promotion are the two main supply-side constraints.

Lending requirements may be modest regarding water saving technologies and thus

only attractive to MFIs. Whether or not that is the case, there is little product

marketing and promotion targeting water saving technologies despite some history of

preferential lending initiatives to stimulate environmentally-oriented investment

Capacities

• Financial institutions, particularly MFIs, have capacity and experience in developing

and offering lending products suitable for smaller investments

Incentives

• MFIs have commercial incentives to provide finance to households and the recent

national financial inclusion strategy further incentivizes the industry to innovate on

products and geographical outreach


3. Map of supporting market actors and their linkages

This section maps and summarizes the market actors and their relationships in each of the prioritized supporting

markets in agriculture and household market systems.

a. Agriculture market system actors

i. Water conservation practices

• Figure 1 depicts the range of market system actors involved in the provision of information on water conserving agricultural practices. Descriptions of each actor are given in the table below the figure and further analysis of the quality of information provided is detailed in Annex 10.2

Figure 1. Market system actors providing information on water conserving agricultural practices


Market actor Description

Farmers

Several hundred medium-sized stone fruit & olive farmers (landholding between 200 &

1000 Dunam). Wide variation of water conservation practices found with regards

production techniques and tree/crop management.

Demonstration

effect

Peer-to-peer learning and exchange. Significant technique transfer but fragmented,

inconsistent and may result in transference of sub-optimal techniques.

Input suppliers

Variety of tree/crop input suppliers includes seed/plant suppliers and water-soluble

fertilizers and pesticides. The market includes a small number of large-scale international

suppliers and several smaller and/or national distributors.

Academia Training and research institutions, including universities and schools. Only 3 or 4

specialize in the agriculture sector.

Media Wide variety of traditional and multi-media players including TV, Radio and newspapers,

internet and social media operators.

Technical

advisors

A very limited number of individuals/small businesses offering agri-business advisory

services in specific technical fields often service agri-business and supplier clients and

some larger farmers. Includes some academic/research personnel freelancing in their

own time.

National Center

for Agricultural

Research and

Extension

(NCARE)

Provides agricultural research and extension on agriculture and sustainable development,

and capacity building for researchers and extension agents. Government funded, but

collaborates with local, national and international partners on training provision and

learning.

Training

institutions

Institutes that are specialized in providing formal training in certain disciplines. Only 3-4

specializes in the agriculture sector.

Internet fora Web-based sites offering information and advice on wide variety of water-efficient

production techniques for numerous crops and environments.

Product buyers

Approx. 200 wholesalers of multiple agricultural products, including fruits and olives, and

provide some informal advice on production and market issues to key clients. Also

provide flexible sources of informal lending at varying but relatively high interest rates

and often linked to sales agreements.

Ministry of

Agriculture

(MOA)

Responsible for achieving the government’s integrated agricultural development goals in

terms of production and productivity increase both quantitative and qualitative.

Ministry of

Water &

Irrigation (MWI)

Responsible for the overall monitoring of the water sector, water supply and wastewater

systems and the related projects, planning and management, the formulation of national

water strategies and policies, research and development, information systems and

infrastructure procurement.

ii. Water conservation technology adoption

• Figure 2 depicts the range of market system actors involved in the provision of information on water conserving agricultural technologies and the supply of such technologies. Black arrows represent the flow of information on water conserving technologies and red arrows represent the flow of water conserving technologies. Some of these

actors are involved in both the provision of information and technologies, whereas others only provide information. Descriptions of each actor are given in the table below the figure and further analysis of the quality of information

provided is detailed in Annex 10.2


Figure 2. Market system actors providing information on water conserving agricultural technologies and

supplying water conserving agricultural technologies


Farmers

Several hundred medium-sized stone fruit & olive farmers (landholding between 200 &

1000 Dunam). Significant numbers access informal finance from buyers

(commissioners). Smaller numbers access credit and formal bank finance.

Demonstration

effect

Peer-to-peer learning and exchange. Significant information and recommendation

transfer but fragmented, inconsistent and may result in transference of sub-optimal

practices and skills.

Commissioners

Approx. 200 wholesalers of range of agricultural products, including fruits and olives

that act as flexible sources of informal lending at varying but relatively high interest

rates and often linked to sales agreements.

Training institution Institutes that are specialized in providing formal training in certain disciplines. Only 3-

4 specializes in the agriculture sector.

Technical advisors

A very limited number of individuals/small businesses offering agri-business advisory

services in specific technical fields often service irrigation suppliers and some larger

farmers. Includes some academic/research personnel freelancing in their own time.

Technology

suppliers

Commercial businesses specializing in provision of irrigation (primarily drip irrigation)

technologies and parts, to farmers of all different crops and geographies.


Academia Training and research institutions, including universities and schools. Only 3 or 4

specialize in the agriculture sector.

Internet fora Web-based sites offering information and advice on wide variety of irrigation

technologies for numerous crops and environments.

Technology

retailers

Individuals or small businesses selling irrigation and water equipment and parts to

farmers, often in relatively small quantities.

Ministry of Water

& Irrigation (MWI)

Responsible for the overall monitoring of the water sector, water supply and

wastewater systems and the related projects, planning and management, the

formulation of national water strategies and policies, research and development,

information systems and infrastructure procurement.

Jordan Standards

and Metrology

Organization

(JSMO)

Provides technical testing protocol, advice and information on product standards and

quality in Jordan based on agreed Jordanian Standards and/or Technical Regulations

and/or Normative documents and/or related studies.

Royal Scientific

Society (RSS)

RSS is the largest applied research institution, consultancy, and technical support

service provider in Jordan and is a regional leader in the fields of science & technology.

It provides expert testing and calibration services. With over 25 specialized locally &

internationally accredited laboratories.

Manufacturers Businesses manufacturing irrigation and other water-related technologies and

equipment.

Technology

importers

Businesses or individuals that import and distribute irrigation and equipment from

international manufacturers

iii. Access to finance for conservation and technology investment

• Figure 3 depicts the range of market system actors involved in the supply of formal and informal financing for water conserving agricultural technologies. Red arrows represent the flow of regulation and product development in the

formal sector. Black arrows represent the flow of formal finance for water conserving agricultural technologies. And blue arrows represent the flows of informal sources of finance for water conserving agricultural technologies.

Descriptions of each actor are given in the table below the figure and further analysis of the quality of information provided is detailed in Annex 10.2


Figure 3. Market system actors involved in the provision of formal and informal financing for water conserving

agricultural technologies


Farmers

Several hundred medium-sized stone fruit & olive farmers (landholding between 200 & 1000

Dunam). Significant numbers access informal finance from buyers (commissioners). Smaller

numbers access credit and formal bank finance.

Commissioners

Approx. 200 wholesalers of range of agricultural products, including fruits and olives that

act as flexible sources of informal lending at varying but relatively high interest rates and

often linked to sales agreements.

Central Bank of

Jordan The regulatory entity responsible for all formal financing institutes and monetary policy.

Commercial

Banks

A total of 23 formally registered financing institutions that are licensed by the Central Bank

of Jordan, chartered by the government, and subject to banking regulations and supervision,

that provide commercial financial products to cooperate and individuals

Islamic banks

A total of 4 formally registered financing institutions that are licensed by the Central Bank

of Jordan, chartered by the government, and subject to banking regulations and supervision,

that provide financial products based on the Islamic economics rules to cooperate and

individuals


Microfinance

Institutions

(MFIs)

A total of 9 formally registered MFIs that are licensed by the Central Bank of Jordan to

provide loans for low income population

Agricultural

Credit

Corporation

(ACC)

Publicly funded entity charged with contributing to the comprehensive agricultural and rural

development through the provision of financial services to the agricultural sector, including

through an array of commercial and subsidized lending instruments.

Community

Based

Organizations

(CBOs)

Civil society organizations that operate within a single local community, often established

through donor and/or government initiatives.

Technology

suppliers Business that provide water saving equipment and technology for farmers and households

Technology

retailers

Individuals or small businesses selling irrigation and water equipment and parts to farmers,

often in relatively small quantities.

Manufacturers Businesses manufacturing irrigation and other water-related technologies and equipment.

Technology

importers

Businesses or individuals that import and distribute irrigation and equipment from

international manufacturers


b. Household market system actors

i. Information on water efficient practices and water situation

• Figure 4 depicts the range of market system actors involved in the supply of information on water efficient practices and the general water situation in Jordan. Black arrows represent the flow of general water situation information and red arrows represent the flow of information on water efficient practices. Some actors are involved

in both types of information provision and this is reflected with both black and red arrows. Descriptions of each actor are given in the table below the figure and further analysis of the quality of information provided is detailed in

Annex 10.2

Figure 4. Market system actors involved in the provision of information on water situation in Jordan and water

efficient practices


Households

Approx. 314,164 Jordanians and 235,784 Syrian refugees live in the Mafraq governorate

(85,000 in camp), approximately 62,833 & 30,157 households respectively. Approx.

157,162 Jordanians and 18,917 Syrian refugees live in the Ajloun governorate

approximately 31,432 & 3,783 households respectively.

Landlords Landlords (exact number unknown) provide accommodation for both Syrian and

Jordanian families.

Manufacturers Businesses manufacturing water saving devices, technologies and equipment.

Suppliers Businesses that supply and distribute water saving equipment and technologies.


Retailers Individuals or businesses that sell or retail water saving equipment and technologies,

often in relatively small quantities.

Contractors An individual or business that constructs rainwater catchment systems.

Plumbers An individual or business that installs and maintains grey water recycling and/or other

household water appliances.

Community based

organization (CBO)

Provides a range of information to households determined by donor priorities and

funding.

Ministry of Water

& Irrigation (MWI)

Responsible for the overall monitoring of the water sector, water supply and

wastewater systems and the related projects, planning and management, the

formulation of national water strategies and policies, research and development,

information systems and infrastructure procurement.

