FY19, Quarter 3 - PDF Server - USAID

WARIDI Quarterly Report, Q3 FY19 1

WATER RESOURCES INTEGRATION DEVELOPMENT INITIATIVE Quarterly Report FY19, Quarter 3: April 1 – June 30, 2019

Submission Date: July 31, 2019 Contract Number: AID-OAA-I-14-00068) Task Order No. AID-621-TO-16-00003 Activity Start Date and End Date: January 4, 2016 to January 3, 2021

Submitted by: Bigambo Nandiga, Chief of Party Tetra Tech ARD INC PO Box 768, Morogoro, Morogoro Tel: +255 744 448 521 Email: [email protected]

This document was produced for review by the United States Agency for International Development/Tanzania (USAID/Tanzania).


TABLE OF CONTENTS TABLE OF CONTENTS ................................................................................................................................... 2 ACRONYMS ........................................................................................................................................................ 4 1.0 ACTIVITY OVERVIEW/ SUMMARY .................................................................................................... 6

1.1 Executive Summary .......................................................................................................................... 6 Component 1..................................................................................................................................... 6 Component 2..................................................................................................................................... 7 Component 3..................................................................................................................................... 8 Cross-Cutting Themes .................................................................................................................. 10 Project Management ...................................................................................................................... 11

1.2 Summary of Results to Date ........................................................................................................ 13 2.0 ACTIVITY IMPLEMENTATION PROGRESS .................................................................................... 25

2.1 Implementation Status of Planned Activities ............................................................................ 25 2.2 Intermediate Result 1: Services: Increased Utilization of Sustainable Multiple-Use

Water and Sanitation Services (MUS) ....................................................................................... 25 Task 1.1: Access to sustainable MUS in Rural LGAs .......................................................... 25 Task 1.2: Access to Increased Water Service Levels in Select Water Supply and

Sanitation Authorities (WSSAs) ...................................................................................... 31 Task 1.3: Access to Sustainable MUS through COWSO Strengthening ........................ 33 Task 1.4: Sanitation and Hygiene Promotion ........................................................................ 42

2.3 Intermediate Result 2: Strengthened Governance for Sustainable and Resilient Management of Water Resources and Services under a Changing Climate .................... 49 Task 2.1: Strengthen Management Capacity of BWBs, Catchment, Sub

Catchment Committees and Water Users Associations .......................................... 49 Task 2.2: Improve Data and Information Management for Decision Making................ 52 Task 2.3: Facilitate Adoption of Integrated Water and Land Management

Planning Approaches .......................................................................................................... 55 Task 2.4: Climate Change Studies and Analysis to Support Implementation of

WARIDI Interventions ...................................................................................................... 56 2.4 Intermediate Result 3: Increased Livelihoods through Private Sector Investment

Opportunities for Sustainable Water Services and Water Resource Management ....... 60 Task 3.1: Strategic Partnerships ............................................................................................... 60 Task 3.2: WASH Microenterprise Capacity Building Program ......................................... 65 Task 3.3: Increase Alternative Livelihood Opportunities .................................................. 70

2.5 Cross-Cutting and Integration Activities .................................................................................. 78 Task 4.1: Gender Integration and Youth Inclusion .............................................................. 78 Task 4.2: LGA Engagement ....................................................................................................... 84 Task 4.3: Communications ........................................................................................................ 87

3.0 SCIENCE, TECHNOLOGY, AND INNOVATION ....................................................................... 92 4.0 MANAGEMENT AND ADMINISTRATIVE ISSUES ........................................................................ 94 5.0 ENVIRONMENTAL MANAGEMENT AND COMPLIANCE ....................................................... 95 6.0 GRANTS MANAGEMENT ................................................................................................................... 96

6.1 Grants Performance for All Ongoing Grants during the Year ............................................ 96 7.0 MONITORING, EVALUATION AND LEARNING .................................................................... 103

7.1 Capacity Building and Supportive Supervision ...................................................................... 103 7.2 Data Systems Strengthening and Management ..................................................................... 103 7.3 Data Collection and Quality Issues ......................................................................................... 104 7.4 MEL Challenges and Considerations for Future Quarters ................................................ 108 7.5 Learning Activities ....................................................................................................................... 108


8.0 SPECIAL EVENTS FOR NEXT QUARTER .................................................................................... 113 9.0 FINANCIAL SUMMARY ..................................................................................................................... 114 ANNEXES ....................................................................................................................................................... 115


ACRONYMS BCC Behavioral Change Communications

BDS Business Development Services

BWB Basin Water Board

CBFM Community Based Forest Management Plans

CCRO Certificates of Customary Rights of Occupancy

CCVA Climate Change Vulnerability Assessment

CLTS Community Led Total Sanitation

COWSO Community-Owned Water Supply Organization

DC District Council

DFID Department for International Development

FFS Farmer Field School

FY Fiscal Year

GIYI Gender Integration and Youth Inclusion

HH Household

IWRM Integrated Water Resources Management

IR Intermediate Result

LGA Local Government Authority

MC Municipal Council

ME Microenterprise

MELP Monitoring Evaluation and Learning Plan

MOEVT Ministry of Education and Vocational Training

MOHCDGEC Ministry of Health, Community Development, Gender, Elderly and Children

MOW Ministry of Water

MUS Multiple-Use Services

NEMC National Environment Management Council

NSC National Sanitation Campaign

ODF Open Defecation-Free

PbR Payment by Results

PES Payment for Environmental Services

PO-RALG President’s Office, Regional Administration and Local Governments

Q Quarter


RAS Regional Administrative Secretary

RFA Request for Applications

RFP Request for Proposals

SBCC Social Behavior Change Campaign

SME Small and Medium Size Enterprise

SLTS School Led Total Sanitation

STTA Short-Term Technical Assistance

TC Town Council

TFCG Tanzania Forest Conservation Group

TMA Tanzania Meteorological Authority

TOT Training of Trainers

USAID United States Agency for International Development

VEOS Village Executive Officers

VLUP Village Land Use Plan

VSLA Village Savings and Loan Association

WARIDI Water Resources Integration Development Initiative

WASH Water Supply, Sanitation, and Hygiene

WEO Ward Executive Officer

WPs Water Points

WSSA Water Supply and Sanitation Authority

WUA Water Users Association


1.0 ACTIVITY OVERVIEW/ SUMMARY

Activity Name: Water Resources Integration Development Initiative (WARIDI)

Activity Start Date: January 4, 2016

Activity End Date: January 3, 2021 Name of Prime Implementing Partner:

Tetra Tech ARD INC

[Contract/Agreement] Number:

Contract No. AID-OAA-I-14-00068) Task Order No. AID-621-TO-16-00003

Name of Subcontractors: Winrock International, Resonance (SSG Advisors), Water for Life, Iris Group

Major Counterpart Organizations

Ministry of Water and Irrigation, Ministry of Health, Wami-Ruvu and Rufiji Basin Water Boards, District Local Government Authorities within the two Basins

Geographic Coverage Wami-Ruvu and Rufiji River Basins Reporting Period: April 1 – June 30, 2019; Quarter 3, US FY 2019

1.1 Executive Summary

The United States Agency for International Development Tanzania (USAID) Water Resources Integration Development Initiative (WARIDI) promotes integrated water resources management and service delivery across multiple sectors, with the goal of improved water resources management and service access. Specifically, in selected districts of the Rufiji and Wami-Ruvu river basins, the project:

Component 1 – Water Supply, Sanitation and Hygiene (WASH) Services: Increases access to sustainable multiple-use water, sanitation and hygiene services;

Component 2 - Governance: Strengthens governance for sustainable and resilient management of water resources and services under a changing climate;

Component 3 - Private Sector: Increases livelihoods through supporting private sector opportunities in sustainable WASH services, agriculture and natural resource management.

WARIDI works through national and local government authorities, the two Basin Boards, communities, private entities and civil society to improve equitably le delivery of water-related services and to enhance integrated watershed management approaches from basin to household level. WASH and livelihood services focus on demand-driven requests from Local Government Authorities (LGAs) receiving project support, while emphasizing private-sector partnerships for efficiency and sustainability, through the lenses of climate change adaptation, gender integration and youth inclusion.

Highlights of WARIDI achievement in Q3 of FY19 include:

Component 1

• Three solar villages began construction activities in April 2019. Combined, these villages have 10 separate schemes that will serve approximately 5,000 people. Construction activities will continue through January 2020.

• Eight rural water schemes began construction in Gairo, Mufindi, Kilolo, Kilombero, and Kilosa LGAs. Two (2) additional schemes were approved and will start construction in early July. An


11th scheme is in final stages for approval. These 11 schemes combined have construction periods ranging from six to nine months and will serve 104,166 people when completed by March 2020.

• Four schemes under IRUWASA are in procurement and will be awarded in Q4. • Five procurement packages for Institutional Sanitation construction in 25 schools have been

prepared and will be released in Q4. • 13 additional scoping visits were completed, and six schemes received a “go” decision to move

ahead with design and procurement. These schemes are estimated to serve 45,600 people. They are currently under design alongside the nine schemes that were approved last quarter, serving a combined 149,094 people across the fifteen schemes.

• In total, WARIDI has scoped 59 rural water schemes, 26 of which received a “go” decision and are under design, procurement and construction serving a total of 305,970 people. This, combined with already served people from the first 16 schemes, makes a total of 475,301 people.

• Eight COWSO strengthening grants were successfully completed and closed. In total 140 COWSOs were supported, which serve over 360,000 people and manage a combined 8,108 water points.

• Across the eight grants, grantees supported COWSOs to construct 55 new public water points, 57 private connections and to repair 286 existing public water points during the grant period. These actions will provide access to basic water services to 33,918 people (See Annex 17: COWSO Verification report - repaired and new water points/connections).

• Nine ODF grants were modified, extending their implementation period for two milestones (six months). All nine grants are centered on use of local sanitation and hygiene promoters (sub village leaders and community health workers) to conduct house to house sanitation and hygiene promotion to attain ODF status.

• WARIDI supported ODF external verification in eight LGAs covering more than one hundred communities during the quarter.

• It was agreed that the VIAMO partnership to support messaging on sanitation and hygiene behavior change would not move forward due to lack of support from the CLEAR consortium and Ministry of Health. The National Sanitation Campaign is not prioritizing voice messaging as a channel for behavior change communications. WARIDI will continue focusing on local behavioral change activities carried out by grantees.

• The five school WASH grants initiated activities in 25 schools (24 primary schools and one secondary school) in 5 LGAs.

• WARIDI conducted school WASH induction (Training of Trainers) to WARIDI staffs (Sanitation, Gender, and MEL Teams), Regional Education Quality Control Officers (Iringa and Morogoro Region) and 20 grantees staff implementing school WASH grants. The induction was meant to equip all participants with skills and understanding for effective school WASH implementation.

Component 2

• STTA was engaged to prepare the WUA Capacity Assessment Plan (CDP) and training manuals in support of strengthening 10 WUAs within the Rufiji and Wami-Ruvu Basin Water Boards. Several steps towards the development of the CDP and training manuals were completed including submission of the inception report, facilitation of the initial experts’ workshop in Dodoma and preparation of the first draft of the CDP and training manuals.

• A two-day Multi-Sectoral Stakeholders Forum was held in Bagamoyo bringing together 59 participants from government, private sector, catchments, WUAs, CSOs, educational institutions and other institutions to discuss different issues regarding water resources management in the Wami-Ruvu basin. Action plans were developed and will be coordinated by the BWB.

• WARIDI, through Subcontractor Water4Life, completed several key activities including operationalizing new river flow measurement equipment, training basin water board staff on


medium and high-flow measurements, conducting high flow measurements on the Kilombero at Swero – the first flood measurements at this site in about 40 years – and other activities.

• WARIDI’s citizen science initiative deployed four (4) low-cost automatic weather stations, two (2) in commercial farms (Fox Farm and Unilever Tea Company) and another two (2) in secondary schools (Makambako and Mgololo). This initiative works with the public and private partners to support weather data collection that is mutually beneficial to partners and the Basin Water Boards. Participants were oriented on the proper handling of installed stations and sharing of data with the BWBs for sustainable data management purposes. Additional stations will be installed in Q4.

• An inception meeting on the planned climatological analysis in the Wami-Ruvu and Rufiji basins was held with participants from SERVIR E&SA, BWBs and WARIDI. MOUs between the BWBs and SERVIR E&SA were prepared and shared for signature. Discussions between WARIDI and SERVIR E&SA were held to integrate climatological with hydrological analysis through Aquarius.

• STTA was engaged to support village land use planning in three climate change hotpots. An assessment was conducted through consultation with LGAs and villages and selected hotspot villages including Msufini (in Mvomero district), Magana (Kilolo), and Nguyami (Gairo) were identified. Participatory Land Use Management (PLUM) teams were formed (in Gairo) and revived (in Kilolo and Mvomero) and participated in a two-day training in Morogoro where the field work plan was prepared.

Component 3

• The Medentech (private sector) water treatment pilot was launched in Mvumi COWSO, Kilosa LGA in early Q3. Baseline water testing of E. coli levels was conducted once per week for two consecutive weeks before installation of the Medentech treatment systems and water quality monitoring will continue throughout Q4.

• Monitoring of the eWATERpay pilot continued in Q3 and challenges identified in Q2 were addressed such as periodic uncontrolled continuous flow at some meters. eWATERpay worked with the COWSO to address the meter issues and serviced the water pump at Mvumi installation resulting in improvement in water availability improvements from 50% to 80% of the time.

• WARIDI prepared for the eWATERpay pilot final evaluation for which eWATERpay and WARIDI will share the results of the pilot water dispensing technology with COWSOs and other stakeholders to support appropriate scale-up to other COWSOs. Both eWATERpay and Medentech have a strong interest in using these pilot partnerships as a launch point for further scaling and long-term engagement with COWSOs in Tanzania. Discussions on bank financing through Water.org partnership are being explored which will support access to finance.

• WARIDI conducted follow-up meetings with DEDs and DWEs to support fast-tracking the COWSO financing process after a slowdown based on information requests from the LGAs. Out of Six LGAs targeted for initial COWSOs financing, four (Kilombero, Bagamoyo, Morogoro DC and Mvomero) agreed to move forward with COWSOs financing, while the remaining two (Gairo and Kilosa) are still analyzing the proposed intervention. 13 COWSOs are now in the process of opening bank accounts as a precursor to receiving bank financing.

• The WASH product Road Show was completed in Q3 in 7 LGAs, making a total of 20 LGAs reached in Morogoro, Iringa, Njombe, Mbeya and Coast regions. Ten road show partners were represented throughout the events. The Road Show completed 60 events in 60 wards, exposing an estimated total of 25,935 people to key WASH messages and a range of WASH products.

• Capacity building for microenterprises engaged in WASH product sales continued during the quarter. A total of 20 trainings across the LGAs in Morogoro, Njombe, Pwani and Mbeya regions focused on Module 2, bookkeeping, basic accounting and financing options, and Module 3, business plan development. A total of 525 microenterprises across 10 districts participated in the trainings.


• The microenterprise support program reviewed its recent performance results on supporting growth in WASH products supplied by WARIDI partners and made adjustments to its technical approach including more closely working with suppliers to more effectively supply MEs, identify operational challenges suppliers have in working with MEs, focus collaborations on suppliers who are motivated and willing to commit resources to grow product markets, and working with MEs to improve sourcing and pricing strategies.

• In Q3 the livelihoods team completed a detailed assessment report for new water schemes under IR1 to understand market opportunities for existing and new sanitation products in Gairo, Kilosa, Mvomero, Kilombero, Mufindi, Kilolo and Iringa DCs. The team held a meeting with Small Industries Development Organization (SIDO) to discuss capacity building training needs for entrepreneurs on antiseptics and detergent making. An assessment report covering agricultural livelihoods in these same locations was completed at the same time. Constraints to agricultural diversification identified included gender imbalance in decision making on economically productive roles at the household level and low level of extension services that impact farmers’ innovation and technology adoption. To address these constraints, WARIDI is closely collaborating with local extension officers and sensitizing communities on supporting women and youth farmers through recruitment for upcoming livelihoods support activities.

• In Q3, WARIDI carried out sensitization and mobilization meetings to communities in new water schemes in Kilosa, Mvomero, Gairo and Kilombero District Councils. A total of 1,113 community members participated in these meetings. The meetings provided a forum for communities to understand more about WARIDI, raise awareness on MUS opportunities identified during the livelihoods assessment, share the WARIDI farmers training of trainers (TOT) strategy and criteria for TOTs selection.

• In Q3, WARIDI continued to provide technical backstopping support to grantee TFCG and follow-up on technology adoption and improved management practices by farmers who were trained through Farmers Field School (FFS) and other activities. Follow-up visits to Kilosa, Kilombero, Kilolo, Mvomero, and Iringa DC provided onsite technical advice and assessed level of adoption of technologies and improved management practices that have resulted from Training of Trainers (ToTs) related to small scale agriculture production, animal husbandry and beekeeping. Results demonstrated farmers increasingly applying these technologies. 390 farmers including 219 women (56%) and 171 men (44%) who were trained have applied new technologies and continue to disseminate improved and appropriate technologies to other farmers. Of all trained farmers 138 (35%) were youths.

• USAID and IPs for Lishe Endelevu, FtF Mboga na Matunda and WARIDI held joint nutritional field visits in Kilolo and Iringa Districts. The meeting identified opportunities to support collaborative activities and coordinate partner interventions with key follow-up actions on joint implementation planning, linking WARIDI producer groups with Lishe Endelevu, and other activities that WARIDI and other partners acted on during the quarter.

• WARID supported linkages between farmers, services and markets during the quarter through trainings to farmers on indigenous chicken keeping at Kimamba in Kilosa including supporting registration of their poultry producer group (UPENDO) with 20 women. WARIDI facilitated the group to access a total of 2,000,000 TSH as a soft loan which will support business expansion. The WARIDI livelihoods team also held meetings with government institutions, Agricultural Training Institute (MATI-Ilonga) and Tanzania Agricultural Research Institute (TARI-Ilonga) in Kilosa to explore opportunities and possibilities to support farmers with sustainable access to extension services.

• WARIDI grantee TFCG supported climate-smart agricultural practices such as agroforestry and value addition strategies for agricultural products during the quarter. 24 community-based trainers (CBTs) were supported to attend a training by the Sustainable Agriculture Trust (SAT) in Morogoro for one week. CBTs came from 13 villages and each village was represented by 2 CBTs (total of 12 men and 12 women) who received training on soils, crop rotations, agroforestry, soil conservation, and the differences between common agricultural techniques and climate-smart agricultural techniques. In addition, TFCG co-delivered with LGA extension


personnel farmer field schools training on harvesting, storage, processing and marketing for 90 participants in Chita, Ikule, Udagaji and Itongowa villages.

• Field visits to Village savings and loans associations (VSLAs) were conducted by TFCG during the quarter. TFCG-supported VSLAS having started to disburse loans to members for initiating small businesses, construction of improved toilets, paying children’s school fees, and paying hospital bills. The five VSLAs have a total savings valuation of Tsh, 3,450,000.

Cross-Cutting Themes

• The GIYI team continued to integrate GIYI in other areas of the project by implementing a half-day training for 20 ODF grantees staff under the sanitation component. The training strengthened capacity of grantees staff in assisting school committees and select teachers in identifying gender-related differences in school-based WASH activities, mobilizing support to address the gender-differentiated WASH needs of primary school girls and boys, and supporting capture of gender-related results.

• The Gender and Youth Advisor supported the WUA Capacity Building Plan and Training Manuals development process, leading discussions on gender and youth including guiding participants to formulate the gender and youth training module that will be part of the overall WUA capacity building tools.

• The Gender Advisor provided technical assistance to the institutional support unit to outline a GIYI training module for the capacity building of COWSOs in 11 new water schemes. She also supported the land use planning work during the PLUM training held in Morogoro which committed the PLUM on sensitization and awareness raising through gender balance in land use planning activities being carried out in Kilolo, Mvomero and Gairo Districts.

• WARIDI awarded the Gender Champion Award to Henry Jackson, Strategic Partnerships Specialist for his initiative on seeking out technical assistance and taking responsibility for the replicating of GIYI tools in the partnerships work stream. The Gender Champion Award represents WARIDI’s internal effort to identify role models who take ownership and leadership for advancing gender equality within their respective work streams.

• WARIDI’s gender activity received good visibility with USAID posting a press release written by WARIDI on the UPWARD activity titled “Water Management, Helping Women in Rural Tanzania to Find their Voices.” The Gender Team also prepared and submitted a case study on WARIDI Social norms change UPWARD activity to International Food Policy Research Institute (IFPRI) which will be included in a report chapter on gender and resilience for the forthcoming Regional Strategic Analysis and Knowledge Support System (ReSAKSS) annual trends and outlook report (ATOR) to be published in Q4.

• The Gender Team submitted a conference abstract with the title “Increased Women Participation in Water related Decision making through Transforming social norms” which was accepted for poster presentation at the University of North Carolina (USA) during the Water and Health conference to be held in October 2019.

• The Gender Advisor was featured in a Tetra Tech Inspires story on her work focused on integrating gender into project activities which was shared globally through the Tetra Tech website, Twitter, LinkedIn, Facebook and USAID’s Global Waters Platform.

• WARIDI conducted the end-line evaluation for the UPWARD intervention during the quarter. The evaluation report with results will be submitted to USAID early in Q4.

• The LGA Engagement Team continues to play a critically important role in coordinating and linking project activities with the district and other stakeholders. In Q3, WARIDI Engagement Agents supported most activities including public and private sector activities on WASH services and MUS, organization of microenterprise trainings, facilitating district and community engagement for new water schemes with particular support for consultative meetings with DEDs, DWEs, and the community related to scheme trench digging, community cash contributions, and coordination support to the engineering team. The Engagement Team facilitated community awareness meetings for communities at 22 water supply projects in Kilolo


(2), Mufindi (2), Iringa (3), Kilosa (6), Mvomero (2), Gairo (1), Kilombero (3), Ulanga (1) and Morogoro rural (2).

• During the reporting period, a communication guide for grantees and staff was developed and shared to help them understand how to acknowledge USAID support during radio and video interviews when presenting WARIDI project initiatives. Support was provided to grantees, staff and other partners to ensure USAID/WARIDI visibility and compliance to USAID branding and marking.

• WARIDI received media coverage in both local print and electronic media as well as other global platforms. News stories featuring WARIDI construction works of water infrastructures at Nyameni Village was covered by Independent Television (ITV) and Radio One station. Newspaper articles on ODF intervention works by HAPA, WARIDI grantee in Malinyi were featured in the Guardian (April 25, 2019) and Uhuru (April 27, 2019) Newspaper. WARIDI interventions in sanitation at Chalinze was featured in Swahili local newspaper, Majira, on May 7th, 2019. Other media coverage during Q3 included social media and a noticeable increase in social media usage by the Basin Water Boards and WARIDI staff was observed.

• WARIDI received approval on six (6) success stories during the quarter which are expected to be disseminated through various platforms. Two of the approved stories were requested by USAID for the website and one story was recommended by the DOC to be published in USAID’s East Africa Environmental Newsletter. WARIDI also published its bi-monthly newsletter during the quarter which was distributed to over 350 readers.

• WARIDI made significant progress on several initiatives focused on citizen science, water treatment systems, mobile data collection and low-cost chlorination systems which are described in the “Science, Technology, and Innovation” section of this report.

Project Management

• WARIDI submitted the FY19 Semi-Annual and Q2 Quarterly Report by April 30th as per schedule.

• Tetra Tech ARD conducted an internal compliance review (supported on overhead) during the quarter which looked at WARIDI systems and compliance on financial, procurement, subcontracts, human resources, asset management and other areas. The report made recommendations for strengthening compliance in some areas and identified no “significant” areas of risk on the project, and only a handful of moderate findings. The team is currently implementing mitigations.

• WARIDI received support from several consultants and home office staff during the quarter including Water4Life, Winrock, SERVIR E&SA, and hired local consultants to support Village Land Use Plans (VLUPs) and Water User Association (WUA) capacity building activities.

• Several staff transitions occurred during the quarter including filling WARIDI positions on the MEL Team, Rufiji Basin Water Board Support Specialist, procurement, and hiring of fifteen engineering interns.

• During the quarter WARIDI participated in a USAID training on environmental compliance, revised and submitted the Environmental Mitigation and Monitoring Plan (EMMP) for the activity, developed procedures for review and approvals of environmental compliance, and implemented reporting requirements. WARIDI submitted for USAID review and approval 22 site screening forms for water supply and 25 screening forms for school WASH construction during the quarter.

• WARIDI received USAID technical concurrence to award six-month ODF extension grants to nine ongoing ODF grants in Bagamoyo, Chalinze, Gairo, Morogoro, Malinyi, Ulanga, Mufindi, Mbarali and Wang’ingombe districts. WARIDI has already facilitated the signing of these grant extensions and all grants are ongoing. In addition, a total of 8 grants to support LGAs on COWSO capacity-building that were awarded in June 2018 came to an end and WARIDI managed to close all of them in this quarter. Final technical reports for these grants are attached as annexes to this report.


• During Q3 8 COWSO grantees were monitored and the operational status of 140 COWSOs was reviewed against baseline data using the COWSO competency Index Tool (CIT). WARIDI found that by the end of grant milestone five, the number of minimally operational COWSOs decreased from over 65 to 12, 90 COWSOs are now partially operational, and 38 COWSOs have attained fully operational status. In addition, notable COWSO leadership changes have occurred since baseline, with a 60% increase in youth leadership and a 75% increase in women leadership of COWSOs. These changes are directly attributed to WARIDI’s gender integration and youth inclusion (GIYI) interventions through which WARIDI trained all grantees involved in capacity building for COWSOs. The grantees were trained on the importance of engaging women and youths in management of water supply projects and water resources, skills which were imparted to the COWSOs. The COWSO leadership changes were observed during elections of management teams for trained and newly formed COWSOs.

• The MEL team also undertook a household verification activity of the water points that have been extended or repaired by COWSOs after WARIDI built their capacity. This verification exercise found that a total of 398 water points has been repaired/extended. Out of this, 57 are private connections and 341 water points are public, supplying water to an estimated total of 33,918 people (16,620 Male, 17,299 Female) who have gained access to basic drinking water services through these public and private water points rehabilitation efforts. Further breakdown of analyses is presented in COWSO verification report (Annex 17) and summarized on page 55 (Table 14).

• During this quarter MEL team took initiative to address challenges on reporting, organization of documentation and data collection conducting refresher trainings and internal meetings with grantees, technical team and management to identify problems and solutions.

• WARIDI undertook concerted efforts during the quarter to better capture program learning, focusing on a key theme Gender Integration and Youth Inclusion (GIYI). As presented in the MEL section of this report, results of the UPWARD learning activity highlight that promoting gender equality by targeting gendered social norms supports more inclusive and equitable water resources management that addresses the needs of all individuals. Lessons included the need to focus on community-based governance structures from the outset; consult with women’s groups in participating communities to identify and understand their barriers to participating in water governance; the need to provide a gender social norms introductory session for COWSO or WUA members to engage them in identifying those norms that limit women’s participation and leadership; and including gender integration expertise in WRM staffing plans.


1.2 Summary of Results to Date1

Indicators Reporting Frequency

(Q = Quarterly SA = Semi-annually

A = Annually)

FY 2019 Annual Target

Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19

Comments Percent Achieved FY19 (%)

LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

IR1 Services: Increased utilization of sustainable multiple-use water and sanitation services 1.1 Number of people gaining access to basic drinking water service as a result of USG assistance (HL.8.1-1) (Standard) (SA)

180K 61,200 42,416 33,918 0 33,948 people (16,620 Male, 17,299 Female) obtained through COWSO WPs repairs/extension made as a result of WARIDI capacity building program. Annual target will not be met due to longer than anticipated timeline for scoping, design, procurement and the nature of the schemes currently under design/procurement but will be counted in FY20 and adjustments to achieve LOP targets are being implemented. Ideally, WARIDI estimated 4 months from scoping to contract start date, but on average we took 5-6 months because rather than working on one scheme start to finish, it was more efficient to batch the schemes due to limitations in personnel and other resources.