Yarmouk Water

Co. The water utility that is responsible for water supply in the northern governorates.

ii. Water saving devices and water supply/recycling technologies

• Figure 5 depicts the range of market system actors involved in the supply of water savings devices and rainwater catchment and grey water systems. Black arrows represent the supply of water savings devices and red arrows

represent the supply of rainwater catchment and grey water components and/or construction. Descriptions of each actor are given in the table below the figure and further analysis of the quality of information provided is detailed in

Annex 10.2

Figure 5. Market system actors involved in the supply of water saving devices and increased storage/re-use

technologies


Market

actor Description

Households

Amongst both Jordanian and Syrian households, water saving device ownership is unknown.

Estimates suggest that 30-40 % of households in Irbid governorate have rainwater catchment

technologies, and that 30-40 % in Mafraq has greywater technologies installed in part or all

of their houses.

Plumbers An individual or business that installs and maintains water supply or recycling technologies

and systems and/or other household water appliances.

Manufacturers Businesses manufacturing water supply or recycling technologies and systems.

Suppliers Businesses that supply and distribute water supply or recycling technologies and systems.

Retailers Individuals or businesses that sell or retail water supply or recycling technologies and

systems, often in relatively small quantities.

Individual

contractors An individual who constructs rainwater catchment systems.

Private

construction

companies

A business that constructs houses and rainwater catchment systems.

4. Vision for the future

Sustainability lies at the heart of WIT’s approach to stimulating more efficient and resilient systems for increased

water efficiency in agriculture and households. The follow section builds on the preceding analysis and sets out

WIT’s overarching vision for both markets and how they will deliver and, importantly, continue to deliver lasting

water efficiency benefits for Jordan.

a. Agriculture market system vision

WIT’s vision for agriculture is one in which farmers and farm managers in both agriculture and horticulture sectors

apply increasingly water-efficient production techniques and irrigation technologies and practices appropriate for

the range of crops and agro-ecosystems in which they operate. More water-efficient farm practices and decision-

making will be supported by enhanced quality and delivery of services including:

• More and better embedded pre- and post-sales advice on good production practices and techniques

from input suppliers and research partners using appropriate tools and fora;

• Practical and accessible formal and informal training opportunities in water-efficient production and

irrigation installation, management and operation skills

• Improved marketing and supply of quality differentiated water-efficient irrigation systems and equipment

targeting medium-sized farm businesses;

• Increasing access to more appropriate and secure formal finance products under flexible repayment

terms and conditions; and

• Increasing access to secured credit options offered by technology suppliers and manufacturers.

b. Household market system vision

WIT’s vision for the household market system is one in which both Jordanian and Syrian households and individuals

within those households recognize and act upon individual and household-level benefits, adopt increasingly water-

conscious and water-efficient behaviors and practices, and invest in a range of appropriate technologies and devices


designed to save water, increase water supply options or recycle household water. More water-efficient household

practices and decision-making will be supported by enhanced quality and delivery of services including:

• Development and delivery of more behavior-specific and actionable information and advocacy on

water-efficient practices by a range of private and public stakeholders targeting the financial and

other incentives driving water use behaviors;

• More effective, targeted and complimentary awareness raising about the nature and extent of

Jordan’s water challenge by appropriate utilities, government and media organizations;

• Improved marketing and supply of appropriate and cost-effective water saving devices, water supply

technologies and water recycling systems; and

• Increasing access to appropriate formal and informal finance and credit products targeting household

investment in water saving devices, water supply technologies and water recycling systems.

5. Intervention plans – opening portfolio

This section describes an opening portfolio of WIT interventions in the two market systems. The portfolio seeks

to address the immediate challenges and priorities identified by the market assessment and preceding analysis. In

particular, an opening portfolio has been identified that responds to three important operational criteria:

• Prioritization of the most urgent and significant constraints to improved water-efficiency in target

agriculture and household communities

• Identification of those interventions that, based on WIT constraints and partnerships analyses to-

date, offer greatest opportunity for water-efficiency impact

• Recognition of the need to balance WITs portfolio in terms of the risk profile of activities and

potential partnerships, and the expected investment (time and resource) required for different

interventions

Based on these criteria, the following two sections describe WIT’s opening portfolio in the agriculture and

household market systems respectively. It must be emphasized that this is an ‘opening’ portfolio subject to review,

development and expansion, as appropriate and as WIT’s understanding of the two market systems and their

players evolves, and as initial partnerships provide learning and new intervention opportunities.

a. Supporting water conservation in agriculture

Within the opening agriculture portfolio there will be three intervention areas comprising of nine specific

interventions:

Intervention Area Opening interventions

1

Supply of research, training

and information on water

conservation practices




2

Supply of information, training

and standards on water

conservation technology

2.1 Supply of technical information and advice for technology

application



3 Access to financial 3.1 Regulation of products and repayment terms


The tables below provide more detail on each intervention including the intervention-level vision system and

behavior change objectives; and the proposed opening activities. Where possible and appropriate, relevant

partnership options are identified against the various activities.

i. Intervention Area 1: Water conservation practices


Vision

Medium-sized stone fruit and olive farmers and farm managers access and apply relevant and high quality information and advice on water conserving production practices provided by trusted input suppliers and research sources.

Systemic Change

• Providers of information and advice make better use of those information dissemination pathways relevant to and actively used by medium-sized farmers/farm managers

• Greater recognition of and trust in high quality and relevant sources of information and advice

Behavioral Change

Input suppliers

• Recognize the business case for embedding practice change advice and information in support of more effective application of their inputs

• Cooperate with retailer networks to strengthen practice information and extension advice and messaging

Researchers and research centers

• Strengthen dissemination pathways for technical and economic research outputs in collaboration with input suppliers and medium-sized farmers / representatives

Farmers and farm managers

• Informed and discerning as to where they should access internet-based information and advice

• Pro-actively seeking best practice advice and guidance from input suppliers (e.g. water-borne pesticides, fertilizers etc.)

Opening interventions

Activities Partner/options (if known)

i. Assess and categorize decision-making processes & responsibility for day-to-day on-farm water conservation practices between owners and managers in the medium-sized stone fruit and olive sectors

Miqdadi Agricultural materials; Syngenta Agro Services; Jordan Insecticide & Agro Treatment Manufacturing; Alqawafel Agro Industrial; Del Monte Arabia

ii. Assess the respective will and skill of input suppliers to pilot embedded extension models and select partners amongst water soluble fertilizer and pesticide suppliers


iii. Develop and negotiate WIT support ‘offer’ to facilitate, monitor and measure results of embedded extension model pilot(s)


services for conservation and

technology investment




iv. Support selected input supplier partners to design and pilot viable embedded extension model in collaboration with retailer networks


v. Identify academic/research institutions with existing relevant, applied technical and economic research material and support development of appropriate dissemination strategies and partnerships (e.g. supplier marketing, internet/social media etc.) targeting appropriate farm decision makers (farmers and/or farm managers)

TBC


Vision

The quality and relevance of information and advice into water conservation practices is enhanced as a result of more applied and collaborative research and development undertaken by researchers, input suppliers and farmers/farm managers.

Systemic Change

• Water conservation practices are informed by credible research and experimentation undertaken under relevant Jordanian agro-ecological conditions and medium-sized farming systems and management conditions

Behavioral Change

Universities and research centers

• Collaborate with input suppliers and farmers/farm managers to undertake context-relevant applied research to inform water conservation practices

• Recognize input suppliers and farmers/farm managers as primary audience and clients of research activities

Input suppliers

• Collaborate with applied researchers to inform best practices in the use of their inputs

• Recognize the commercial value of customers utilizing production practices that maximize the results of their inputs


• Recognize the benefits of applying good production practices to maximize the results of inputs applied



i. Assess the respective will and skill to pilot collaborative research and select input supply partners amongst water-borne fertilizer and pesticide suppliers

TBC. E.g. Bayer Crop Science Jordan; Nippon Jordan Fertilizer Co

ii. Identify academic/research institutions with the will/skill to collaborate with private sector partners in developing and disseminating water conservation practice and economics information and outputs

E.g. JUST; University of Jordan

iii. Support research partners to establish input supplier (& farmer) partnerships to design and deliver applied research collaboration(s) into water conservation best practice and associated economics, including viable dissemination

TBC


strategies targeting appropriate farm decision makers (farmers and/or farm managers)

iv. Support collaborating partners to monitor (and adapt to) uptake and results amongst medium-sized farmers

TBC


Vision

Medium-sized stone fruit and olive farmers and farm managers access formal sources of skills training and development in water conservation techniques. Quality skills development services are developed and offered by commercial training providers.

Systemic Change

• Commercial training products in water conservation practices are developed that target medium-sized (and other) farmers/farm managers

Behavioral Change

Commercial training providers

• Develop and offer appropriately priced short courses on water conservation practices

• Recognize the demand and commercial opportunity represented by medium sized farmers/farm managers

Input suppliers

• Collaborate with commercial training providers in the provision of formal training


• Recognize the value of and invest in practical skills development on water conservation techniques



i. Assess the respective will and skill of commercial training providers to develop and pilot short, practical training courses (in collaboration with input firms as appropriate) targeting medium-sized farmer/farm manager customers

TBC

ii. Support training provider partner(s) to undertake demand and needs assessment for a training offer targeting medium-sized stone fruit and olive farmers/farm managers

TBC

iii. Develop and negotiate WIT support ‘offer’ to training provider partner(s) to design and cost appropriate course curricula and methodologies; market and pilot course delivery

TBC

ii. Intervention Area 2: Water conservation technology adoption

2.1 Supply of technical information and advice for technology adoption

Vision

Suppliers of irrigation systems and equipment provide medium-sized stone fruit and olive farmers and farm managers with high quality information, advice and guidance on optimal irrigation installation, operation and maintenance.