76% 520K 203,279

39%

1 This Quarterly Report is reporting against project performance indicators included in the revised MELP submitted to USAID in late November approved in Q2 of FY19. 2 Targets proposed in proposed T.O. modification, recently approved.




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

Implementation periods are ranging from 6 to 9 months, with a total cycle of 11 to 14 months.

1.2 Number of people gaining access to a basic sanitation service as a result of USG assistance (HL8.2.2) Standard (SA)

400K 122,726 272,011 136,406 0 In this quarter 28,418 HHs 6,976 HHs in 1st five LGAs and 21,442 in 9 ongoing LGAs have been reported with improved latrines which is equivalent to 136,406 people (66,839 Male, 69,567 Female). This is as per NBS average HH size of 4.8. This indicator has exceeded its LOP target by 120% at the end of the reporting quarter. The indicator measures data collected district wide as an outcome of the support provided to LGAs by WARIDI for the National Sanitation Campaign. Since it is an outcome of behaviour change, it is difficult to predict accurately the number of people who will adopt the promoted behaviour (improved sanitation); WARIDI has been particularly successful due to increased political will and LGA mandates that communities construct and maintain improved latrines. WARIDI will likely revise this target upward in FY20 work planning.

33%

750K 902,409 120%

1.3 Number of villages certified

0 0 0 0 0 Certification activities to be conducted Q4 FY19 and Q1 FY20.

0 25 0 0




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

as ODF level II3 (Standard) (Q)

Indicator is on track to meet LOP targets.

1.4 Number of new or improved commercial water or sanitation products or services available in target LGAs (Custom) (SA)

20 54 335 11 0 Three products were introduced in 11 LGAs as follows: SATO #116 in 3 LGAs, Glory Pads in 6 LGAs and Hedhi Cup in 2 LGAs. As per PIRS definition, the 3 products have been counted based on the number of LGAs they were introduced as follows: (3+6+2 = 11). This indicator has surpassed its LOP target as per PIRS definition due to the above counting of number of products introduced.

245% 40 59 148%

1.5 Number of villages and population verified for universal sanitation coverage of any latrine type and

260 797 1178 110 0 In this quarter 110villages have been verified and acquired status as Universal (22), Level II (86) and Level I (2) Indicator has met its annual targets and surpass LOP targets – more details can be found in narrative.

117% 365 370 101%

3 Per recently approved MELP for FY19 and FY20. 4 Achievement is corrected on Q1 of FY4 results reported after internal data review and verification conducted in May 2019 5 Achievement is corrected following internal data review and verification done. 7 Achievement is corrected on Q1 of FY4 results reported after internal data review and verification conducted in Q3 (May and July 2019) 8 Achievement is corrected on Q2 of FY4 results reported after internal data review and verification conducted in Q3 (May and July 2019)




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

no OD.6 (custom) (Q) 1.6 Number of people with soap and water at a hand washing station commonly used by family members.9 Standard (SA)

50K 138,638 214,540 137,371 0

In this quarter 28,619 HHs have been reported with soap.10 This is equivalent to 137,371 people (67312Male, 70,059 Female) as per NBS average HH size of 4.8. WARIDI believes that we have overachieved because the target was set very low. WARIDI will look at revising up the MELP indicator target and/or how best to reallocate resources currently supporting achievement of this indicator.

981% 100K 592,415 592%

IR2 Governance: Strengthened governance for sustainable and resilient management of water resources and services under a changing climate 2.1 Number of integrated policies, strategies, plans, agreements, regulations or by laws addressing IWRM officially proposed, adopted, or implemented as a

20

0 0 4 0 2 Community based forest management strategies from (Ukwega and Kimala), I Land use plan from Mngeta and 1 integrated water resources management strategy from Kimala villages completed this quarters under TFCG grant. One village Itongowa initiated CBFM establishment process, this will be completed in the next quarters. This indicator is underachieved mostly due to the delay in implementation of

20% 42 19 45%

6 Per recently approved custom indicator for FY19 and FY20. 9 Per recently approved MELP for FY19 and FY20. 10 Only includes people with soap as per PIRS proxy.




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

result of USG assistance (F 4.4.2-28) [Sub-IR 2.3.1] (Custom) (A)

activities leading to realisation of capacity building plans for WUAs, land use plans and bylaws for climate change hotspot villages. The delays were caused mainly by the decision against recruitment of a replacement for the IWRM Governance specialist and the departure of the Climate change specialist during the quarter.

2.3 Number of decision support tools used for evidence-based decision making in IWRM and /or Climate Change implemented. (Custom) (SA)

4 0 2 0 0 No achievement in this quarter. 50% 10 8 80%

2.4 Number of institutions, committees, and associations with improved capacity in land and water management with USG assistance (contributes to CUSTOM) (A)

50 0 0 140 0 140 COWSOs from 8 new LGAs completed baseline assessments and training. However, in Q3 an end-line assessment showed only 134 COWSOs with increased capacity. In addition, 3 NRC and 3 VLUM committees capacitated through TFCG grants and show significant improvement in undertaking their responsibilities. This indicator has met its LOP target due in part to the number of COWSOs WARIDI has worked with.

280% 130 277 213%




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

2.5 Number of community leaders and resource personnel promoting gender equity and women and youth empowerment within their spheres of influence due to USG assistance (Custom) (Q)

200 26 6911 57 0 The targets are expected to be met through activities that document results including GIYI plans implementation by LGAs, as well as bi-annual meetings with leaders trained from the 20 LGAs. To achieve this indicator, WARIDI depends on follow-through from community leaders on GIYI activities to achieve this target which has not been consistently reliable. According to the PIRS, the targets are expected to be met through community leaders and resource persons who advocates for gender equity within their spheres of influence. Additionally, WARIDI is also tracking indicator achievement through COWSO’s increased number of women in leadership and leaders who advocate for SWASH to address girls’ and boys’ different needs from ODF grantees.

76% 430 209 49%

2.7 Number of institutions with improved capacity to address climate

20 9 0 8612 140 COWSOs have received climate change training. An evaluation survey to measure capacity to address climate change issues was done to 131COWSOs

475% 40 105 263%

11 Achievement for Q2 were corrected following internal data review and verification conducted in May to 2019 12 All these 86 COWSOs have also been reported on indicator 2.4. As per PIRS this indicator has a small target of 40 and its achievements are from higher level institutions such as basins, LGAs and Ministry level

however approved MELP as of Jan 2019 includes COWSOs and WUAs as institutions which address CC.




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

change issues (F4.8.2-14) (Standard) (A)

whereby 86 COWSOs have shown improved capacity to address climate change in planning, implementation, budgeting, engaging and collaborating with other stakeholders. WARIDI exceeded this target due to the number of COWSOs WARIDI has worked with.

2.8 Number of stakeholders with increased capacity to adapt to the impacts of climate change (F4.8.2-26) (Standard) (A)

1,900 705 428 1902 0 In Q3 382 farmers from livelihood activities adapted to CC issues (161Male, 221 Female). Also 474 farmers (327M, 448M) from TFCG adapted CC issues through climate smart agriculture practices. In addition to that through COWSO training conducted this year 1,046 individuals (461 M, 585 F) adapted to Climate change. The indicator target is half way to be met the following are planned activities for this year that will contribute to its achievement which include: (i) development village land use plans in 3 climate change hotspot villages which will be accompanied with training on CC and (ii) COWSO Training in ongoing water schemes.

100% 8,400 4496 53%

2.9 Number of people educated on tools, approaches, and /or methods for

8,000 45 2,308 160 0 160 people (96 Male, 64 Female) people have been educated on water security, IWRM, and/or water source protection this quarter.

31% 15K 9,661 64%




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

water security, integrated water resource management, and /or water source protection (HL8.3.1) (Standard) (A)

The target for this indicator is measured by counting numbers from Capacity building activities to BWBs staff, WUAs, Multi-stakeholder Forums, TFCG interventions, workshops conducted for media houses and the communities reached through media articles and coverages. The indicator is underachieved because the planned WUA capacity building and land use planning activities were not completed by the end of Q3. Additionally, people reached through TFCG interventions for last quarter are still being verified, hence not yet included. Numbers reached through media have not been added to the achievements to date and the MEL team is liaising with other USAID IPs dealing with messaging/ training through media on how to track the numbers reached through Media Programs. The target is expected to be significantly achieved when numbers from TFCG work, land use planning and visitors to the Wami-Ruvu BWB pavilion supported by WARIDI during Nane Nane exhibitions will be included.




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

Additional numbers will be obtained from the FY20 planned capacity building activities for; Members of the National Water Board (NWB), new members of the boards for the two BWBs, members of selected WUAs and Local Government Leaders. Other numbers will come from sensitization programs with Community members in jurisdiction areas of 10 WUAs, Radio and TV Programs and Workshops for review of the national water policy (NAWAPO)

IR3 Private Sector: Increased livelihoods through private sector investment opportunities for sustainable water services and resource management 3.1 Percent of women and youth participating in USG assisted programs designed to increase access to productive economic resources (contributes to Standard) (Q)

60% 70%13 85%14 75% 0 In this quarter a total number of 856 people (650 being female or youths) participated in agricultural productivity programs through WARIDI livelihood interventions and TFCG support. Of these, 59% were women and 38% youths. LOP target has been achieved due to strong outreach to women and youth.

77% 55% 70 % 127 %

13 Achievement for Q1 corrected after indicator internal review done in May. 14 Achievement for Q2 corrected after indicator internal review done in May




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

3.2 Number of WASH and MUS service providers are assisted with technical, business capacity or access to finance (Custom) (SA)

200 142 286

0

0 In this quarter total of 286 MEs continued with capacity building on Business Skills development. This indicator has met the LOP target and exceeded the target due to the number of MEs WARIDI is working with.

214% 640

768 120%

3.3 Number of partnerships established for water provision, sanitation, water resource management or stewardship (F PPP-5)15(SA)

2 0 2 0 0 No new partnership established this quarter. LOP targets has been met. We have exceeded this indicator because we initially planned to establish 6 strategic partnerships by year 3 but in the course of implementation of the project, 10 expedited partnerships were developed to promote WASH products through roadshows in WARIDI areas. WARIDI does not contribute money directly to these partners rather than conduct follow-up and coordination support which has motivated partners to want to collaborate with WARIDI.

100% 6 1716 283%

3.4 Number of farmers and others who have applied new technologies or

1,500 375 428 856 0 Under WARIDI livelihood interventions, a total of 382 (161M, 221F) farmers have applied new technologies, and 474 (327M, 448 F) under TFCG grant.

110% 5,000 (50% female or youth)

3,044 61%

15 Contributes to F indicator PPP5: Number of new USG-supported public-private partnerships (PPPs) formed 16 This include six (6) strategic partnership, 11 Expedited (Road Show) Partnership




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

management practices as a result of USG assistance (EG3.2-17) (Standard) (A)

The indicator is achievable but is currently behind the LOP target. The major reason for the underachievement is WARIDI’s initial strategy of leading with sanitation, which required target communities to be declared ODF before MUS activities such as water supply schemes construction and livelihoods intervention could start. Based on experience from project YR 1&2, this was found to be a long process which delayed start-up of other activities and it was therefore changed at the beginning of YR3. Currently all the interventions are going on in parallel which will lead to achievement of the targets by the end of the project. In each quarter WARIDI tracks the adoption of technologies and improved practices. We also track if those trained have disseminated technologies to others. We are expecting that a minimum of 375 farmers will be recorded in each quarter which keeps WARIDI on track to meet the LOP target.




A = Annually)


Q1 FY19

Q2 FY19

Q3 FY19

Q4 FY19


LOP2 Target

LOP Achievements

to Date

LOP Percent

Achieved (%)

Cross- Cutting 4.1 Number of people who attended WARIDI-supported trainings, meetings, and workshops (Custom) (Q)

20K 8,497 9,710 13388 0 In this quarter a total of 13,388 persons have been supported through trainings, meetings and workshops. Trainings: 7,336 people (3,465 Male, 3,871 Female) Meetings: 1,889 people (1,335 Male, 554 Female) Workshops: 86 people (52 Male, 38 Female) Road show forums: 1,237 people (Male 485 Female 752) Road show exhibition 2,840 (Male, 1,221, Female 1619) This indicator has met its LOP target but will continued to be captured as part of achieving other targets.

158 % 50K 78,025 156%


2.0 ACTIVITY IMPLEMENTATION PROGRESS

2.1 Implementation Status of Planned Activities

The following narrative describes progress implementing Tasks and Sub-tasks outlined in WARIDI’s approved Year 4 (FY 2019) Work Plan during the period of 01 April to 30 June 2019. Activity tables included in the work plan for Q4 are provided, with comments, to demonstrate progress with each of the activities planned during the period.

2.2 Intermediate Result 1: Services: Increased Utilization of Sustainable Multiple-Use Water and Sanitation Services (MUS)

Task 1.1: Access to sustainable MUS in Rural LGAs

In Q3, WARIDI began construction activities for 3 solar pumped schemes and 8 rural water supply schemes. 13 additional scoping trips were completed and a total of 6 schemes were selected for full design and costing. This makes a total of 26 rural water supply schemes that are under design, procurement or construction during Q3.

In addition, WARIDI is in the process of procuring construction materials and services for four urban schemes under IRUWASA, two of which are in Iringa DC, and two of which are in Iringa MC. Combined, these schemes will provide approximate 47,710 people with access to water.

During Q3 WARIDI also conducted a learning study on water treatment under the first 16 schemes. During the visits the COWSOs were also trained on sanitary inspections (per WHO guidelines) and advised to do them quarterly which is a mitigation consideration within WARIDI’s EMMP. During the visit, the water treatment unit was inspected and focus group discussions were held with the COWSOs and some beneficiaries. The team also took the opportunity to follow-up with the COWSOs on tariff setting and revenue collection. A full report of findings and recommendations will be finalized in Q4 and submitted with the annual report.

Sub-Task 1.1.1: Implement Solar Pumped Schemes in Remote Villages

Construction of 10 solar schemes in Nyameni, Ilakala (Kilosa DC) and Maharaka (Mvomero DC) is in progress. In Q3, three subcontracts for construction services were approved as shown in the table below.

Table 1: Solar Scheme Construction Services Subcontracts

Scheme LGA Contractor Value TZS Value USD*

Start Date End Date

Nyameni Kilosa DC Engineering Plus 435,626,854 190,230 April 23,

2019 January 22 2020

Ilakala Kilosa DC Famoyo 337,937,604 147,571 April 15, 2019

November 14 2019

Maharaka Mvomero DC JECCs 239,991,940 104,800 April 16, 2019

December 15 2019

*Exchange Rate: 1 USD: 2,290 TZS


Monitoring and progress reports indicate good progress with all contractors being on schedule. These sites are monitored by six site supervisors (WARIDI Engineering Interns); three of which are stationed at Nyameni which has five total schemes, two at Ilakala, which has three schemes under construction, and one at Maharaka, which has two schemes under construction. The scope of work and current status for each subcontract is listed in the table below.

Table 2: Scope of Work and Current Status of Solar Schemes

Scheme Scope of Work Progress as of June 2019 1 Nyameni Construct five schemes in (1) Mkurunzi juu,

(2) Mkurunzi chini, (3) Wangoni & Kanisani, (4) Lubungo & Peapea, (5) Kibadadi & Kisulu consisting of: • Five 50m3 storage tanks (Two on 6m

risers, and three on-ground) • 17 Distribution Points • Five fenced pump houses • 19,000 meters of pipeline

• 5 DPs out of 17 have been casted and plastered; meter chambers are in progress

• Five pump houses are in roofing and plastering stage

• Two raised storage tanks are in walling stage

• Three on-ground storage tanks are at foundation and walling stages

• 5,250m out of 19,000m have been excavated and backfilled

2 Ilakala Construct three schemes in (1) Ilakala A & Mashinieni, (2) Miembeni & Shuleni, (3) Ilakala juu consisting of: • Three 50m3 storage tanks on 6m risers • 11 Distribution Points • Three fenced pump houses • 6,375 meters of pipeline

• 11 DPs have been casted; plastering and meter chambers are in progress

• Three raised tanks are 6m high and are in walling stage

• Three pump houses are in finishing stage • 6,348m of trench have been excavated

and backfilled 3 Maharaka Construct two schemes in (1) Kibaoni &

Zonwe, (2) Kipunguli, Mdugile, Kitopeni & Mabwe consisting of: • Two 50m3 storage tanks on-ground • 14 Distribution Points • Two fenced pump houses • 11,625 meters of pipeline

• 12 out of 14 DPs have been casted and plastered; meter chambers are in progress

• Two tanks are at top slab stage; two pump houses are in roofing and finishing stage

• 9,000m out of 11,628m of trench have been excavated and backfilled

Two purchase orders worth 417,134,950.42 TZS (~$182,155) for ten submersible pumps were signed in May 2019. A summary of procurement values in Q3 for the solar sites is included in the table below alongside total costs.

Table 3: Solar Scheme Procurement

Item Amount TZS Amount USD Notes Nyameni Subcontract 435, 626,854 TZS $190,230 Covers 5 solar water schemes Ilakala Subcontract 337,937,604 TZS $147,571 Covers 3 solar water schemes Maharaka Subcontract 239,991,940 TZS $104,800 Covers 2 solar water schemes Drilling and construction of 10 boreholes

258,323,000 TZS $112,805 5 boreholes in Nyameni, 5 in Ilakala and Maharaka

Pipes and Fittings 274,702,028 TZS $119,957 Pipes and Fittings for 3 schemes Submersible Pumps 417,134,950 TZS $182,155 10 pumps and solar arrays for 10

schemes Local Materials (Cement and Rebar)

148,173,800 TZS $64,705 Local Materials for 10 schemes

TOTAL 2,120,459,176 TZS $922,228 WARIDI estimates that 5,000 people will gain access to water through these schemes with dispersed populations contributing to high per capita costs. The cost of these schemes is approximately 424,091 TZS per person, or $184 per person based on a 2,290 exchange rate. The MEL team is


currently verifying number of people served by the schemes and an exact number will be available in the future.

Sustainability

Kilosa and Mvomero LGAs are very engaged, closely following up and participating in community mobilization. Communities in-kind and cash contributions toward operation and maintenance including in-kind labor for trench digging and backfilling, and materials storage is encouraging in these communities. A full list of community cash contributions for all schemes is included as Annex 1. Villages are asked to contribute 250,000 TZS per Domestic Point; some villages contribute extra cash for security and storage. These targets are set in collaboration with village leadership.

Sub-Task 1.1.1: Implement Solar Pumped Schemes in Remote Villages

Major Inputs/ Activities

Delivery Mechanism

Key External Actors

Indicator Timing Comments

Drill and test 12 boreholes

Contract DWE, BWB, COWSO

1.1 Q1 10 boreholes successfully drilled. 1 existing borehole tested in Nyameni in Q1

Design systems in 3 villages

Internal Engineers, STTA

Solar STTA, DWE, RWE

1.1 Q1 & Q2

3 full designs and BOQs completed and concurred upon by LGA

Procure services and equipment

Purchase Orders, Contracts

QA/QC firms

1.1 Q1 & Q2

Procurement for pipes and fittings completed in Q2, PO for 11 pumps procurement signed, local materials supply to sites completed

Construct new systems

Contracts DWE. RWE 1.1 Q1-Q3 Subcontracts awarded in April 2019, works are in progress and on schedule

Sub-Task 1.1.2: Rural Water Supply Construction

Kiberege scheme has been earmarked for commissioning by the Vice President in late July 2019. However, at the time of this writing it is unclear whether the Vice President will conduct the commissioning or not. Magubike commissioning is still under discussion in Iringa DC but will most likely take place in July 2019. Mwaya community has replaced all taps and reinforced security by providing locking mechanisms at all taps after a theft was reported in Q2.

WARIDI scoped an additional 13 schemes during the quarter, and six schemes with a total population of 45,600 people received a “GO” decision and moved on to design. WARIDI has now officially ended its scoping activities and is currently designing and developing procurement documents for the remaining schemes. In total, 59 schemes were visited and scoped across 11 LGAs. Out of these, 26 have received a “Go” decision. A full list of scoped schemes and their “Go,” “No-Go” status is attached as Annex 2.

Table 4: Q3 “GO” schemes

Scheme Name LGA Estimated CPB*

Tentative Start Date

Tentative Completion Date

Estimated Population

Served 1 Lulanzi-Luhindo Kilolo $16.08 October 2019 April 2020 5,105 2 Utengule Kilolo $17.87 October 2019 April 2020 5,034 3 Lusinga Kilolo $28.26 October 2019 April 2020 5,853 4 Berege-Mgugu Kilosa $20.44 October 2019 April 2020 7,583 5 Kitete Kilosa $27.31 October 2019 July 2020 11,553


Scheme Name LGA Estimated CPB*

Tentative Start Date

Tentative Completion Date


Served 6 Bumki Mvomero $15.70 October 2019 April 2020 10,472 Total 45,600

*Estimated CPB is based on scoping reports and may change in design and procurement.

All schemes that were approved during Q2 are in final stages of design and will be procured in Q4.

Table 5: Q2 “GO” Schemes under Design

Scheme Name LGA Estimated

CPB* Tentative Start Date

Tentative Completion

Date


Served 1 Igumbilo Ulanga $13.65 Sept 2019 May 2020 11,275 2 Chikuti Ulanga $16.33 Sept 2019 May 2020 7,652

3 Gombe & Lukande Ulanga $15.74 Sept 2019 May 2020 8,280

4 Mwaya and Chikwela Ulanga $18.27 Sept 2019 June 2020 8,750

5 Chakwale and Madege Gairo $19.87 October 2019 July 2020 15,259

6 Ngengere Morogoro DC $10.80 October 2019 July 2020 14,708 7 Sinyaulime Morogoro DC $24.41 October 2019 July 2020 4,571 8 Duthumi Morogoro DC $6.87 October 2019 July 2020 27,910 9 Isyaga Ulanga $18.37 October 2019 April 2020 5,089 Total 103,494

*Estimated CPB is based on scoping reports and may change in design and procurement.

In Q3 WARIDI released six Requests for Proposals (RFPs) making a total of eleven RFPs released for interventions in Gairo, Mufindi, Kilolo, Kilosa and Kilombero DCs. During this process WARIDI organized site visits for contractors and evaluated the submitted bids. A total eight subcontractors have been identified and subcontracts have been signed with total value of 1,573,064,786.60 TZS ($685,864). Three Contracts for Mbigiri, Miki and Lukicha worth 795,867,048TZS ($347,002) are in final approvals before being signed in early Q4. A full list of subcontracts and their values are listed below.

Table 6: 11 Rural Water Scheme Subcontracts Awarded in Q3

Scheme LGA Contractor Value TZS Value USD*

Start Date

End Date

People Served

1 Nguyami Gairo DENNEZ 182,051,580 79,499 Jun 12 Mar 11 5,129

2 Kibengu Usokami Mufindi GIRISON 339,973,930 148,460 Jun 24 Mar 23 7,883

3 Maduma Mufindi GIRISON 96,480,636 42,131 May 29 Feb 28 6,128 4 Nyanzwa Kilolo OLSH 207,177,320 90,470 May 21 Feb 20 6,888 5 Lugalo Kilolo BEMFRANK 136,595,030 59,648 Jun 27 Dec 26 3,150 6 Sonjo Kilombero FAMOYO 133,886,930 58,466 May 21 Feb 20 5,666 7 Lukicha Kilombero TBD TBD TBD TBD TBD 28,600 8 Miki Kilombero NORCOM 237,647,280 103,776 Jul 4 Apr 3 11,914 9 Mandela Kilosa GENUINE 254,857,580 111,292 May 21 Feb 20 6,020 10 Magole Kilosa CHAKWALE 225,817,780 98,610 Jun 21 Mar 20 8,591 11 Mbigiri Kilosa GENUINE 321,031,390 140,188 Jul 4 Apr 3 14,197 TOTAL 104,166

Each of these schemes has one site supervisor (WARIDI intern) on site monitoring daily construction. All WARIDI site supervisor interns have a Bachelor of Engineering degree and have undergone WARIDI QA/QC training. They meet frequently with the Lead Engineer of the site to discuss progress and address problems. An update of work progress as of June 2019 is below.


Table 7: Rural Water Scheme Work Progress

Scheme Scope of Work Progress as of June 2019

1 Nguyami

• Rehabilitate 50m3 storage tank on 9m riser; construct new 50m3 tank on 9m riser

• Construct 4 new Distribution Points (DPs); rehabilitate 5 DPs

• Rehabilitate one pump house • Lay 8,275 meters of pipeline

• 2 of 5 DPs have been rehabilitated, meter chambers completed, and plumbing works are in progress

• Rehabilitation of one 50m3 storage tank is in progress

• Pump house rehabilitation is in progress • 1,100m of 8,275m of trenches have been

excavated and backfilled

2 Kibengu Usokami

• Rehabilitate two 100m3 and 200m3 on-ground storage tanks

• Construct 32 DPs • Construct one fenced pump

house and 200m3 sump well • Construct infiltration gullies

and collection chamber • Procure and install 25kVA

transformer • Lay 17,094 meters of pipeline

• Construction activities will begin July 1st

3 Maduma

• Rehabilitate Intake • Rehabilitate 90m3 on-ground

storage tank • Construct 14 DPs • Lay 14,093 meters of pipeline

• Intake weir and retaining wall rehabilitated • 14 out of 14 DPs have been casted, plastering

and meter chamber construction is in process • Existing storage tank top slab is completed,

internal wall plastering completed

4 Nyanzwa

• Improve intake, including reconstruction of retaining wall, and fixing heavy metal plate screw gate

• Construct 50m3 on-ground storage tank and rehabilitate one existing 50m3 storage tank

• Construct 22 DPs • Lay 12,747 meters of pipeline

• Concreting retaining wall at intake is in process

• 19 out of 22 DPs have been casted, plastering and meter chamber construction is in process

• On-ground storage tank is at curing stage, waiting for concreting of top slab

• Rehabilitation of existing tank is complete, waiting for painting and fencing

• 2,500m of 12,747m of pipeline excavated

5 Lugalo

• Construct 50m3 Storage Tank • Construct 10 DPs • Construct wet and dry

chambers, infiltration gallery and one collection chamber at intake

• Lay 8,430 meters of pipeline

• Construction activities will begin July 2nd

6 Sonjo

• Construct new intake • Rehabilitate 50m3 on-ground


• Construction of intake (dry and wet chambers, top slab, and retaining walls) is in progress

• 8 of 25 DPs have been cast; 4 meter chambers are in progress

• Plastering tanks external and internal walls, and curing are in progress

• 1,900m of 7,210m of trenches excavated

7 Lukicha

• Construct intake • Construct 250m3 on-ground


• Contractor identified, approvals in progress

8 Miki • Construct on-ground 250m3 storage tank • Construction activities will begin July 8th


Scheme Scope of Work Progress as of June 2019 • Construct 43 DPs • Lay 12,968 meters of pipeline

9 Mandela

• Construct two 50m3 storage tanks on 12m risers

• Construct 16 DPs • Construct fenced pump house • Procure and install 25kVA


• 16 of 16 DPs have been casted and plastered; meter chambers are completed, and plumbing works is in progress;

• Two raised tanks are at 3m high from ground level

• Pump house is at roofing and finishing stage

10 Magole

• Rehabilitate 100m3 raised storage tank on 9m riser

• Construct 50m3 storage tank on 9m riser

• Construct 26 DPs • Procure and install 25kVA


• Mobilization of construction materials is in progress

• Bases for 10 of 25 DPs have been excavated and hardcore packing is in progress

11 Mbigiri

• Construct 50m3 storage tank on 12m riser

• Rehabilitate two 75m3 storage tanks on 9m and 12m risers

• Construct 25 DPs • Construct pump house • Procure and install 25kVA


• Construction activities will begin July 10th

Purchase orders for pipes and fittings for 11 schemes have been approved and issued to vendors as shown in the table below.