Systemic Change

• Increased market competition strengthens incentives amongst suppliers to invest in pre- and post-sales services

• Installation, operation and maintenance information and advice becomes the norm in supplier/distributor business models

Behavioral Change

Technology suppliers

• Invest in advisory and training services (including on-site visits where appropriate) to irrigation customers



• Recognize the value of and respond to supplier advice on irrigation installation, operation and maintenance



i. Assess the respective will and skill to pilot embedded extension and advisory models and select technology supply partners

Hunter Industries, Jain Irrigation, Netafim, Arzaq Group, Mais Irrigation, Jordan Greenhouses, Arab Greenhouses

ii. Develop and negotiate WIT support ‘offer’ to facilitate, monitor and measure results of embedded extension and advisory model pilot(s)


iii. Support selected technology supply partner(s) to design improved embedded extension and advisory pilot(s)



Vision

Medium-sized stone fruit and olive farmers and farm managers access and invest in relevant and appropriately priced formal training on irrigation installation, operation and maintenance provided by high quality, commercial training providers.

Systemic Change • Commercially run, practical training offers target medium-sized (and other) farmers/farm managers investing in irrigation systems and equipment

Behavioral Change

Commercial training providers

• Develop practical, short courses on irrigation installation, operation and maintenance targeting key agriculture and horticulture markets, including stone fruit and olive farmers/farm managers

• Recognize the potential market in the medium and large scale farming community


• Recognize the commercial opportunity to collaborate with formal training providers in training on irrigation system installation, operation and maintenance


• Recognize the value or, and invest in, appropriate and quality short courses on irrigation installation, operation and maintenance



i. Assess the respective will and skill of commercial training providers to develop and pilot short, practical training courses (in collaboration with technology firms as appropriate) targeting medium-sized farmer/farm manager customers

The Consultative Centre for Science & Technology; Abdul Hameed Shoman Foundation

ii. Support training provider partner(s) to undertake demand and needs assessment for a training offer targeting medium-sized stone fruit and olive farmers/farm managers

The Consultative Centre for Science & Technology; Abdul Hameed Shoman Foundation

iii. Develop and negotiate WIT support ‘offer’ to training provider partner(s) to design and cost appropriate

The Consultative Centre for Science & Technology;


course curricula and methodologies; market and pilot course delivery

Abdul Hameed Shoman Foundation


Vision

Irrigation systems and equipment are subject to credible and transparent standards and quality assessment procedures and which inform farmer irrigation technology investment decisions.

Systemic Change

• Irrigation systems and equipment are subject to transparent national standards and quality testing

Behavioral Change

Jordan Standards & Metrology Organization

• Adopts recognized international standards and testing protocol to assess and disseminate information on irrigation technologies and equipment


• Collaborate with JSMO in order to agree and establish a set of industry standards and testing protocol


• Make irrigation investment decisions based on quality as well as cost factors



i. Assess the willingness and capacity of JSMO and key technology suppliers to collaborate on the development of industry standards and testing protocol

JSMO; technology suppliers

ii. Develop and negotiate WIT support ‘offer’ to JSMO in leading process for collaborative development of industry standards and testing protocol


iii. Support JSMO and industry partners to implement and promote industry standards and quality improvements


iii. Intervention Area 3: Access to finance for conservation and technology investment

3.1 Regulation of products and repayment terms

Vision

Regulatory reforms allowing more flexible repayment terms and conditions lead to formal finance providers (commercial and Islamic banks, MFIs) offering new, agriculture sector-oriented financial products.

Systemic Change

• Finance sector regulatory reforms enable the development and provision of more appropriate and affordable financial products for farmers

Behavioral Change

Central Bank

• Instigate necessary reforms to enable Banks & MFIs to benefit from regulations currently allowing ACC to offer flexible repayment terms and conditions

Banks & MFIs

• Recognize and respond to the commercial potential of the agriculture sector market


Farmers • Seek formal finance to support investment in more water efficient technologies



i. Assess relevant regulatory framework affecting formal banking repayment terms and conditions, and specific procedure(s) for regulatory reform

Central Bank

ii. Agree and develop WIT strategy and partnerships to lobby and advocate for appropriate regulatory reform

Central Bank, Commercial and Islamic Bank & MFI partners

iii. Develop and negotiate WIT support ‘offer’ to Central Bank to facilitate and publicize necessary regulatory revisions / reform

Central Bank


Vision

The formal banking sector invests in the development and promotion of more flexible and secure financial products targeting medium-sized and other farmers investing in water efficient irrigation technologies and equipment.

Systemic Change

• More tailored finance and insurance products are available suited to agriculture customers and their repayment timelines and requirements

• Increased availability of appropriate and secure formal finance increases investment in water efficient technologies

Behavioral Change

Banks & MFIs

• Develop new finance products with flexible repayment terms applicable to stone fruit and olive production cycles

• Recognize the potential of medium-sized (and other) farm customers

Loan insurance providers

• Provide competitively priced loan insurance products in support of finance products targeting the agriculture sector market

Input suppliers

• Recognize the opportunity for increased sales based on an appropriate credit ‘offer’

Farmers • Recognize the commercial benefits of taking secured, formal finance to invest in improved water efficiency technologies



i. Assess the respective will and skill of formal finance market players to target agriculture sector customers (including medium-sized farmers) and invest in relevant product development accordingly

TBC amongst Commercial Banks, Islamic Banks, MFIs

ii. Develop and negotiate WIT support ‘offer’ to formal finance provider partner(s) to develop appropriate finance products targeting medium-sized stone fruit and olive farmers

TBC

iii. Identify and support one or more input provider to strengthen credit options targeting medium-sized farmers

TBC


iv. Support finance provider partner(s) to undertake market research / needs assessment amongst medium-sized stone fruit and olive farmers

TBC

iv. Support finance provider partner(s) to invest in and promote agriculture-relevant product development

TBC


Vision

Formal banking institutions invest in in-house and external services to strengthen staff capacity to understand the agriculture client market; tailor sales, support and promotional activities; and administer new agriculture-oriented products.

Systemic Change

• The formal banking sector recognizes and invests accordingly in its capacity to service the agriculture sector market

Behavioral Change

Banks & MFIs

• Allocate training budgets to support head office and branch staff training in agriculture sector market and product delivery



i. Develop and negotiate WIT support ‘offer’ to formal finance provider partner(s) to assess staff training needs and develop appropriate skills training programme

TBC

ii. Support finance provider partner(s) to undertake staff training needs assessment

TBC

iii. Support finance provider partner(s) to design and deliver staff training in support of agriculture sector product delivery

TBC

b. Supporting water conservation in households

Within the opening household portfolio will be two intervention areas comprising five specific interventions:

The tables below provide more detail on each intervention including the intervention-level vision system and

behavior change objectives; and the proposed opening activities. Where possible and appropriate, relevant

partnership options are identified against the various activities.

Intervention Area Opening interventions

4

Information on water

efficient practices,

behaviors and impacts



5

Water saving devices and

water supply/recycling

technologies





i. Intervention Area 4: Information on water efficient practices, behaviours and impacts


Vision

The development and supply of information on water efficient practices should be specific and actionable, and delivered by individual actors or groups of actors with complementary incentives. Multiple actors recognize the benefits of water use behavior change and seek to leverage different financial, religious, social and/or public good incentives to stimulate that change. Responding to diverse household incentives individually or in collaboration and targeting specific behaviors, a blend of actors will provide mutually reinforcing messages and advocacy.

Systemic Change

• A blend of public, private, and religious market system actors have adopted the practice of regular and reinforcing communication on specific good practices that conserve water, using messaging strategies that appeal to individual’s financial, social, religious or other incentives

Behavioural Change

Water utilities • Embed targeted and actionable water efficiency messages in existing communication channels (internet, billing etc.)

Ministry of Awqaf & Islamic Affairs / Religious leaders

• Incorporate targeted water conservation and behavior messages in their existing communication channels

Private companies • Companies selling relevant household products (e.g. general bathroom or kitchen products) leverage water conservation messaging to build trust and credibility with household customers (using commercial and/or CSR budgets)

Ministry of Water & Irrigation

• Incorporates targeted water conservation and behavior messages in existing communication channels

Communication specialists

• Develop appropriate and competitively priced services and expertise to support multiple actors to develop quality information and messaging



i. Assess will/skill of Yarmouk water company to include specific water efficiency messages, targeting high use kitchen and bathroom water practices, in their existing communications

Yarmouk Water Co.

ii. Assess will/skill of Ministry of Awqaf & Islamic Affairs to include specific water efficiency messages, targeting high-use consumption practices (e.g. in kitchens and bathrooms), in their existing communications channels

Ministry of Awqaf & Islamic Affairs

iii. Identify private companies selling other kitchen and/or bathroom products and assess their will/skill of potential to bundle specific water efficiency messages in existing communications strategies

TBC

iv. Assess capacity of Ministry of Water and Irrigation to support and invest in behavior specific information and messaging

Ministry of Water and Irrigation


v. Identify and assess will/skill of communication specialists to develop high quality, competitively priced communication services to support public or private entities to strengthen information and communication products

Media partners; Creative and marketing agencies i.e.: Leo Brunett, Y+R advertising and Ogilvy. – TBC

vi. Develop and negotiate WIT support ‘offer’ to Yarmouk to strengthen targeted behavior change messaging

Yarmouk Water Co.

vii. Develop and negotiate WIT support ‘offer’ to Ministry of Awqaf & Islamic Affairs and selected religious leaders to strengthen targeted behavior change messaging

Ministry of Awqaf & Islamic Affairs, Religious leaders (Ajloun & Mafraq)

viii. Develop and negotiate WIT support ‘offer’ to a limited number of motivated private companies to strengthen behavior change messaging targeted towards high water consumption practices

Private sponsors (Manaseer, Zain, etc.

ix. Support partners (Yarmouk, Ministries of Awqaf & Islamic Affairs & Water & Irrigation, private companies) in collaboration with communications specialists as appropriate to pilot, monitor and measure the impacts of targeted water efficiency messages in Ajloun and Mafraq

Yarmouk Water Co.; Ministry of Awqaf & Islamic Affairs; Ministry of Water and Irrigation; private companies & communication specialists


Vision

Effective awareness raising by appropriate public and media market players compliments and reinforces more targeted information strategies. Government and utilities recognize respective responsibility and financial incentives to raise awareness of water situation. A responsible media recognizes and prioritizes the public interest and profile of water and water conservation.