Table 8: Procurement of Pipes and Fittings

Schemes Vendor Amount TZS Amount USD 1 Nguyami, Nyanzwa, Sonjo Pipes Industries 424,816,101 185,509 2 Mandela, Magole, Mbigiri PLASCO Limited 346,704,741 151,399 3 Kibengu Usokami, Maduma, Lugalo Pipe Industries 368,479,186 160,908 4 Miki Pipe Industries 176,538,276 77,091 5 Lukicha DPI Simba 472,335,421 206,160 TOTAL 1,788,873,725 781,168

Table 9: Procurement of Local Materials

Schemes Vendor Value (TZS) Value (USD) 1 Sonjo BHK Hardware 13,572,652 5,927 2 Mandela BHK Hardware 26,841,410 11,721 3 Nguyami HZK COMPANY LIMITED 19,763,300 8,630 4 Maduma SWEET TEST (T) LTD, Iringa 8,688,000 3,794 5 Nyanzwa SWEET TEST (T) LTD, Iringa 22,326,000 9,749 6 Lugalo SWEET TEST (T) LTD, Iringa 11,795,000 5,151 7 Kibengu/Usokami SWEET TEST (T) LTD, Iringa 44,624,000 19,486 8 Miki KESSY ELECTRONICS & HARDWARE 41,861,000 18,280 9 Mbigiri BHK HARDWARE 30,910,000 13,498 10 Lukicha BHK HARDWARE 56,145,000 24,517 11 Magole BURHANI STEEL 29,070,000 12,694 TOTAL 305,596,362 133,448

Borehole Drilling, Pump Tests


Borehole drilling and pumping test for Mbigiri scheme was successfully completed. A borehole with a yield of 8m3/hour has been drilled. Pump tests were also carried out for Nguyami, Mandela and Magole boreholes as shown below.

Table 10: Borehole Yield and Depth for Rural Water Schemes

Scheme Yield Depth Type Mbigiri 8m3/hour 91.45m New Borehole Nguyami 15m3/hour 110m Pump Test Mandela 30m3/hour 70m Pump Test Magole 29.5m3/hour >84m Pump Test

Borehole drilling and pump tests were carried out by Victoria Boreholes Drilling Company for a total contract value of 64,870,500 TZS (~$28,328). Pumps for five schemes will be procured in Q4.

Environmental Compliance

In this quarter, WARIDI supported water quality testing, environmental flows assessment, and water permitting for new construction schemes. Full information for environmental compliance activities can be found in the environmental compliance section of this report and annexed EMMR (Annex 15).

Sub-Task 1.1.2: Rural Water Supply Construction

Activity Indicator Timing Comments Assess feasible interventions

1.1 Q1-Q3 13 additional scoping trips completed in Q3, making a total of 59. 6 additional schemes approved for detailed design, making a total of 26 rural schemes

Design interventions 1.1 Q1-Q3 11 interventions designed and shared with LGAs for concurrence; remaining 15 in process

Procure materials and services

1.1 Q1-Q3 6 RFPs released for construction services; Pipes and Fittings and local materials procured for 11 schemes

Construct Schemes 1.1 Q2-Q4 Construction of 8 out of 26 schemes in progress

Task 1.2: Access to Increased Water Service Levels in Select Water Supply and Sanitation Authorities (WSSAs)

Sub-Task 1.2.1: Access to Increased Water Service Levels in Select WSSAs

In this quarter, WARIDI prepared and released RFPs for four schemes under IRUWASA. A total of 66 bids were received and evaluated from which four potential subcontractors have been identified. Due diligence processes are underway to confirm the potential subcontractors. Subcontracts will be signed early in Q4 FY19. WARIDI also released an RFQ for pipes and fittings for IRUWASA schemes and received and evaluated bids. A potential supplier has been identified and submitted to USAID for approval. In Q4 WARIDI will purchase local materials (cement and rebar) and two submersible pumps for the schemes.

Table 11: Selected IRUWASA Schemes and Beneficiaries

Scheme Name Population Tentative Start Date Tentative End Date Mseke 17,131 August 2019 March 2020 Kalenga and Tosamaganga 8,688 August 2019 March 2020 Mawelewele 15,329 August 2019 March 2020 Ulonge-Ludamatwe 6,562 August 2019 January 2020 Total 47,710

In previous reports, Itamba scheme was reported separately from Mawelewele. These two proposals have been combined into one scheme and are reported together here. The scheme name for Kigungawe B and Lundamatwe (as reported in Q1) has been changed to Ulonge-Ludamatwe, per


design documents submitted by IRUWASA. Per updated estimates, Cost Per Beneficiary for the four schemes is estimated to be $18 USD.

As reported in Q2, IRUWASA’s contribution in the initial capital costs of the schemes includes paying for all trench digging, storage and security of pipes and fittings, and handling household connections to the system. This amounts to approximately 261,150,000 TZS per WARIDI estimates.

Table 12: IRUWASA Contributions

IRUWASA Contributions Unit Quantity Rate Amount Excavation of trench, backfilling meter 57,300 4,500 257,850,000 Security of project materials man-month 6 300,000 1,800,000 Storage of materials month 6 250,000 1,500,000 Total 261,150,000

Sub-Task 1.2.1: Access to Increased Water Service Levels in Select WSSAs

Activities Delivery Mechanism

Key External Actors


Vet 5 short-listed interventions recommended by IRUWASA for technical feasibility and cost

Internal Eng, Scoping

WSSA, STTA 1.1 Q1 Five interventions jointly visited and selected in Q1

Design interventions

Internal Eng WSSA, STTA 1.1 Q2 & Q3

IRUWASA submitted designs to WARIDI in March for Review; Review was completed in April.

Implement interventions

PO, Contracts

QA/QC Firms, WSSA, STTA

1.1 Q3 & Q4

Procurement of construction services and materials began in Q3. Subcontracts and POs will be signed in Q4

QA/QC for Construction

In Q2 WARIDI shortlisted 30 interns who were invited for a Construction Management, Quality Assurance and Quality Control (QA/QC) training. 24 participated in the training and 15 of them were hired in Q3. Two (2) more will be hired in Q4. Five (5) interns dropped out and a total of nine (9) interns are on the waiting list. WARIDI currently has 17 interns at 14 sites, 3 of which are female interns. All interns submit a daily report via mobile tablets showing photos of work completed at site, environmental and health and safety compliance, and any testing carried out on site (slump test, etc.). The reports are sent by email (on a daily basis) to the Water Services Technical Lead, Senior Engineer, Lead and Junior Engineer for the site, WASH Advisor and the Winrock Construction Manager/Program Manager. The number of interns is expected to be increased when rural water construction efforts increase next quarter, pending decisions reached in the year five work plan.


Task 1.3: Access to Sustainable MUS through COWSO Strengthening

Sub-Task 1.3.1: Sustainably Improved Services through COWSO Strengthening Grants

In this quarter eight COWSO strengthening grants came to an end after one year of implementation. These grants, implemented by seven grantees across eight LGAs, were able to support 126 existing COWSOs and form 14 new COWSOs. As a result, COWSOs have been able to construct 112 (55 public and 57 private) water points and repair 286 water points benefiting at least 33,918 people (16,620 Male, 17,299 Female).

Table 13: Summary of COWSO Support by LGA

LGA Grantee Existing

COWSOs New

COWSOs

Number of people served by COWSOs

Number of public

WPs

Number of private

WPs 1 Bagamoyo TAEEs 10* 2** 6,216 65 28 2 Gairo E-MAC 7 5 41,195 100 1 3 Malinyi EMEDO 5 5 7,258 314 968 4 Morogoro DC E-MAC 31 0 99,211 467 817 5 Mufindi IECA 13 0 41,141 386 138 6 Njombe SHIPO 22 0 32,291 701 31 7 Ulanga ECD 19 2 43,763 444 676 8 Wanging’ombe MAMADO 19 0*** 90,574 1,657 1,315 TOTAL 126 14 361,649 4,134 3,974

*Originally 12, but two were taken over by DAWASA.

**Originally 3, but one COWSO did not have its water project completed by LGA as promised

***MAMADO formed 2 COWSOs in Wanging’ombe but no further support was given after formation and no second CIT was completed; further explanation is provided below.

COWSO Technical Support for Water Point Functionality

In Q2 and Q3, Grantees and LGAs supported COWSOs to make extensions and minor repairs to their schemes. Repairs ranged from fixing taps so that water points would not leak, to replacing pumps so that the entire scheme would begin to function. Other common repairs included replacing damaged pipes, cleaning intakes and storage tanks for improved flow, and repairing handpumps.


Table 14: Newly Constructed and Repaired Public and Private Water Points by LGA

LGA Grantee Public WPs Private Connections Total WPs Number of People Served Total Number of People Served New Repaired New Public Private Total Male Female

Bagamoyo TAEEs 10 7 0 17 2,130 - 2,130 1,044 1,086 Gairo E-MAC 1 18 0 19 7,272 - 7,272 3,563 3,709 Malinyi EMEDO 10 8 0 18 3,480 - 3,480 1,705 1,775 Morogoro DC E-MAC 6 15 0 21 5,879 - 5,879 2,881 2,998 Mufindi IECA 16 41 57 6,064 - 6,064 2,971 3,093 Njombe SHIPO 0 117 0 117 5,031 - 5,031 2,465 2,566 Ulanga ECD 1 12 13 26 909 77 986 483 504 Wanging’ombe MAMADO 11 68 44 123 2,904 172 3,076 1,508 1,568 Total 55 286 57 398 33,669 249 33,918 16,620 17,299


In addition, COWSOs across the eight LGAs installed or repaired 57 private water points serving 249 people. The MEL team, in collaboration with the institutional support team and engagement agents, completed a verification exercise in May-June where they physically visited 10% of households served by new or repaired public water points fixed by COWSOs as a result of WARIDI support. In total, 928 households were visited, results are discussed in the MEL section of this report. The verification results show a total of 33,918 people (16,620 Male, 17,299 Female) benefitted through water point repairs and extensions made which are anticipated to contribute towards achievement of Indicator 1.1.

Governance, Financial and Operations Support

In this quarter WARIDI grantees continued to provide technical support to COWSOs focusing on practical outputs in tariff setting, revenue collection, sustainability planning and operations and maintenance.

WARIDI has begun to prepare a full Learning Report discussing the activities and impacts of grantees across the 13 LGAs where the COWSO strengthening grants were implemented. This learning report will be included in the Year 4 Annual Report. A few highlights from the eight grants that just closed include:

Bagamoyo – TAEE’s supported 12 existing COWSOs and formed 3 new ones in collaboration with the LGA. Bagamoyo is a difficult LGA to work in as DAWASA is also extending their services in the LGA at a rapid pace. That said, many households still lack improved access to water and the LGA appreciated WARIDI’s support. Two of the COWSOs that were supported are no longer functional due to DAWASA extending their services, and one COWSO is not yet functional as the LGA did not complete the water project in their area as promised. (This COWSO was chosen in collaboration with the LGA as they anticipated finishing the water project within the grant period.)

In total, 15 COWSOs were trained, and five of the strongest COWSOs were supported to develop Business Plans and Facility Management Plans. Six COWSOs received support on developing metering plans, and TAEEs purchased 11 meters (in-kind) to provide the COWSOs a practical demonstration on how they are installed and read. TAEEs worked closely with the LGA to identify COWSOs that needed technical support as required. For instance, Vikindu COWSO was supported with a visit from a Davis and Shirtliff technical specialist to examine a non-functional pump, and Ngogomoni COWSO was supported with an electricity surveyor to do a cost analysis for electricity installation to replace a damaged generator. Two COWSOs were supported by TAEEs to develop layouts for extensions included in their business plans, and Chasimbe COWSO was supported to replace a 5,000 ltr tank.

Overall, the COWSOs were very appreciative of the LGA’s and WARIDI’s support as DAWASA services are often unreliable.

Gairo – E-MAC supported Gairo DC to form five new COWSOs and supported seven existing COWSOs. In total, they worked with four COWSOs to develop business plans, and with five COWSOs to develop facility management plans. E-MAC focused on metering to increase revenues in these COWSOs. Four COWSOs were supported to calculate their tariffs and all existing tariffs were found to be sustainable based on the O&M costs of the scheme.

Malinyi – EMEDO supported five existing and five new COWSOs. It was found that only one existing COWSO was properly registered as the others had been registered under Ulanga. Two others were in process. By the end of the grant, all 10 COWSOs were fully registered. EMEDO supported two of the strongest performing COWSOs to develop business plans and all ten to develop facility management plans and do tariff calculations. The two strongest (and largest COWSOs) – USAMTI and Njimila were also supported on metering, both of which are in process to add additional metered points. EMEDO had excellent gender and youth representation in its newly elected COWSOs, succeeding in 50%/50% male/female COWSO leadership with 60% youth. Six of the supported COWSOs are led by woman chairs.


Morogoro Rural – E-MAC supported Morogoro Rural by training 31 COWSOs and providing technical support. Five of the strongest COWSOs were facilitated to develop business plans and facility management plans, as well as tariff calculations and metering. Three COWSOs ended up getting lower CIT scores at end line; one of which was due to new leadership that was not trained or supported previously; and two others did not improve or declined due to poor infrastructure and a reluctance to pay for water. As in Gairo, E-MAC focused on meter installation and reading, which helped increase revenues for all supported COWSOs.

Mufindi – IECA supported Mufindi LGA by training 13 existing COWSOs with a major focus on making repairs to increase functionality. Tariff calculations were also completed and eight COWSOs moved from free services to monthly flat rates. Three COWSOs increased their tariffs after calculations and two were found to be sustainable at their existing rates. IECA also had excellent GIYI results, having started at baseline with 33 women in leadership positions and ending with 58 women as elected leaders. There was also only one-woman artisan at baseline and now Mufindi has 10 among the supported COWSOs.

Njombe – In Njombe, SHIPO trained 22 COWSOs and supported all of them to develop facility management plans and tariff calculation. Four were supported with metering plans and training on how to do meter reading. SHIPO had a major focus on water scheme repairs, supporting COWSOs to clean and repair intakes, do pump maintenance, pipeline rehabilitation, meter installation and water point repairs. In tariff setting, most COWSOs moved from a flat household rate to a price per bucket. Tove-Mtwango, the largest COWSO straddling Njombe and Wanging’ombe increased its flat rate by four times, from 1,000/month per household to 4,000/month to better enable it to cover O&M expenses. Six COWSOs are in the process of installing meters.

Ulanga – In Ulanga, ECD supported the formation of two new COWSOs and training for 19 existing COWSOs. All COWSOs were supported with tariff setting, 8 of which had no tariff at the start of the intervention. 12 COWSOs increased their tariff rates after calculation; All COWSOs have a flat rate except the highest performing COWSO, Lupiro. Four of the highest performing COWSOs were supported to develop Business Plans and Facility Management Plans.

Wanging’ombe – MAMADO supported Wanging’ombe to form two new COWSOs and train 19 COWSOs. They supported the tariff calculation for 19 COWSOs, 18 of which maintained a flat rate. Five of the highest performing COWSOs were supported to develop Business Plans. Facility Management Plans were developed for 19 COWSOs. MAMADO also focused heavily on water point repair and supported COWSOs to clean intakes and tanks, and complete other minor repairs. Several larger repairs are awaiting follow-up by the DWE. The two COWSOs that were formed did not receive any further support after formation and were dropped from the program because they were not interested in learning about water payments and payment for water services while they currently receive free water service from the church.

Lessons Learned

In their final reports, grantees shared several common challenges and lessons learned which will be incorporated into the final Learning Report developed by WARIDI. All grantee final reports are included here as Annex 3. A few examples of lessons learned include:

• Tariff setting and metering are new concepts for many COWSOs. It takes time for the new approach to be understood, trusted and adopted. Many COWSOs need more support in this area but grantees did have success by undertaking the following: – Transparently calculating tariffs so that communities can see the cost of operations and

maintenance and decide on a sustainable price for water; supporting the development of proper financial documents and reporting also helped COWSOs gain trust

– Supporting COWSOs and communities to install and read meters showed many COWSOs and communities that they were losing revenue before and that it is more transparent to use meters than if they pay per bucket


– Most COWSOs are still using flat rates, but the concept of meters was still explained in case of future adoption and to introduce the topic.

– Many LGAs are pressing for meter use in gravity and pumped schemes, but sometimes District Water Offices give conflicting messages to COWSOs on the purpose and use of meters. While metering is supported by the water policy, more awareness is needed among LGA offices on their proper use and benefits

• After capacity building, many COWSOs change leadership; this was a challenge for grantees as the COWSO leaders that were trained could be replaced at any time and none of the knowledge that was there is passed on. Grantees have strongly recommended that refresher training take place annually for COWSOs.

• Many COWSOs lacked documentation on the number of users they had and therefore did not know how much revenue they should be collecting; Grantees had to support COWSOs to develop this documentation before they could support them to develop business plans or facility management plans. Most COWSOs lacked financial records but are now starting to maintain them.

• Learning visits were completed by most grantees and found to be an excellent event where COWSO leaders could learn from their peers, discuss challenges, and see examples of proper documentation and reporting. It was highly recommended that LGAs complete this exercise on a routine basis.

• There were many infrastructure repairs that COWSOs required but were beyond their ability to complete on their own. The LGAs worked hand-in-hand with grantees but also lacked budget to make repairs. Most LGAs have earmarked needed repairs and are waiting for PbR payments to make them. WARIDI’s COWSO strengthening grants helped LGAs to identify repairs and left them with stronger COWSOs to take care of operations and maintenance once they are made.

End line Capacity Assessment

In Q3, grantees conducted a second COWSO capacity assessment to measure the impact of WARIDI interventions. The outputs of the second COWSO assessment revealed great progress in COWSO performance in services provided by water points as shown below:

Table 15: Baseline and End line CIT Scores for 126 Existing COWSOs

Baseline End Line Baseline End Line Baseline End Line Min. Operational Partially Operational Fully Operational Bagamoyo 7 0 2 1 1 9 Gairo 5 1 2 5 0 1 Malinyi 4 0 1 4 0 1 Morogoro DC 10 4 17 21 4 6 Mufindi 10 0 3 7 0 6 Njombe 10 3 11 12 1 7 Ulanga 12 0 6 14 1 5 Wangingombe 17 4 2 14 0 1 TOTAL 75 12 44 78 7 36


Graph: Summarized Baseline and End line CIT Scores for 126 Existing COWSOs

75

44

712

78

36

M IN IMALLY OPE RAT IONAL PART IALLY OPE RATIONAL FULL OPE RAT IONAL

EXISTING COWSOS - BASELINE AND ENDLINE

Baseline Endline

In total, Four COWSOs decreased in capacity between baseline and endline, these include:

• Gwata, Morogoro DC, due to new leadership was elected after training was provided • Tawa, Morogoro DC, due to new leadership was elected after training was provided • Kongwa, Morogoro DC, due to new leadership was elected after training was provided • Mtoni, Bagamoyo DC, due to political conflict

Four COWSOs also had zero change in status:

• Mkuyuni, Morogoro DC, because they have poor infrastructure • Msonge, Morogoro DC, because they have poor infrastructure • Kolelo, Morogoro DC, water users are still reluctant to pay for water services making O&M

difficult • Tove-Mtwango, Wanging’ombe DC received the same score as they were already scoring quite

high (74 out of 100) and did not elect to make many changes or improvements; though they did raise their tariff rate. The COWSO did not cooperate with the grantee for many activities.

Out of the 14 newly formed COWSOs, one was minimally operational at end line, 12 were partially operational and 2 were fully operational.

Table 16: CIT Results for Newly Formed COWSOs at End line

Total New COWSOs Formed

Minimally Operational

Partially Operational

Fully Operational

Bagamoyo 2 0 0 2 Gairo 5 1 4 0 Malinyi 5 0 5 0 Ulanga 2 0 2 0 TOTAL 14 1 11 2

Graph: Average End line CIT Scores for 14 newly formed COWSOs

0

5

10

15

20

25

Governance Technical Operational Financial

Average Endline Scores for 14 Newly Formed COWSOs


A complete list of baseline and end line CIT results by LGA and COWSO can be found in Annex 4.

Grantee Exit Meetings

As a final activity, grantees conducted exit meetings with LGAs in Q3, supporting them to develop MoUs and Council Water and Sanitation Team (CWST) follow-up and monitoring plans as a means for LGAs to continue providing oversight and technical backstopping to COWSOs for sustainable rural water supply. In Q4, WARIDI will be writing a COWSO learning report covering the COWSO strengthening grants that were implemented across 13 LGAs. It will be submitted with the Year 4 annual report and cover accomplishments, lessons learned, and recommendations for future interventions.

COWSO Support for WARIDI Water Supply Interventions

In Q3, a COWSO support action plan for WARIDI intervention sites was developed. The plan outlines ongoing technical support to strengthen community resilience, reduce vulnerability and dependence, and eventually help COWSOs manage water project sustainably.

In the quarter, WARIDI supported a preliminary assessment of Kibengu Usokami, Maduma, Itemela (Nyanzwa) and Lugalo COWSOs. A full list of COWSOs that will receive an initial five-day training from WARIDI is below:

Scheme LGA 5-day training Nyameni Kilosa Completed Ilakala Kilosa Completed Maharaka Mvomero Completed Miki Kilombero Planned for Q4 Mbigiri Kilosa Planned for Q4 Magole Kilosa Planned for Q4 Kibengu Usokami Mufindi Planned for Q4 Maduma Mufindi Planned for Q4 Nyanzwa Mufindi Planned for Q4 Lugalo Kilolo Planned for Q4

All other schemes have COWSOs that received initial training from grantees or the LGA. In addition to this training, all WARIDI intervention schemes’ COWSOs will receive on-going technical support for:

• Development of financial documents (registers, receipts, etc.) • Tariff Calculation and setting • On-going O&M support • Facility Management Plan Development • Water Safety Plan Development

All COWSOs will also be trained in climate change adaptation and gender integration and youth inclusion as per WARIDI practices.

Since WARIDI started COWSO training in FY17, changes have been realized at the community level. The following are practical examples of the changes that can be seen:

Improved accountability and awareness levels in most of the COWSOs. This includes:

• Women and youth inclusion in leadership composition of COWSOs. • Some COWSOs adopted water flow meters to manage water and improve tariff collection.

When the project started its activities, none of the COWSOs had awareness of water flow meters but through the training facilitated by WARIDI, metering has increased from no meters to a few metered private connections in the trained COWSOs.


• In many cases, COWSO autonomy has increased and leaders have gained power and recognition. Interruption by village government has been reduced and separation of powers between the two blocks has been realized.

A full COWSO Learning Report will be included in the Annual Report.

Sustainability

WARIDI is working closely with the DWEs office to strengthen relationships between the LGA and COWSOs.

Sub-Task 1.3.1: Sustainably Improved Services through COWSO Strengthening Grants


Delivery Mechanism

Key External Actors


First Five LGAs

Design follow-on COWSO Strengthening Grants for first five LGAs focused on schemes identified under Task 1.1

Grant Grantees, LGAs

Q1 Given limited grant funding, support will be provided by LGAs and WARIDI staff

Grantees provide technical support for tariff setting, revenue collection, sustainability planning, and O&M


Q2 & Q3 Support will be provided by WARIDI and LGA staff to COWSOs who manage schemes receiving direct construction intervention

Second and Third Phase (8) LGAs

Grantees implement COWSO training on governance, finance and O&M


Q1

Completed in Q1; grantees trained 142 COWSOs across 8 LGAs

Grantees provide technical support for tariff setting, revenue collection, sustainability planning, and O&M and minor repairs


Q2 & Q3

Grantees supported 142 COWSOs in Q2 and Q3

Develop MoUs and CWST support plan for COWSOs


Q3

MoUs and CWST support plans developed by grantees for 8 LGAs in Q3

Conduct second CIT assessment to measure capacity improvement


Q3

CIT Assessments for 140 COWSOs completed in Q3

Sub-Task 1.3.2: COWSO Private Sector Engagement

Launched Medentech water treatment pilot: The pilot was launched in Mvumi COWSO, Kilosa LGA in early Q3. Baseline water testing of E. coli levels was conducted once per week for two consecutive weeks before installation of the Medentech treatment systems. One of the three lines supplying water to the community was found to be contaminated with E. coli. Severe contamination was observed in water stored in jerry cans at the household level. This means that in


addition to treatment of water in the system, community education on how to store drinking water is required, otherwise the treated water may be re-contaminated by dirty storage containers. Residual chlorine from the Medentech treatment system may also help reduce contamination from dirty containers if proper levels are achieved.

Chlorine residuals were regularly measured along the three lines after Medentech treatment began. Residual levels ranged from 0.01-0.43ppm and were below the targeted residual (WHO recommends residuals from 0.2-0.5 ppm) for effective water treatment. This may be due to high water turbidity in this water scheme and from chlorine loss during the period that water is stored in tanks before distribution. WARIDI is considering changing the treatment location from inlet pipes feeding the water storage tanks to the outlet pipes, which is expected to increase chlorine residue along the system due to reduced turbidity after the water has been settled in the tanks.

Continued with Water.org financing implementation: WARIDI conducted follow-up meetings with DEDs and DWEs to fast track the COWSO financing process after a slowdown caused by LGAs requesting more information about the activity. After these meetings, four out of the six LGAs targeted for initial COWSOs financing (Kilombero, Bagamoyo, Morogoro DC and Mvomero) agreed to move forward with COWSOs financing, while the remaining two (Gairo and Kilosa) are still analysing the proposed intervention. Following initial outreach to all LGAs, WARIDI and partners held a workshop with DWEs from 6 LGAs to develop an action plan and timeline for COWSO financing. Plans are moving forward for the first group of 13 COWSOs to open bank accounts with Equity Bank as a precursor to receiving financing. WARIDI, Water.org, and their financial institution partners will work together to support COWSOs to meet minimum requirements for financing with the expectation that loans could be disbursed in Q1 of FY20.

Continued with eWATERpay pilot implementation: Revenue and functionality of the eWATERpay meters were monitored in Q3 and WARIDI addressed some of the challenges that were identified during the eWATERpay pilot midterm reviews such as occasional continuous uncontrolled flow of water from some eWATERpay-equipped DPs. The eWATERpay team and WARIDI advised the Mvumi COWSO to service their water pump following an assessment of the challenges with water supply at Mvumi. The COWSO took this advice and serviced the pump, resulting in significantly improved water availability. Servicing increased the average number of DPs regularly dispensing water from 50% to over 80%.

WARIDI also advertised for the hire of a technical consultant to conduct the eWATERpay final evaluation which is expected to be completed in Q4.

Sub-Task 1.3.2: COWSO Private Sector Engagement


Delivery Mechanism

Key External Actors


Support COWSO partnership with water.org

Technical Support by ISCs and WARIDI Engineers

COWSOs, water.org, MFIs, LGAs

Q1-Q4 See Task 3.1

Support COWSO partnership with Medentech (see IR3)

Technical Support from WARIDI Engineers, ISCs

COWSOs, Medentech, LGAs

Q1-Q4

See Task 3.1

Support E-Water Pay Partnership (see IR3)

Technical Support from WARIDI Engineers, ISCs

COWSOs, E-Water Pay, LGAs

Q1-Q4 See Task 3.1


Task 1.4: Sanitation and Hygiene Promotion

Sub-Task 1.4.1: Promote Household Sanitation and Hygiene

The sanitation team worked closely with grantees across 14 LGAs promoting sanitation and hygiene improvements by conducting quarterly follow-ups. Close follow-up was done in 560 selected communities (40 community per LGA) to speed up realization of ODF status. In this quarter, Grantees and WARIDI have participated in Ward Development Committee (WDC) meetings to update them on sanitation and hygiene status, challenges, and to promote further improvements.