Systemic Change

• Public and media market system actors share responsibility for ongoing message dissemination about the water situation in Jordan. Both have the capacity to update the content of their messages to respond to what actually motivates people to conserve water

Behavioral Change


• Collaborates in improved general awareness raising communication, building on and complimenting more targeted behavior change messaging

Water utilities

• Collaborates in improved general awareness raising communication, building on and complimenting more targeted behavior change messaging

Media • Investigates and brings to public attention the challenges of the water situation and the benefits of (various) water conservation practices

• Holds to account the actions of both public and private stakeholders with regards water conservation



i. Assess Ministry of Water & Irrigation and Water Utility awareness raising history, capacity and will/skill to

Ministry of Water & Irrigation; Yarmouk Water Co.; Miyahuna


develop and deliver improved awareness communication and messages

ii. Assess media awareness raising history and capacity, and will/skill or potential media partners to strengthen investigation and public discourse into water issues

Media partners - TBC

iii. Develop and negotiate WIT support ‘offer’ to Ministry of Water & Irrigation to strengthen awareness raising


iv. Develop and negotiate WIT support ‘offer’ to Water Utilities to strengthen awareness raising

Yarmouk Water Co.; Miyahuna

v. Develop and negotiate WIT support ‘offer’ to 1 or more media outlets to strengthen water-related journalism and communication

Media partner(s) - TBC

vi. Support selected partners to pilot, monitor and measure the impacts of water messages to compare and determine most effective tactics

MWI; Yarmouk Water Co.; Miyahuna; Media partners – TBC

vii. Further investigate the potential for leveraging Landlord incentives to utilize innovation rental agreements that encourage water conservation amongst tenants, including Syrian tenants

Landlords

ii. Intervention Area 5: Water saving devices and water supply/recycling technologies


Vision

Private companies selling water saving devices (e.g. kitchen and bathroom fixtures and fittings) have the commercial incentives and capacity to market and promote effectively those technologies that reduce household water inefficiency. Companies will utilize a range of appropriate and proven marketing strategies and tools supported by valid product-specific quality and cost-benefit data.

Systemic Change

• Suppliers of water saving devices recognize the potential of the household consumer market amongst WIT’s target beneficiaries and employ effective marketing tactics to persuade them to purchase their products based the consumer motivation to save money by saving water

Behavioral Change

Product suppliers

• Capacity to develop effective marketing products and messages targeting consumer cost-conscious incentives

• Capacity to effectively demonstrate and market solutions and services developed

Product retailers

• Capacity to support supplier initiatives to effectively demonstrate and market solutions and services developed

Research entities

• Establish mutually beneficial partnerships with product suppliers to test, validate and demonstrate water- and cost-efficiency attributes of products marketed

Householders & tenants

• Respond to promotion and financial incentives to install water saving technologies




i. Assess supplier partnership options using will/skill analysis to identify 2-4 partners in a) bathroom and b) kitchen appliance markets to pilot new/improved marketing and promotion strategies in pilot locations

TBC. E.g. El Amman Co; Attaqdam

ii. Develop and negotiate details of WIT ‘offer’ to 2-4 suppliers that aims to build relevant capacity to deploy multiple effective marketing tactics

TBC

iii. Support supplier partners to identify key retailers / networks to support development and piloting of new/improved marketing and promotional strategies

TBC

iv. Negotiate deals with retailers to build their capacity to deploy multiple marketing tactics

TBC

v. Develop and negotiate details of WIT ‘offer’ to 1 or more research entity to collaborate with product suppliers to test, quantify and demonstrate product benefits

TBC. E.g. RSS

vi. Broker collaboration between research and supplier partners to support product testing, validation and demonstration

TBC

vii. Support supplier partners (and their retailer networks) to conduct, monitor and measure the impacts of marketing pilots to compare and determine most effective tactics

TBC

viii. Investigate potential (including partnership options) to pilot innovative tenancy agreements that incentivize tenants to save water and/or disincentive excessive water consumption

Landlords – TBC


Vision

Private companies providing water supply/recycling technologies (e.g. rainwater catchment systems, greywater technologies) have the commercial incentives and capacity to market and promote effectively those technologies. Companies will utilize a range of appropriate and proven marketing strategies and tools supported by valid product-specific quality and cost-benefit data.

Systemic Change

• Suppliers of water supply/recycling technologies recognize the potential of the consumer market amongst WIT’s target beneficiaries and employ effective marketing tactics to persuade consumers to purchase their products based the consumer motivation to save money by saving water

Behavioral change

Contractors (rainwater catchment)

• Capacity to effectively market solutions and services developed

Greywater system vendors

• Capacity to effectively market solutions and services developed

Research entities

• Establish mutually beneficial partnerships with technology suppliers to demonstrate water- and cost-efficiency benefits of uptake




i. Assess rainwater catchment supplier partnership options in Ajloun and Mafraq governorates using will/skill analysis to identify partner(s) to pilot new/improved marketing and promotion strategies

TBC

ii. Support rainwater catchment partner(s) to undertake market research and develop an appropriate business ‘offer’ in collaboration with MFIs as appropriate

TBC

iii. Develop and negotiate details of WIT ‘offer’ to rainwater catchment partner(s) to more actively market and promote catchment services

TBC

iv. Map water recycling technology availability and assess commercial supplier options using will/skill analysis to identify partner(s) to pilot new/improved marketing and promotion strategies

Private partner(s) – TBC; RSS

v. Broker and support collaborative research between water recycling technology supplier partner and a research partner to quantify and communicate costs and benefits (incl. septic tank management savings) of technology options

Private partner(s) – TBC; RSS

vi. Develop and negotiate details of WIT ‘offer’ to water recycling technology partner(s) to more actively market and promote technologies

TBC


Vision

Formal and informal finance providers recognize the demand for household investment in water supply/recycling technologies, and develop and promote appropriate finance products in collaboration with product/service suppliers. Suppliers will collaborate with finance providers to extend sales and compliment promotional activities.

Systemic Change

• Formal finance providers will target the market for water supply/recycling investments with small scale lending products

• Suppliers and retailers will develop appropriate credit options for households bundled with water supply/recycling products/services

Behavioral change

MFIs • Identify and target new business opportunities in household water supply/recycling market

Contractors (rainwater catchment)

• Promote lending products in collaboration with MFIs

• Develop credit options appropriate for customers

Recycling system providers

• Promote lending products in collaboration with MFIs

• Develop credit options appropriate for customers



i. Assess MFI partnership options using will/skill analysis to identify partner(s) to pilot bundled finance in support of water supply/recycling technology investments

MFI – TBC


ii. Support MFI partner(s) to undertake market research into nature and demand for finance for water supply/recycling investment

MFI – TBC

iii. Develop and negotiate details of WIT ‘offer’ to MFI partner(s) to develop finance products in collaboration with technology suppliers

MFI – TBC

iv. Broker collaboration between MFIs and water supply/recycling technology suppliers and retailers

Private partner(s); MFI – TBC

v. Support water supply/recycling technology supplier and retailer partners to pilot credit options to promote sales

Private partner(s) – TBC

6. Intervention rationale

The following summarises the basic rationale for WIT’s interventions in agriculture and household market systems.

Detailed results chains for each market intervention are provided in sections 9.1 and 9.2 below.

The rationale for agriculture intervention

WIT’s goal is to improve water efficiency in agriculture and horticulture, with its opening

portfolio focusing on high water use target groups amongst stone fruit and olive farmers in the

northern governorates.

This will be achieved through farmers and farm managers applying and investing in more water-

efficient production practices and irrigation technologies.

Water-efficient farmer and farm manager decision making will result from improved access to

appropriate technical information, advice and training provided by input and technology

providers in collaboration with research and training specialists, and more relevant formal and

informal finance services.

WIT will work with a range of input, technology, agricultural research, training and finance

providers to pilot, develop and rollout improved, viable and sustainable business and service

models that target agriculture and horticulture farmers and clients.

The rationale for household intervention

WIT’s goal is to improve water efficiency in Jordanian and Syrian households in the northern

governorates.

This will be achieved through individuals and households adopting more water-efficient

behaviours and technologies that address those household practices where greatest water-

inefficiencies persist.

More water-efficient individual and household behaviour will result from exposure to better

targeted and quality information and advocacy on specific behaviour changes and their

economic and social benefits for individual households, complimented by effective awareness

raising as to the water situation. Households will act upon that information with greater access

to appropriate water saving, supply and recycling technologies and associated financing

products.

Intervention

Farm-level change

Water efficiency

impact

Market system change

Household-level change

Water efficiency

impact

Market system change


WIT will work with a diverse array of private sector suppliers of household products, utilities,

government, media and communication specialists to improve the quality and targeting of

information and awareness, and with water saving, supply and recycling technology providers

to better promote appropriate and affordable water-efficient products and technologies.

.