In this quarter 110 communities were externally verified for ODF status, results for universal ODF, level I and level II are shown in Table 17 below.

Table 17: Villages External Verification Results by LGA

LGA Number Communities Externally Verified

Universal ODF

ODF Level II

ODF Level 1

Failed ODF Verification*

Wanging’ombe 8 0 8 0 0 Gairo 8 2 1 0 5 Bagamoyo 19 0 16 0 3 Ulanga 22 0 21 0 1 Chalinze 15 8 3 0 4 Morogoro DC 26 6 13 0 7 Malinyi 20 2 15 2 1 Mbarali 10 2 8 0 0 Mufindi 4 2 1 0 1 9 LGAs 132 22 86 2 22

*Villages that fail ODF verification either have households that do not have latrines or share latrines or have signs of open defecation.

In Q3, WARIDI obtained approval from USAID to extend nine ODF grants for six months each, covering two additional milestones. These extensions will provide additional support to LGAs to further sanitation improvements and move more households from traditional latrines to improved latrines following the National Sanitation Campaign.

Grantees have continued to facilitate sanitation data collection for NSMIS and report progress to WARIDI. Grantees have involved key sanitation actors at all administrative levels to support villages to become ODF through advocacy and sensitization. This includes:

• Facilitating availability of existing tools used by National Sanitation Campaign (NSC) like Household registers (Form A-1), Form A-2, Form Vl-V10, Toolkit lA-lC (for baseline, quarterly updates and processing, verification and certification both in community and institutions).

• Providing capacity building on data collection at the community and ward levels. • Delivering behavior change messages during data collection; community health officers and

village leaders are instructed to enforce sanitation by-laws and deliver behavior change messages. • Triggering sessions with local government through the Community Led Total Sanitation (CLTS)

approach • Monthly follow-ups in selected villages to push them towards ODF status, including BCC

campaign events in select villages to further promote sanitation messaging

These activities have resulted in households building increased numbers of improved latrines. Villages have also spread news about their achievements to nearby villages which has affected positive change. Sanitation progress by LGA is listed in Table 18.

Overachievement of Sanitation Targets

WARIDI has continued the sanitation grants across LGAs as this support is highly valued by the LGAs and communities. However, as of Q3, WARIDI has achieved most its sanitation targets, and in


Q4 will be requesting a revision of its MEL targets for the remainder of the project to capture all achievements. Some targets have been overachieved due to leveraged support from LGAs. In total, WARIDI verified multiple communities that were not part of the existing 40 communities under close follow-up and this analysis will be shared in Q4. Since these targets are overachieved, in Q4, WARIDI will look at the progress of each grant, follow-up and realign external verification targets to focus on vulnerable communities. This will free up resources for other activities and staff time to focus on learning and sharing as the grants ended. It will also allow grantees more time to spend in vulnerable communities to support them to reach ODF status. WARIDI is also exploring supporting Wanging’ombe and Malinyi LGAs to obtain ODF status at the District Level and will make a proposal to do so to USAID in Q4.

Table 18: Basic Sanitation Improvement by LGA for Q3

LGA (Grantee) Q2 Coverage (March 2019)

Q3 Coverage (June 2019)

Increase in People with Improved Latrines

Chalinze (PDF) 7,265 8,477 5,818 Bagamoyo (WEPMO) 16,112 17,221 5,323 Gairo (SAWA) 17,141 17,898 5,818 Iringa (IECA) 39,161 37,300 (8,933) Kilolo (MAMADO 26,031 31,108 24,370 Kilombero (HAPA) 43,204 39,784 (16,416) Kilosa (SAWA) 42,092 47,254 24,778 Malinyi (HAPA) 8,228 12,290 19,498 Mbarali (CODERT) 6,296 9,158 13,738 Morogoro (SEMA) 11,960 17,888 28,454 Mufindi (IECA) 35,300 37,423 10,190 Mvomero (SEMA) 15,896 17,914 9,686 Ulanga (EEPCO) 17,946 18,910 13,738 Wanging’ombe (MAMADO) 31,649 34,074 11,640 Total 318,281 346,699 147,702

Handwashing with Soap

Since its mid-term review, WARIDI has increased its focus on handwashing with soap. The project encourages grantees to emphasize proper handwashing during household visits and through behavior change activities. Results for handwashing with soap in this quarter are included in Table 19.

Table 19: Handwashing with soap by LGA for Q3

LGA Handwashing Jan-Mar, 2019

Handwashing Apr-Jun, 2019 Change

Chalinze (PDF) 5,375 8,539 3,164 Bagamoyo (WEPMO) 6,395 4,962 (1,433) Gairo (SAWA) 18,591 19,818 1,227 Iringa (IECA) 31,859 33,110 1,251 Kilolo (MAMADO 21,347 24,919 3,572 Kilombero (HAPA) 24,459 25,168 709 Kilosa (SAWA) 25,764 33,280 7,516 Malinyi (HAPA) 12,463 15,506 2,804 Mbarali (CODERT) 7,020 10,473 3,453 Morogoro (SEMA) 9,087 6,332 (2,755) Mufindi (IECA) 29,465 34,013 4,548 Mvomero (SEMA) 6,992 6,615 (377) Ulanga (EEPCO) 18,095 20,899 2,804 Wanging’ombe (MAMADO) 34,832 36,729 1,897 Grand Total 251,744 280,363 28,380


Sustainability

Sustainability is built into WARIDI’s approach to supporting sanitation. The program does this by supporting the already existing National Sanitation Campaign run by the Government of Tanzania. WARIDI puts the campaign into practice through system strengthening across its intervention LGAs. In this quarter, WARIDI supported refresher trainings to sanitation and hygiene local promoters (sub villages leaders and community health workers), village and ward leaders. Local sanitation promoters worked with village leaders in promoting sanitation and hygiene improvement as well as enforcement of bylaws targeting households that failed to abide. This level of buy-in will support sustainability of the sanitation work post-project.

Sub-Task 1.4.1: Promote Household Sanitation and Hygiene


Delivery Mechanism

Key External Actors


All LGAs Printing National Guidelines for Verification and Certification of ODF Communities

WARIDI Service Provider

1.3, 1.5 Q1 Approval received in Q3, Procurement in progress

Update register data on a quarterly basis and enter in NSMIS, track access to basic sanitation district-wide

Grantee LGA 1.2 Q1-Q4 14 LGAs submitted updated data through WARIDI support by June 15 2019

Support monitoring of WASH products promoted by private sector at the HHs

Grantee LGA Q1-Q4 Engagement Agents monitoring MEs

First Five LGAs

Develop and implement follow-on ODF Grants

WARIDI LGA 1.2, 1.5, 1.6

Q1 Five grants signed in Q2, implementation is on-going

Conduct follow-up hygiene promotion

Grantee LGA 1.5, 1.6 Q2 & Q3

Under Sub-task 1.4.4 (BCC)

Coordinate annual review meeting

WARIDI Grantee, LGA, RS

1.2, 1.3 Q1 Held in Q1

Second and Third Phase LGAs

Follow-up and monitor sanitation progress in 370 villages

Grantee LGA 1.2, 1.5, 1.6

Q1-Q3 On-going

Facilitate community universal sanitation coverage self-assessment in 260 villages

Grantee Communities 1.5, 1.6 Q3 & Q4

On-going

Facilitate LGA verification of universal sanitation coverage for 260 villages

Grantee LGA, RS 1.5, 1.6 Q3 & Q4

8 LGAs were supported to complete external verification, 126 communities verified Q3

Joint monitoring visit and progress review

WARIDI LGA, RS Held in Q1


Sub-Task 1.4.2: Support Institutional Sanitation and Hygiene

WARIDI is known for promoting LGA-wide sanitation and hygiene. In five LGAs, WARIDI awarded new grants with a special focus on 25 communities to ensure achievement of at least ODF level 1 or II (per Tanzania National Standards) through the construction of institutional sanitation facilities in schools. These 25 villages previously qualified as “Universal ODF” under the first five grants. Budget was set aside to allow for the construction of sanitation and hygiene facilities in 25 schools across the communities. Grants were awarded to support School WASH activities including capacity building to the LGA, and Ward Development Committee. In each LGA, School WASH clubs have been formed, and the grantees are supporting them and the School Management Committee in sanitation and hygiene capacity building. A summary of School WASH Club support is listed below.

Table 20: School WASH Clubs formed across 5 LGAs

LGA Grantee Intervention Schools SWASH Clubs Formed Iringa IECA Nyabula, Ndiwili, Kiwere, Muungano,

Magubike 5 SWASH clubs, each with 50 pupils totaling 118 boys and 132 girls

Kilolo MAMADO Lusinga, Ndengisivili, Fikano, Luhindo, Mkalanga

5 SWASH clubs each with 45 pupils totaling 97 boys and 128 girls

Kilombero HAPA Msufini, Kalunga, Sabasaba, Mawandani, Nyandeo

To be formed

Kilosa SAWA Mhovu, PeaPea, Mfulu, Madudu, Kitete Existing clubs with 10 to 25 pupils Mvomero SEMA Kinda, Mgeta, Pinde, Kibirigi, Vinile To be formed

School WASH Grant Highlights for Q3

• In Kilolo, MAMADO conducted training for SWASH clubs including: how to make tippy taps and handwashing, organizing sports events and the clubs’ responsibilities on environmental cleaning. The LGA is planning a Hygiene WASH Fair within the grant period, where the pupils will display and demonstrate WASH related cases.

• In Iringa DC, IECA trained students on clean and safe drinking water, personal hygiene, food preparation, storage and eating habits, environmental cleanliness and sanitation management. Pupils were exposed to menstrual hygiene management and handwashing with soap

• In Kilosa, SAWA shared the assessment results of the five schools to plan capacity building sessions.

• In Mvomero, SEMA and the LGA commemorated Global MHM day by visiting seven schools (five of which are under WARIDI SWASH grants) where they trained teachers and students on MHM knowledge and gave product demonstrations.

• In Kilombero, HAPA held inception sessions at five schools and are carrying out capacity building activities.

These grants are also supporting similar activities to the ODF grants, including quarterly LGA-wide data collection and verification for NSMIS, close follow-up in 40 villages for external ODF verification, and behavior change messaging. These activities are covered above in Sub-Task 1.4.1.

In Q3, the five SWASH grantees completed refresher training for VEOs and WEOs in sanitation and hygiene promotion to improve data collection and support institutional triggering. A table of participants is below.

Table 21: Sanitation and Hygiene Refresher Training in Five SWASH LGAs

Participants Males Females # Villages Iringa DC 134 VEOs 26 WEOs 109 51 134 Kilolo DC 110 VEOs, 11 WEOs 77 44 110 Kilombero DC 99 VEOs, 2 WEOs 70 31 99 Kilsoa DC 139 VEOs, 40 WEOs 127 52 139 Mvomero DC 130 VEOs, 25 WEOs 102 53 130


In April, WARIDI facilitated a SWASH Training for Grantees in Morogoro DC. Four participants from each grantee attended. The training was facilitated by the Ministry of Education, and Wilhelmnina Malima (SAWA) was the lead facilitator. Nine modules over a period of five days were covered, including planning, core concepts, technical options, how to engage the community, and putting guidance into practice with example classroom and teacher development activities. The full report can be found as Annex 5.

In Q3, WARIDI’s School WASH Engineer finalized a technical report on recommended interventions for the 25 selected schools. This report is included as Annex 6. Scopes of Work and BOQs were developed and will be released in five lots:

• Lot 1: Five Schools in Kilombero DC, one in Kilosa DC • Lot 2: Four Schools in Kilosa DC, one in Mvomero DC • Lot 3: Four Schools in Mvomero DC • Lot 4: Five Schools in Kilolo DC • Lot 5: Five Schools in Iringa DC

RFPs will be released in Q4. Implementation is expected to take place from September 2019 – March 2020.

Sub-Task 1.4.2: Support Institutional Sanitation and Hygiene


Delivery Mechanism

Key External Actors


Print Institutional WASH Guideline for 5 LGAs

WARIDI Service Provider

1.3 Q1 Printed and distributed in Q3

Facilitate Institutional WASH Guide Induction

WAIRDI IRs, Gender, MEL

Grantee, RS, PORALG, MOEVT

1.3 Q1 & Q2 Took Place in April 2019 (Q3)

Design follow-on grants for first five LGAs with a focus on achieving ODF Level II Certification through Institutional Sanitation Support

WARIDI LGA 1.3 Q1 Took place in Q1

Carry out institutional WASH assessments in 25 villages

Grantee LGA, RS 1.3 Q1 & Q2 Accomplished in Q3 2019

Support feedback of assessment results

Grantee LGA, RS 1.3 Q1 & Q2 Will take place in Q4

Facilitate SWASH Knowledge Induction

WARIDI IRs, Gender, MEL

LGA, RS, MOH, MOEVT

1.3 Q2 & Q3 Accomplished in Q3 (April 2019)

Improve SWASH facilities in 5 communities in each of first 5 LGAs

Contract LGA, RS 1.3 Q2 & Q3 Preparatory work (drawings, BOQs and RFP prepared, construction work to begin in Q4

Facilitate ODF Level 2 certification in 25 villages

WARIDI IRs, MEL

LGA, RS, MOHCDGEC

1.3 Q3 & Q4 Would happen in Q1&Q2 of next financial year (2019/20)

Joint monitoring visit WARIDI LGA, RS Q4 UPDATE


Sub-Task 1.4.3: Implement National Behavioral Change Communications Campaign

After consultations with the Ministry of Health, WARIDI has decided to discontinue the VIAMO collaboration to develop sanitation and hygiene specific messages for their 3-2-1 platform in collaboration with the CLEAR consortium. This decision was made as a result of the National Sanitation Campaign not prioritizing voice messaging as a channel for behavior change communications. While WARIDI was told that it could develop messages in collaboration with the MoH and CLEAR, the actual modality for collaboration and cost sharing is unsustainable. Given that WARIDI is now in its fourth year and sanitation grants will end in October 2019-January 2020, WARIDI focus on local behavior change activities carried out by grantees.