• Results Chain - Agriculture intervention •

Intervention Area 1: Water Conservation Practices Intervention Area 2: Water Conservation Technology Adoption Intervention Area 3: Access to financial services

Acti

vit

ies

Farm

leve

l ch

an

geW

ater

sav

ing

chan

geM

arke

t sy

stem

leve

l ch

ange

WIT supports input supply partner(s) to design & develop tailored embedded extension

model(s)

Farmers/managers apply more water efficient production practices

Input providers and research partners invest in and rollout effective model(s) of water efficient production extension embedded with existing sales and marketing strategies

Farmers investment decisions are informed by better and more technical knowledge and information

Water efficiency of agriculture is increaased

WIT assesses partner options to select input supplier(s) to pilot improved & targeted embedded

extension models

WIT assesses will & skill of research partner options to pilot enhanced extension dissemination & outreach in collaboration with private sector

WIT assesses partner options to select training provider(s) to pilot new commercially-run short courses

in water efficient agicultural practices & technologies

More relevant information and extension on water efficient production practices targets medium-sized (and other) farmers/farm managers

WIT supports multiple input providers pilot improved models and content of embedded

extension bundled with existing sales/marketing strategies

Farm production & water conservation decisions are improved by better and more relevant skills & information

WIT assesses partner options to select irrigation technology supplier(s) to pilot improved

& targeted embedded advisory models

WIT identifies one or more willing partner bank and/or MFI to support advocacy for

banking sector regulatory reform

WIT assesses will & skill of JSMO to develop irrigation product standards & testing

protocol in collaboration with key suppliers

WIT supports technology supply partner(s) to design & develop improved embedded advisory and training models

WIT supports research partner(s) to develop extension strategy for existing materials, in collaboration

with private sector partners

Appropriate research/academic institutions, with strengthen linkages with private sector,

increase outreach with existing extension materials

WIT supports training providers to assess farmer/manager demand & willingness to pay for training

WIT supports training providers to design & develop appropriate short course(s) targeting water

efficient production practices & technologies

WIT categorises prevailing decision making responsibilities for production and investment decsions between owners and managers in target farms

Farmers & managers demand more & better information & advice on

water efficient production practices & technologies

Farmer & manager capacity for improved water conservation production is enhanced

WIT supports technology supply partners pilot improved models for bundled farmer/manager

advice, training & after sales services

Technology suppliers rollout more effective model(s) of advice and after-sales services

WIT supports JSMO & supplier partners to develop irrigation product standards and testing protocol

JSMO applies and disseminates appropriate irrigation product standards and testing protocol

WIT works with bank & MFI partners to advocacy for banking sector regulatory reform

WIT supports Central Bank to draft and introduce appropriate

regulatory reforms

Central Bank introduces appropriate regulatory reform removing

repayment term restrictions

WIT works with bank & MFI partners to develop new agriculture-oriented products

WIT supports bank & MFI partner capacity building to market and roll out new agriculture-oriented products

WIT supports bank & MFI partners to

assess loan guarantee provider options

to pilot bundled insurance service

Commercial and Islamic banks & MFIs target new agricultural-oriented products, terms & conditions at farmer customers

WIT supports bank & MFI partners to product offers with technology suppliers

WIT identifies input supplier to pilot credit

options

WIT works one or more input supplier to pilot

improved credit options targeting medium-sized farmers


c. Results Chain - Household intervention

•

Intervention Area 5: Water Savings Devices and water supply/recycling technologies Intervention Area 4: Information on water efficient practices, behaviours, and impacts

Acti

vit

ies

Ho

use

ho

ld le

vel c

han

geW

ater

sav

ing

chan

geM

arke

t sy

stem

leve

l ch

ange

WIT supports input supply partner(s) to testand monitor targeted behaviour-specific change pilot(s)

Individuals and households use water more sparingly and efficiently

Individual and household water technology investment decisions are informed by better and more technical knowledge and information

Water efficiency in households is increaased

Individuals and households access more, relevant and targeted behaviour change information & advocacy on water conservation practices and behaviour

Stakeholders in water conservation behaviour change adapt and embed more effective behaviour-specific change messaging and advocacy in their business / operational models

Individual and household water use behaviours and decisions are informed by better and more relevant water coservation knowledge and understanding

WIT assesses partner options to select a MFI to research the market for finance products targeting water supply/recycling

technologies

WIT supports private sector partners to identify behaviour-specific change targets & develop information & advocacy pilots

WIT supports MFI partner(s) to links service offer and promotion with technology suppliers

WIT supports MFI partner(s) to develop finance products targeting household water supply/recycling technology investment

WIT supports MFI partner(s)capacity building to finance products targeting household water supply/recycling technology investment

MFIs rollout products targeting the household water supply/recycling technology investment market

WIT assesses partner options to select communications specialist(s) to pilot improved service offer to water-sector stakeholders

WIT assesses will & skill of private sector input suppliers (kitchen &

bathroom suppliers) to test behaviour-specific change promotion & advocacy

WIT assesses capacity of MAIA to test behaviour-specific change promotion & advocacy

WIT assesses capacity of Yarmouk & Miyahuna utilities to test both behaviour-specific change promotion & advocacy & water issue awareness raising

WIT assesses capacity of MWI to test both behaviour-specific change promotion & advocacy & water issue awareness raising

WIT assesses will & skill of media partners to test both behaviour-specific change promotion & advocacy & water issue awareness raising

WIT supports communications specialist partner(s) to develop appropriate service offer to water sector advocacy partners

WIT supports MAIA to identify behaviour-specific change targets & develop information & advocacy pilots & religious leader partners

WIT supports Utilitiesto identify behaviour-specific change targets & develop information & advocacy pilots

WIT supports MWI to identify behaviour-specific change targets & develop information & advocacy pilots

WIT supports mediapartner(s) to identify behaviour-specific change targets & develop information & advocacy pilots

WIT supports Utilities, MWI & media partners to identify water issue awareness raising targets & develop information & advocacy strategy & messaging

WIT supports MAIA to test and monitor targeted behaviour-specific change pilot

WIT supports Utilities to test and monitor targeted behaviour-specific change pilot(s)

WIT supports MWI to test and monitor targeted behaviour-specific change pilot(s)

WIT supports media partner(s) to test and monitor targeted behaviour-specific change pilot(s)

WIT supports Utilities, MWI & media partners to test & monitor water issue awareness raising pilot(s)

Public stakeholders adapt and embed more effective water issue awareness raising messaging and advocacy in their operational models

Media provides more relevant exposure & analysis to water issues and water conservation behaviour change

WIT assesses partneroptions to select WSD suppliers to pilot

improved marketing and promotion models

WIT assesses RSS will/skill to support quantification / demonstration of WSD & supply/ recycling technology costs & benefits

WIT supports WSD supplier partners to develop improved marketing &promotion pilots

WIT assesses partneroptions to select water supply/recycling technology suppliers to pilot improved marketing and promotion models

WIT supports supply/recycling technology supplier partners to develop improved marketing &promotion pilots

WIT supports RSS, in collaboration with suppliers, to quantify / demonstrate and disseiminate information on WSD & supply/recycling technology costs & benefits

WSD suppliers rollout more effective model(s) of product marketing & promotion

WIT supports WSDsupply partners to pilot improved marketing & promotion model(s)

WIT supports supply/recycling technology supplier partners to pilot improved marketing & promotion model(s)

Water supply/recycling technology suppliers rollout more effective model(s) of

product marketing & promotion

WIT supports supply /recycling technology supplier partners to develop customer credit options

Individuals and households invest in additional and/or recyled water technologies

WIT identifies landlord(s) with incentive to test rental agreements that incentivise water conservation

WIT supports landlord(s) to pilot & monitor impact of alternative rental agreements


6. Annexes

a. Problem trees

• As part of the market assessment analysis, problem trees were used by the WIT team to identify the root causes of inefficient agricultural and household water practices and limited uptake of water conserving technologies. Identifying the root causes of underperformance allowed the team to determine where to

focus their opening interventions, as well as a causal impact logic.

i. Water conservation practices in agriculture

How feasible is it that we fix this?

We could probably do something about this

We can't, or should not, do something about this

Information gap

Prevailing agriculture practice is water inefficient

Farmers/managers employ sub-optimal water conserving techniques

Relevant data / information not available for medium-sized farmers

Limited or inappropriate production skills

No or poor information and adivce on good water conservation practices

Weak incentives for farmers/managers to conserve water

Limited information/data on business case for water conservation

No trusted source of cost-benefit analysis of water conservation

Informal skills development services weak / limited

Limited / unclear demand for services

Sources of information limited and/or not trusted

Limited capacity of service providers

Limited / unclear demand for information

Formal training limited or inappropriate

Farmers resistance / risk aversion to applying new techniques

Prevailinginformation targets larger and small farmers only

Limited confidence in information /advice

Farmers/managers make sub-optimal use of irrigated water technologies (see 'Technology' PT)

No means of determining information quality

Absence of targeted, commercial training products

Water pricing doesn't reflect socio-economiccost of water

Nature of 'problems' (& solutions) different subject to owner vsmanager decision-making practice

Deamnd for business-to-businesstraining unclear


ii. Water conservation technologies in agriculture




Information gap

Farmers/managers make sub-optimal use of irrigated water technologies

Limited/passiveafter sales services targeting medium/small farmers

Weak incentives for farmers/managers to conserve water

Limited information / adviceon irrigation technology use and optimisation

Lack of information on more efficient technology options

Poor quality differentiation between technologies

Limited information/data on business case for investing in cost effective irrigation

Limited (informal) skills development services

Formal finance products poorly targeted toward medium sized farmers

Limited access to range of appropriate finance options

Perception of limited market amongst medium-sized farmers

Limited/weak retailer/supplier marketing

Limited trust (& demand) for technical information/advice

Prevailing agriculture practice is water inefficient

Farmers/managers employ sub-optimal water conserving techniques (see 'Practices' PT)

No trusted source of costs and benefits of different irrigation technologies

Limited or inappropriate production skills

Formal training limited or inappropriate

Absence of targeted, commercial training products

Preferential funds poorly deployed to support irrigation investments

Water pricing doesn't reflect socio-economiccost of water

No product innovation

Poor understanding of agriculture sector

Lack of insurance / guarantee services

Weak promotion

Nature of 'problems' (& solutions) different subject to owner vsmanager decision-making practice

Deamnd for business-to-businesstraining unclear

Commissioner credit (primary source) no accessible to all

Regulations prevent flexible repayment conditions


iii. Water conservation in households




Information gap

Households do not have enough water/ have high levels of water insecurity

Pricing disincentives to conserve water

Households don't adopt water saving

Lack of sufficient supply Households practice inefficient water behaviours

HH are unaware of the benefits of WSD

Somehouseholds don't know how to be more efficient

High levels of NRW

Increased number of users

Low uptakeof alternate supplies of water (RWC and GWT)

Not a viable technical option

Not a priority area of investment

Constructionregulation

HH are unaware of options

Somehouseholds don't want to be more efficient

HH are aware but WSD are not a priority

WSDs are not easily available

Perception that water is a gov/utility problem to solve -limited personal responsilbility

Limited R&D of other options

Environmentalconstraints

Suppliers/contractors don't actively market products

HH unaware of CBA (financial incentive)

HH aware but unable/unwilling to absorb investment costs

Lack of information on how to be more efficient

Lack of motivaiton to replace household fixtures

Limited market finance offer

Incorrect perception that current fixtures are incompatible

Somehouseholds think they are being efficient

Retailers perceive lowdemand

Misconception of extent of water situation in Jordan


iv. Agriculture system ‘Who Does, Who Pays’ analyses

• Water conservation practices

Current picture Future vision

Function / Rule Who is doing? Who is

paying?

Current performance (Inadequate,

Mismatch, Absent) Who will do? Who will pay?

CORE FUNCTIONS

Supply of

information/advice on

conservation

techniques/practices

Peer-to-peer Farmers Inadequate. 'Closed' system with

variable demonstration effect

Internet for a Farmers,

Contributors

Mismatch. Limited/no scope to filter

Jordan context-relevant materials or

quality assure information

Relevant input suppliers Input suppliers,

Farmers

Media (local)

Farmers,

Govt,

Donors

Inadequate. Limited media

engagement in advisory services

Product buyers Farmers,

Buyers

Inadequate. Volume and quality of

information flow variable

Academia Farmers,

Government

Absent. No substantive interface

between academic institutions &

farmers

Academia - via graduate

outreach

Academia, Input

suppliers,

Farmers

Input suppliers

Farmers,

Input

suppliers

Inadequate. Information flow &

quality variable / fragmented

Relevant input suppliers

embedded in marketing

Input suppliers,

Farmers

Farmer coops /

associations

Farmer

members


quality variable / fragmented &

project-driven

Input suppliers in

collaboration with

Associations

Input suppliers,

Farmer members

Projects/INGOs Donors Inadequate. Information flow &

quality variable and unsustainable

NCARE Government


quality variable and targeting

smallholders

SUPPORTING FUNCTIONS


Research &

Development on

conservation

practices

Farmers Farmers

Inadequate. 'Closed' system where

trial & error research efficacy &

efficiency is limited and high risk Input suppliers in

collaboration with research

centre(s)

Input suppliers,

Farmers,

Government NCARE

Government,

donors

Inadequate. Weak dissemination

pathways

Universities,

Research

centers

Government,

donors

Inadequate. Weak dissemination

pathways, variable practical

application

Water conservation

cost-benefit analyses

Universities,

Research

centers

Government,

donors

Inadequate. Limited on-farm based

analysis of water conservation

practices

Research centers in

collaboration with Input

suppliers

Input suppliers,

Farmers,

Government

Farmer skills

development

(informal)

Input suppliers

Farmers,

Input

suppliers

Inadequate. Limited evidence of

active training/coaching

Relevant input suppliers via

after sales services

Input suppliers,

Farmers

Farmer skills

development (formal)

Training

institutions

Farmers,

Government

Mismatch. Formal training curricula

out-of-date and poorly accessed

Commercial training

providers Farmers


v. Water conservation technology adoption


Function / Rule Who is

doing? Who is paying?



CORE FUNCTIONS

Supply of

information/advice

on irrigation

technologies & their

application

Peer-to-

peer Farmers

Inadequate. 'Closed' system with

variable demonstration effect

Internet fora Farmers,

Contributors

Mismatch. Limited/no scope to filter

ecosystem context-relevant

products or assess product quality

Technology suppliers Suppliers, Farmers

Academia Farmers,

Government

Absent. No substantive interface

between academic institutions &

farmers

Technology

retailers

Farmers,

Retailers

Inadequate. Limited skills /

knowledge

Technology

suppliers

Farmers,

Suppliers

Inadequate. Product push focus, with

limited after sales support /advice Technology suppliers Suppliers, Farmers


Marketing Technology

suppliers

Suppliers,

Farmers

Inadequate. Weak/passive marketing

targeting larger scale farmers Technology suppliers Suppliers, Farmers

After sales services Technology

suppliers

Suppliers,

Farmers

Inadequate. Limited / no after sales

services beyond on-demand

response to post sales problems

Technology suppliers Suppliers, Farmers

Farmer basic

irrigation skills

development

services (informal)

Technology

suppliers

Farmers,

Suppliers

Inadequate. Limited evidence of

active training/coaching Technology suppliers Suppliers, Farmers

Independent

advisors Farmers

Inadequate. Services perceived as

expensive & rarely used. Quality

unclear.

Farmer basic

irrigation skills

development

services (formal)

Training

institutions

Farmers,

Government

Mismatch. Formal training curricula

out-of-date and poorly accessed by

Farmers

Commercial training

providers Farmers

RULES / NORMS

Technology

standards / quality

assurance

Government

Jordan

Standards and

Metrology

Organization

Absent or unenforced.

Jordan Standards and

Metrology

Organization

Government, Suppliers


vi. Access to finance for conservation and technology investment



paying?



CORE FUNCTIONS

Supply of appropriate

finance products

Commercial

banks Farmers

Inadequate. Weak 'offer' of appropriate

finance products

Commercial & Islamic

banks, MFIs Farmers Islamic banks Farmers

Inadequate. Weak 'offer' of appropriate

finance products

MFIs Farmers Inadequate. Weak 'offer' of appropriate

finance products

Commissioners,

Wholesalers Farmers

Mismatch. Weak/unclear incentives to

promote irrigation-specific investment

Technology

suppliers Farmers

Inadequate. Credit-based sales of

technologies selective / targeted at large

and/or connected farmers


in collaboration with

formal finance partners

Farmers

ACC Farmers,

Government

Inadequate. High interest rates, targeting

small-scale investments


Preferential funding

support Central Bank

Government,

donors

Inadequate. Earmarked funds not being

drawn-down by banks or significantly

increasing access to preferential financial

products targeting irrigation investment

Loan insurance Insurance

providers

Banks,

Borrowers

Inadequate. Limited, targeting loan

products to attract insurance services

Insurance providers

linked to 'new' formal

loan products

Banks, Borrowers

Bank/MFI personnel

skills development Banks, MFIs Banks, MFIs

Inadequate. Limited demand for in-

house skills development for agricultural

market

Banks, MFIs Banks, MFIs

RULES / NORMS

Financial sector

regulation Central Bank Government

Inadequate. Regulatory constraints on

formal bank lending/repayment terms Central Bank Government


b. Household system ‘Who Does, Who Pays’ analyses

• vii. Information on water efficient practices and water situation



paying?



CORE FUNCTIONS


on water situation in

Jordan

MWI Donors, MWI

Mismatch-type of information provided

not persuasive or sustained Media

MWI and private

sector

Media Donors

Inadequate-mostly information about

donor projects Religious leaders MAIA

CBOs Donors

Inadequate-dependent on donor

funding and limited in reach Utilities

Households and

MWI

Schools MinEd Absent above primary school


on water efficiency

practices N/A N/A Absent

Utilities Households

Religious leaders MAIA

Media Private sector

Demand for

information N/A N/A Absent Households Households


Content

development/

audience research N/A N/A Absent

Private sector, MWI,

specialized firms

Private sector or

MWI

Water billing system Utilities

HHs, GOJ,

donors

Inadequate - provides consumption, but

not how to reduce it Utilities

HH (landlord or

tenant)

RULES/NORMS

Changing HH

perception of shared

responsibility for

water efficiency N/A N/A Absent

Private sector Private sector

MWI

MWI, Private

sector


• viii. Technology adoption of water efficient fixtures and diversified water supply product



paying?



CORE FUNCTIONS

Supply of water

saving & recycling

technologies

Retailers (via

suppliers) Households Absent (in some areas)

Retailers (via

suppliers) Households

Supply of water

supply technologies

Contractors,

plumbers

Households Inadequate-not proactive Contractors,

plumbers Households

Donors Inadequate-not sustainable

Demand for WSDs

and/or RWC/GW Households

Households,

donors

Inadequate-not priority for

households Households Households


Consumer research N/A N/A Absent - lack of understanding what

motivates people to invest

Suppliers/retailers-in

house or outsourced Suppliers/retailers

Marketing water

savings devices N/A N/A Absent-no proactive strategies Suppliers/retailers Suppliers/retailers

Marketing diversified

water supply

technologies

CBOs/plumbers Donors Inadequate (depends on donor funds) Contractors/plumbers Contractors/plumbers

Technology R&D RSS GOJ,

Donors Inadequate RSS, Private sector GOJ, Private sector

Financial solutions for

RWC/GW CBOs Donors

Inadequate-limited in scale and

sustainability Banks and MFIs HH

RULES / NORMS

Changing HH

perception of shared

responsibility for

water efficiency

N/A N/A Absent

Private sector Private sector

MWI MWI, Private sector


ix. Schedule for household market assessment

Governorate District/Co

mmunity Coordinates Date of visit Methodology

# of

Attendees Nationality Gender

Mafraq Khaldieh 32.154066,36.284875 20-Jul-17 Focus Group

Discussion (FGD) 5 Syrian Female

Mafraq Khaldieh 32.154066,36.284875 20-Jul-17 FGD 5 Jordanian Male

Mafraq Khaldieh 32.188463,36.307755 20-Jul-17 Interview (Retailer

(الذهبي السيف1 Jordanian Male

Mafraq Khaldieh 32.175282,36.301202 23-Jul-17 FGD 8 Syrian Male

Mafraq Khaldieh 32.175282,36.301202 23-Jul-17 FGD 10 Jordanian Female

Mafraq Khaldieh 32.175282,36.301202 23-Jul-17

Individual

interviews

(Community

Leaders)

2 Syrian Male

Mafraq Khaldieh 32.175282,36.301202 23-Jul-17

Individual

interviews

(Community

Leaders)

1 Jordanian Male

Azraq Southern

Azraq 31.8337070,36.8116210 24-Jul-17 FGD 8 Jordanian Male

Azraq Southern

Azraq 31.8337070,36.8116210 24-Jul-17 FGD 6 Jordanian Female

Azraq Southern

Azraq 31.8337070,36.8116210 24-Jul-17 FGD 10 Syrian Female

Azraq Southern

Azraq 31.8337070,36.8116210 24-Jul-17 FGD 4 Syrian Male

Irbid Deer

Yousef 32.491016,35.784248 25-Jul-17

Individual

interviews

(Community

Leaders)

8 Syrian Male

Irbid Deer

Yousef 32.491016,35.784248 25-Jul-17 FGD 9 Jordanian Male

Irbid Northern

Mazar 32.471241,35.797120 25-Jul-17

Individual

interviews

(Landlords)

2 Jordanian Male


Governorate District/Co

mmunity Coordinates Date of visit Methodology

# of

Attendees Nationality Gender

Irbid Northern

Mazar 32.471241,35.797120 25-Jul-17

Individual

interviews

(Community

Leaders)

3 Syrian Male

Irbid Northern

Mazar 32.471241,35.797120 25-Jul-17 FGD 5 Jordanian Female

Irbid Northern

Mazar 32.471241,35.797120 25-Jul-17 FGD 12 Syrian Female

Irbid Irhaba 32.418006,35.808670 26-Jul-17

Individual

interviews

(Landlords)

2 Jordanian Male

Irbid Irhaba 32.418006,35.808670 26-Jul-17 FGD 14 Jordanian Female

Irbid Irhaba 32.418006,35.808670 26-Jul-17 FGD 10 Syrian Female

Irbid Zoubia - 26-Jul-17

Individual

interviews

(Community

Leaders)

2 Jordanian Male

Irbid Zoubia - 26-Jul-17

Individual

interviews

(Community

Leaders)

1 Syrian Male

Irbid Zoubia - 26-Jul-17 FGD 14 Syrian Male

Irbid Zoubia - 26-Jul-17 FGD 14 Jordanian Male

Ajloun Ajloun City 32.332712,35.752987 27-Jul-17 FGD 6 Syrian Female

Ajloun Ajloun City 32.332712,35.752987 27-Jul-17 FGD 5 Syrian Male

Ajloun Ajloun City 32.332712,35.752987 27-Jul-17 FGD 6 Jordanian Male

Jarash Sakeb 32.287026,35.808509 30-Jul-17

Individual

interviews

(Community

Leaders)

3 Syrian Female

Jarash Sakeb 32.287026,35.808509 30-Jul-17 FGD 6 Jordanian Female

Jarash Sakeb 32.287026,35.808509 30-Jul-17 FGD 10 Jordanian Male

Jarash Sakeb 32.287026,35.808509 30-Jul-17 FGD 8 Syrian Female

200


x. Schedule for agricultural market assessment

Date

Number

of visit Time Team Company Name Stakeholder Contact Title Phone Number Location

23-Jul-17 3

9:00-

11:00 B Supplier Supplier Mogabalin

11:30-

1:00

Lamia,

Layanah,

Cyrin Capital Bank Bank

Tawfiq

Shoubash / M.

Joudeh

Product Dev

Supervisor / Product

Dev Dept Manager

0777007799 /

0796721008 Amman

1:30-

3:00

Lamia,

Layanah,

Cyrin JEPA Farm Basil El-Deek Board Member 795911911 Amman

24-Jul-17 6

9:00-

11:00

Bayan,

Sameer,

Jafar,

Cyrin Farm Farm

Basheer

Ghzawi

0795601280 -

0788212000 Mafraq

10:00-

11:00

Lamia,

Layanah

Jordan

Commercial

Bank Bank

Saleem

Swalha AGM - head of retail Amman

12:00-

1:00

Jordan Insurance

company Insurance Marketing dep.

11:30-

1:00

Bayan,

Sameer,

Cyrine,

Jafar Farm Farm

Thaer Al-

Zoubi 795713163 Mafraq

1:30-

3:00

Bayan,

Sameer,

Cyrine,

Jafar Aghadeer Supplier Abo Bassam Manager 795570635 Mafraq

3:30-

5:30

Bayan,

Sameer,

Cyrine,

Jafar Farm Farm

M. Mallouh

Al-Issa 796409000 Mafraq

25-Jul-17 2

10:00-

11:00

Bayan,

Sameer, GIG Insurance

Ibrahim

Qadadah Deputy Director 795328343 Amman


Date

Number


Lamia

10:00-

11:00

Layanah,

Jafar,

Cyrine AlRajhi Bank Osama Assaf

Head of SME's &

Commercial 799209555 9:00-

11:00

WIT

Team

Weekly Meeting

@ 2:00 pm

26-Jul-17 5

9:00-

11:00

Cyrine,

Bayan,

Qardan

Jordan

Greenhouses

Manufacturing Manufacturer

Mohamad

Diab Area Sales Manager 796605010 Amman

1:00 -

2:00

Bayan,

Qardan ADRITEC Manufacturer

Basel Al-

Naser / Loai

Rabah

0797146670 /

0797778827 Sahab

2:00 -

3:00

Bayan,

Qardan

Universal for

Industry of

Irrigation Pipes Manufacturer Eng. Nedal 799308889 Sahab

10:00-

12:00

Layanah,

Jafar,

Lamia,

Sameer Zomot Farm Farm Yosef Botrus 775688159 Mafraq

12:00-

3:00

Layanah,

Jafar,

Lamia,

Sameer In care Mafraq Government

27-Jul-17 4

10:00-

12:00

Bayan,

Sameer Mais Company

Manufacturer

- Retailer -

Supplier

Kamal Al-

Kawalit Sales Manager 795530800

Amman - Abo

Alanda

10:00-

11:00

Lamia,

Layanah

Central Bank of

Jordan Government

Maha

AlBahou Executive Manager 799059767

Amman -

Downtown

11:30-

1:00

Lamia,

Layanah Ag Ministry Government 1:30-

3:00

Sameer,

Bayan JOPEA Association Fayad Zyoud Chairman 64622262

28-Jul-17

29-Jul-17

30-Jul-17 7 9:00- Sameer, Irshidat Household Mohamad Project Manager 65601797 Amman


Date

Number


10:00 Bayan Company Zawahreh

9:00-

10:00

Cyrine,

Layanah VITAS MFI

Darweesh

Sweidan

Credit Manager Head

Office 778437472 Amman

11:00-

12:00

Sameer,

Bayan Aman Factory

Manufacturer

/ Supplier

Household Nabeel Ayyad Factory Manager 77990555 Sahab

12:00-

1:00

Sameer,

Bayan Zallum Factory Factory Ryad 2:00-

3:00

Sameer,

Bayan Attal Institution

Household -

Retailer

Ammar Al

Attal 797588872 Ras Al Ain

3:00-

4:00

Sameer,

Bayan

ATTAQADOM

Company

Household -

Supplier

Nael

Mohmoud Branch Manager 777337222 Ras Al Ain

10:00-

12:00

Layanah,

Lamia

Agriculture Risk

Management

Fund Government

Mohammad

AL Awaideh General Manager 799028416 Amman

31-Jul-17 1

9:00-

11:00

Sameer,

Layanah,

Cyrine,

Lamia Central Market Government

Anas

Mahadeen

Central Market Dept

Manager 798165645 Down town

1-Aug-17 1

10:00-

12:00

Layanah,

Lamia,

Sameer

Jordan Loan

Guarantee Corp

Loan

Guarantee

Moh'd Al-

Jafari General Director 2:00-

4:00

WIT

Team

Weekly Meeting

@ 2:00 pm

2-Aug-17 2

9:00-

10:00

Layanah,

Cyrine FINCA MFI

Makhmoud

Saidakhmatov

Chief Executive

Manager 65373070

11:00-

1:00

Sameer,

Jafar Mai&Fai Supplier

Mahmoud

Akhras

/Hamzeh Abo

Jloud G. Manager

0777343923/07

88171587 Amman

3-Aug-17 4

9:00-

10:00

Layanah,

Cyrine Tamweelkm MFI

Tawfiq

Yousef

Partnerships &

Business Development

Specialist 799223203 10:00-

11:00

Bayan,

Sameer Eco Sol Consultant

Hasan Suboh

/ Amjad

General Manager -

Regional Manager

07961212909 /

0799000908 Amman


Date

Number


Alqam

10:00-

11:00

Layanah,

Cyrien

Cairo Amman

Bank Bank Rana Sunna

Deputy General

Manager for Credit

and Treasury Services 65006860 11:30-

1:00

Bayan,

Sameer

Al-Alawneh

Company

Supplier and

Farmer

Olwan

Alawneh General Manager 796764999 Amman

4-Aug-17

5-Aug-17

6-Aug-17 2

10:00-

11:00

Sameer,

Cyrine AL-Jumairah Supplier Saed Qashou 796868000 Amman

12:00-

2:00

Sameer,

Cyrine ICT International Consultant

Dr. Ghazi

Abo Rumman 777054400 Amman

7-Aug-17 1

9:00-

11:00

Cyrine,

Layanah,

Lamia,

Sameer,

Jafar

Yousef Sarhan

Farm Farm

Yousef

Sarhan

8-Aug-17 1

2:00-

4:00

WT

Team

Weekly Meeting

@ 2:00 pm

11:00-

1:00 Sameer

NDICO

National Drip

Irrigation

Company Manufacturer

Zarif Baradei

/ Ayman Al-

Edreesi Vice Chairman /

0795531289 /

0795578817 Amman - Sahab

9-Aug-17 1

9:00-

11:00

Sameer,

Bayan MIRRA Consultant

Samer

Tallouza

11-Aug-17

12-Aug-17

13-Aug-17

9:00-

11:00 A,B,C,D

14-Aug-17

9:00-

11:00 A,B,C,D

Presentation

with Roger

15-Aug-17

9:00-

11:00 A,B,C,D

Weekly Meeting

@ 2:00 pm 23-

Aug0217

2:00-

3:30

Sameer,

Jafar Amaan Company

Supplier and

Importer

Anas

Alawneh Sales Manager 798868899 Amman


Date

Number


27/8/2017

10:30

-

12:00

Sameer

Bayan

Agriculture

Plastic Industrial

Company

Manufacturer

& Supplier

Hassan

Badawi Marketing Manager 779999371

12:30

- 1:30

Sameer

Bayan

Mada for Drip

Irrigation

Manufacturer

& Supplier

Nasser Al-

Darabia Executive Director 796759759

2:00 -

3:00

Sameer

Bayan

Al-Wasael

Company

Manufacturer,

Supplier,

Retailer &

Importer Mustafa Asa'd General Manager 795656166

3:30 -

5:00

Sameer,

Jafar Mai & Fai

Supplier,

Importer and

Distributer

Mahmoud Al

Akhras General Manager 777343923

28/8/2017

1:00-

2:30

Sameer,

Bayan,

Jafar,

Cyrin

Consultants

Company (HH)

(Household)

Supplier &

Retailer

Firas

Ammour General Manager 795532801 Amman - Khalda

2:00-

3:00

Lamia,

Sameer,

Layanah JEDCO

30/8/2017

12:00

- 1:00

Sameer,

Lamia JRF

1:00-

2:00

Jafar,

Orwa

Miqdadi

Agriculture

Material

Company Input Supplier

Basel Al-

Ahmad Manager 65939890 Amman


xi. Photos of market assessment

Agriculture asssesment: WIT team interviewing farm manger (photo left) and farm owner (photo center) in Azraq, Jordan. Farmer focus group, Jerash

(photo right)

WIT team investigating water saving products in household supply retailers in Mafraq, Jordan (left and center). Investigation of household grey water

garden (photo right).


Household focus groups: Female refugees from Syria in Azraq, Jordan (photo left and center) and Jordanian males in Irbid, Jordan (photo right).



Water Management Initiative (WMI) Quarterly Progress Report No. 4 73

U.S. Agency for International Development

1300 Pennsylvania Avenue, NW

Washington, DC 20523

Tel: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov

http://www.usaid.gov/



Annex F WIT's List of Potential Partners

# Category (Ag,

HH, Fin, Comms,

etc.)

Potential

Partner

Description Contact info

(Name, address, email, website)

Wit initial

Evaluation

(will/skill

(H/L) i.e. HH,

LL, HL, LH)

1 Ag Aghadeer Retailer for

Irrigation pipes

and fittings

Abo Bassam Mohammad (795570635) LH

2 Ag Jordan

Greenhouse

s

Manufacturi

ng

Manufacturer

and supplier

Mohamad Diab (Amman, 796605010 - [email protected],

www.rayyan.com.jo)

HL

3 Ag JEPA Association,

Membership

Org

Basil El-Deek (Amman, 795911911, [email protected],

www.Jepa.org.jo)

LH

4 Ag Arab

Greenhouse

s Company

Manufacturer,

supplier

Adli El-Sheikh ([email protected], 053656740,

www.arabgreenhouses.com)

HH

5 Ag Universal

for Industry

of Irrigation

Pipes

Manufacturer Eng. Nedal (Sahab, 799308889) HL

6 Ag INCARE

Mafraq

Governmental

- MoA

HL

7 Ag Mais

Company

Manufacturer -

Retailer -

Supplier

Kamal Al-Kawalit (Amman, 795530800 - [email protected],

www.mais-jo.com)

HL

8 Ag JOPEA Association,

Membership

Org

Fayad Zyoud (Amman, [email protected] - 64622262,

www.jopea.com)

LH



# Category (Ag,

HH, Fin, Comms,

etc.)

Potential

Partner



Wit initial

Evaluation

(will/skill

(H/L) i.e. HH,

LL, HL, LH)

9 Ag Central

Market

Government,

Amman

Greater

Municipality

Anas Mahadeen (Amman, [email protected]) LH

10 Ag Agriculture

Risk

Managemen

t Fund

Government-

MoA

Mohammad AL Awaideh (Amman, 799028416) HL

11 Ag Mai&Fai Supplier Mahmoud Akhras (Amman, [email protected] - 0777343923) LH

12 Ag Eco Sol Consultant Hasan Suboh (Amman, 07961212909) LL

13 Ag Al-Alawneh

Company

Supplier and

Farmer

Olwan Alawneh (Amman, 796764999) LL

14 Ag AL-Jumairah Supplier Saed Qashou (Amman, [email protected] -

796868000, www.qashulandscaping.com)

LH

15 Ag ICT

Internationa

l

Consultant Dr.Ghazi Abo Rumman (Amman, 777054400) LL

16 Ag NDICO

National

Drip

Irrigation

Company

Manufacturer Ayman Al-Idreesi (Sahab, [email protected], 0795578817,

www.ndico-jo.com)

HH

17 Ag MIRRA Consultant Samer Tallouza - HL

18 Ag Agriculture

Plastic

Manufacturer

& Supplier

Hassan Badawi (Shab, 779999371, [email protected]) HH



# Category (Ag,

HH, Fin, Comms,

etc.)

Potential

Partner



Wit initial

Evaluation

(will/skill

(H/L) i.e. HH,

LL, HL, LH)

Industrial

Company

19 Ag Mada for

Drip

Irrigation

Manufacturer

& Supplier

Nasser Al-Darabia (Sahab, [email protected] -

796759759)

HL

20 Ag Al-Wasael

Company

Manufacturer,

Supplier,

Retailer &

Importer

Mustafa Asa'd (Amman, [email protected] - 795656166) HL

21 Ag Miqdadi

Agriculture

Material

Company

Input Supplier Basel Al-Ahmad (Amman, [email protected],

www.amc.jo)

HH

22 HH Al-Aman

Company

Supplier for

WSD

Eng. Anas Alawneh (Amman [email protected],

0798868899)

HH

23 HH Irshidat

Company

(HH)

Contractor Mohammad Zawahreh (Amman, [email protected],

65601797, www.irshaidat.com)

HH

24 HH Aman

Factory

Manufacturer /

Supplier

Household

Nabeel Ayyad (Sahab, [email protected],

0779900555, www.sayeghgroup.com)

HH

25 HH Attal

Institution

Retailers Ammar Al Attal ( Amman, [email protected] - 797588872 HH

26 HH ATTAQAD

OM

Company

Retailers,

Importer

Nael Mohmoud (Amman, [email protected] - 777337222,

www.ataqadom.com.jo

HH



# Category (Ag,

HH, Fin, Comms,

etc.)

Potential

Partner



Wit initial

Evaluation

(will/skill

(H/L) i.e. HH,

LL, HL, LH)

27 HH Consultants

Company

(HH)

Supplier &

Retailer

Firas Ammour (Amman, [email protected]

795532801, www.consultants-jo.com

HH

30 Finance GIG Insurance Ibrahim Qadadah ([email protected] - 795328343,

www.gig.com.jo)

HH



Annex G WIT Organization Chart

Market System Development

Advisor

TBD

Social and Behavior Change Communication

Advisor

Nour Zabalawi



Annex H Equipment Procurement (Yr2)

Pursuant to 2 CFR 200 and the terms and conditions of this Cooperative Agreement, prior written

approval is hereby granted with the understanding that sufficient funding exists in the award, the approval

does not increase the total estimated amount of the award; and additional funding will not be required.

All other terms and conditions of the award remain unchanged. The Recipient will document the

procurement files accordingly for the following prior approvals:

Table: Prior approval under the agreement Equipment, other capital expenditures, and

restricted goods

Item

# of Units

Expected Source Expected Nationality Estimated Unit Cost

Internet Server

(including software and

backup hard drives)

(MC)

1Purchased Jordan Jordan $5,068.00

DO, pH & EC Meter

(RSS) 1 Jordan Jordan $5,650.00

4X4 SUV (MC) 5 USA USA $36,000.00

4x4 Pick Up (MC) 1 USA USA $44,000.00

4x4 SUV (JRF) 1 USA USA $45,198.00

4x4 Pick up (RSS) 1 USA USA $29,661.00

WIT will adhere to 2 CFR 200 Subpart E-Cost Principles and Standard Provision M8 USAID Eligibility Rules

for Goods and Services.

The equipment and vehicle planned for procurement during Year 2 by the MC Jordan Country office is

listed below:

USAID/Jordan Water Innovative Technologies

Draft Annual Work Plan (23 March – 30 September 2017) of 216

Year 2

1 October 2017– 30 September 2018

Description

Level of

Effort

(%)

FTE/

Months Unit

Cost Budget # of

Units

Status /Days

EQUIPMENT

Vehicles

4X4 SUV 100% 5 Ongoing 1 36,000 180,000 4X4 Pick Up 100% 1 Ongoing 1 44,000 44,000

Capital Equipment (Non-Program)

Internet Server (including software and backup hard drives) 100% 1 Purchased 1 5,068 5,068

TOTAL EQUIPMENT

SUPPLIES

General Equipment ($500 to $4999)

Laptops 100% 26 Purchased 1 1,237 32,170 Copier / printer heavy duty (WIT Amman Office) 100% 1 Purchased 1 3,178 3,178 Printer maps/ plotter (WIT Amman Office) 100% 1 Not yet 1 4,576 4,576 CCTV and alarm system (WIT Amman and Field Offices) 100% 3 Purchased 1 1 3,461 10,383 Conference meeting room phone (WIT Amman Office) 100% 1 Not yet 1 566 566 Color printer (WIT and Field Offices) 100% 3 Not yet 1 3,178 9,534 Safe (WIT and Field Offices) 100% 3 Not yet 1 1,186 3,559 Photo/ video digital camera 100% 2 Purchased 1 1 1,680 3,361

Small Equipment ($0-$499; 1+yr useful)

Office Furniture 100% 26 Purchased 1 500 13,000 Mobile Phones 100% 26 Purchased 1 321 8,348 Printers for WIT Amman Office 100% 7 Purchased 4 1 441 3,085 GPS (to map locations of activities) 100% 6 Ongoing 1 377 2,264

ANNUAL WORK PLAN - AgWater Consult

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