In Q3 WARIDI grantees continued to deliver BCC messages through promotional events at ward centers and schools using NSC/CLEAR consortium posters and T-Shirts with promotional messages. Community promotional events constituted of five major types of activities;

• Sensitization meetings to impart knowledge on Sanitation and Hygiene • Capacity building sessions for school WASH • Questions and answer to assess levels of understanding • Demonstrations (tippy tap installation and hand washing, installation of PVC/SATO pans) • Sharing messages through motorcycle drivers in villages • Entertainment and Sports Bonanza

In addition, local sanitation and hygiene promoters (villages health workers, sub village leaders) who work as data collectors also conducted house to house promotion while updating sanitation and hygiene registers. This is a major piece of WARIDI’s approach to BCC, where data collectors are trained to spot poor practices during their house-to-house follow-ups and support households to make improvements. The data collectors are also able to enforce local by-laws during the visits and impose deadlines and fines for noncompliance in collaboration with local government. This is further supported by radio, newspaper and District Health Officer (DHO) announcements promoting improved sanitation and encouraging communities to advance their sanitation status.

Lastly, District and ward meetings are conducted where sanitation status for each village is shared, creating a sense of competition between villages to improve their status.


Ward Councilor and District Health Officer on introductory session

Sensitization during sport bonanza Tippy tap and hand washing demonstration

Promotion through sports at Idibo village, Gairo DC In this quarter, PDF in Chalinze and IECA in Mufindi were each able to post in a national gazette, SAWA in Gairo DC held a sports bonanza, MAMADO in Wanging’ombe aired nine radio sessions, and CODERT in Mbarali hosted an event and road show.


Sub-Task 1.4.3: Implement National BCC Campaign


Delivery Mechanism

Key External Actors


Customize and print BCC materials

WARIDI LGA, MOH, Service

1.2, 1.3, 1.5 and

Q1, Q2 & Q3

BCC messages have been customized and

provider 1.6 aired as part of grantee’s milestone activities

Disseminate and use BCC materials

Grantee LGA 1.2, 1.3, 1.5 and 1.6

Q1-Q3 Customized messages being disseminated

Support rollout/piloting of 1st round WASH

Partnership Viamo 1.2, 1.3, 1.5 and

Q1-Q4 Please see task 3.1.1

messages for 3-2-1 platform

1.6

Support development of 2nd round WASH

Partnership Viamo 1.2, 1.3, 1.5 and

Q1-Q4 Please see task 3.1.1

messages for 3-2-1 platform

1.6

2.3 Intermediate Result 2: Strengthened Governance for Sustainable and Resilient Management of Water Resources and Services under a Changing Climate

Task 2.1: Strengthen Management Capacity of BWBs, Catchment, Sub Catchment Committees and Water Users Associations

Sub-Task 2.1.1: Strengthen Management Capacity of Basin Water Boards

In Q3 WARIDI did not implement the planned capacity building sessions on roles, responsibilities and leadership in IWRM to newly elected board members. This is because the sitting of the Board meeting could not provide enough time for soliciting resources and seeking approvals for supporting the training. However, the training for board members is planned to happen early in Q4. Abstraction surveys will be conducted in Q4, specifically adopting the Sustainable Water Partnership project introduced methodology used in Lake Victoria.

Sustainability

The abstraction survey is one of the important tasks for the basins to be able to implement smooth annual water fees’ collection from identified water users. The activity improves permitting and revenue collection by the BWBs. It also influences behavior change with water users becoming more aware of the requirement to apply for permits and pay for water use. This activity needs to be included in the basin yearly plan and WUAs and local government authorities incentivized to report new water users. The strong linkage between basins and LGAs can promote information sharing on potential water users in their localities. Basin Support Specialists are working closely with the Basin Water Officers to help set aside budgets to continue this work due to its success.


Sub-Task 2.1.1: Strengthen Management Capacity of Basin Water Boards


Delivery Mechanism

(How to Implement)

Key External Actors/

Institutions


a. Conduct refresher training to newly appointed Basin Board Members on roles, responsibilities and leadership in IWRM

4 Training events STTAs/BWOs 2.4 Q1 & Q3

The activity was conducted in quarter 1

b. Conduct water abstraction surveys and reviews for improvement of water users’ registry

4 Field visits BWBs 2.4 Q1-Q3 This activity was conducted in Q2 and will continue

Sub-Task 2.1.2: Strengthen Management Capacity of 5 Catchment and Sub-Catchment Committees and 10 WUAs in the 2 BWBs

In this quarter, WARIDI engaged a qualified STTA to facilitate the development of the WUA Capacity Assessment Plan (CDP) and training manuals. Between 7th May and 30th June 2019, STTA facilitated the completion of several steps towards the development of CDP and training manuals including submission of the inception report, facilitation of the initial experts’ workshop and submission of the first draft of the CDP and training manuals. The preparation of CDP and manuals is a logical response intended to address identified WUA capacity gaps in a systematic, targeted, coordinated and organic manner. Capacity development is a vital element in improving management and governance of water resources. In the experts’ workshop the team of experts from Ministry of Water, BWBs, LGA and WUA Learning Group (coordinated by GIZ) agreed on training modules (Management and Efficient Use of Water, Policy and Water Resources Management Act, Effective Communication, Climate Change, IWRM, Governance, etc.) and later worked on the content of each module. Based on identified capacity gaps from the WUA assessments conducted earlier with WARIDI support, the team of experts also made recommendations on the WUA Capacity Building Plan to include presence of technical qualified positions in WUA management and finance as well as a clearly linked framework in support of WUAs with LGAs and other potential stakeholders. A draft CDP and training manual from workshop’s recommendations was shared with the experts for feedback during the quarter. The draft CDP and training manuals will be validated in the beginning of Q4 and comments incorporated. Training of Trainers will be coupled with practical sessions to test the CDP and training manuals later in Q4.

Sustainability

WUAs are the most basic institutions responsible for water resources management in Tanzania, usually established as a response to demands to resolve conflicts related to water resources management, regulations enforcement and overall local-level water management. Strengthening their institutional capacity is critical to ensure availability of water for socio-economic development and environmental sustainability through improved governance. Upon completion of capacity building activities to the 10 WUAs, 5 in each basin, the two basins will be better placed to sustainably perform their core activities and expand support to other WUAs.


Sub-Task 2.1.2: Strengthen Management Capacity of five (5) Catchment and Sub-Catchment Committees and 10 WUAs in Wami-Ruvu and Rufiji BWBs


Delivery Mechanism

(How to Implement)


Institutions


a. Support MOW to conduct stakeholders’ workshop to review and adopt the WUAs Baseline Capacity Assessment Tool.

1 Workshop BWBs/ STTAs/ DFTs/ WUAs

2.4 Q1 The activity was Completed in Q2

b. Develop the WUAs capacity building plan and training manuals

4 Workshops BWBs/ STTAs/ DFTs/ WUAs

2.3/2.4/2.9 Q1 Training manuals and plans were drafted during Q3. This was delayed until Q3 because WARIDI anticipated to hire an IWRM Advisor who was not approved by USAID.

c. Implement capacity development plan for 10 WUAs including review and improvement of their constitutions

8 Training/ Workshops

BWBs/ STTAs/ DFTs/ WUAs

2.3/2.4/2.5/2.9

Q2-Q4 Significant progress made in Q3. Will be completed in Q4.

d. Provision of basic working tools to 6 WUAs: Laptops for record keeping and data processing

Procurement Q4 Process has begun.

Sub-Task 2.1.3: Enhance Stakeholder Awareness, Consultation, Involvement, and Participation in IWRM Activities

In Q3 WARIDI supported Wami-Ruvu Basin Water Board to conduct a two-day Multi-Sectoral Stakeholders Forum. This meeting provided participants with an opportunity to discuss different issues regarding water resources management in the Basin. Also, it acted as a platform for the realization of opportunities available within the Basin and development of plans to utilize them for sustainable management. Over the course of the two (2) days, discussions were held on water resources and its management within the basin and detailed action plans for each thematic area were developed, including:

1. Water Use, Registration, Permits and Fee Collection 2. Water Resources, Climate Change, Research, Data and Information Management 3. Awareness, Protection, Enforcement and Conflict Resolution 4. Projects, coordination and Collaboration for water use efficiency

In attendance were 59 participants including Ministries/ organizations/ sectors/ institutions such as Ministry of Natural Resources and Tourism, The Division of the Environment (DOE) – Vice President’s Office, NEMC, MoW, National Irrigation Commission, Ministry of Energy and Minerals, TANESCO, Ministry of Agriculture, Livestock and Fisheries, Ministry of Lands, Housing and Human


Settlements, Ministry of Industry, Trade and Marketing, Ministry of Works, Communication and Transport, PO – RALG, Catchment Water Committees, WUAs, Water Supply and Sewerage Authorities, Research and Development Institutions, Higher Learning Institutions, civil Society Organizations (CSO’s), NGO’s and Private Sectors.

The Forum participants agreed that the acquired knowledge and all relevant discussion points will be shared with wider BWB stakeholders, through follow-on WUA meetings, Sub Catchment Committees’ meetings, Ministry briefings, through media coverage as well as use BWB social media platforms.

Sustainability

Road map for financing: Currently the Basins’ Multi-stakeholders Forum meetings are being conducted through the support from the US Agency for International Development (USAID). To ensure sustainability, the forum agreed to come out with a road map for financing options so as the Basin can sustain it for enhanced stakeholder’s awareness, participation and consultation in IWRM. The Forum looked at asking big users to consider giving back to nature/conservation through things like small tariffs on bottled water that will be used to increase the Basin’s capacity to facilitate convening important Multi-Sectoral Stakeholders meetings. Through the action plans stakeholders will continue implementing the agreed actions which eventually will lead to improvements in water resources management.

Sub-Task 2.1.3: Enhance Stakeholder Awareness, Consultation and Involvement/Participation in IWRM Activities


Delivery Mechanism (How to

Implement)


Institutions


a. Support implementation of the BWBs communication strategies for their Basin IWRM Development Plans

4 Meeting Events MOW, BWBs, RS, LGAs, WUAs, NGOs, PS

2.4/2.9 Q2 & Q4

Support was provided in Q2 and will continue in next Qs

b. Four (4 Multi-sectoral stakeholders’ forum meetings 2 at each BWB conducted at Catchments in the 2 BWBs

4 Workshops MOW, BWBs, RS, LGAs, WUAs, NGOs, PS

2.4/2.9 Q3 & Q4

One Multi sectoral stakeholders’ forum meeting was held in W/R Basin while in Rufiji it is Planned in Q4

Task 2.2: Improve Data and Information Management for Decision Making

Sub-Task 2.2.1: Upgrade and Modernize Data Monitoring and Information Management Systems

During this quarter, WARIDI continued assisting the Rufiji and Wami-Ruvu BWBs (BWBs) to improve the ability to collect, manage and use Hydromet data for more effective decision making. WARIDI experts supported both BWBs to upgrade and modernize surface water and hydroclimate


monitoring, continued improvement of the rating curves; improved hydromet information management IT infrastructure, and supported data quality control, validation, and management.

Between April and June 2019, WARIDI experts worked with Wami-Ruvu and Rufiji BWBs technical staff and achieved the following:

1. Operationalized the new river flow measurement equipment-Sontek M9 ADCP with RTK GPS-procured through the USAID-WARIDI grant to the two BWBOs.

2. Trained nine (9) hydrographers from the Rufiji BWB Office and eight (8) hydrographers from Wami/Ruvu BWBs on medium and high flow river flow measurements via Sontek M9 ADCP with RTK GPS.

3. Flow of over 1,460 m3/s was measured on Kilombero at Swero—some 70 km upstream of the Rufiji confluence. It was the first flood measurements at this site in about 40 years. On its own, this data point will be an important legacy of the WARIDI project. See full story in Annex 7.

4. Provided recommendations for maintenance of the Sontek ADCP equipment. 5. Worked with the hydrologists and the information management system (IMS) group of each

BWB on quality control and quality assurance of the streamflow data that are transferred to AQUARIUS database with focus on data for improvement of rating curves.

6. Continued training of BWBs technicians and community partners (farmers, schools, hospitals, NGOs, etc.) on the deployment and installation of the low-cost hydroclimate stations that were procured under the USAID-WARIDI grant to the two BWBOs.

7. Recovered Rufiji BWBO server from virus. Trained staff on proper procedures to prevent future viruses.

8. Provided specifications for data backup for each BWB, protocols for server management, and additional procedures for IT infrastructure maintenance.

9. Developed pro/con and cost comparison for Tanzania Director of Water Resources on ways AQUARIUS can be deployed nationwide, including cost and sustainability issues. The analysis demonstrates that there are a number of possible options for supporting the MoW with an installation of AQUARIUS with the most cost-effective and sustainable likely being installation at a national data center. This will be assessed through site visits to the data center in Q4 and in close coordination with the MoW. For more specific analyses of options, see Annex 8.

10. Worked with the BWBs IMS groups on tagging surface-water metadata to encode the purpose of monitoring at each station, to enable better searching, discovery, and reporting.

11. Continued work with the hydrologists IMS groups of the BWBs to identify sound solutions to address surface water data quality issues.

Sustainability

Building on lessons learned so far from the implementation of this activity, WARIDI will focus for remaining period of this project on the following sustainability areas:

• Continue building capacity of the two BWBs field technicians and hydrologists to sustain operation and maintenance of hydrologic monitoring equipment.

• Develop and implement procedures on quality control of field measurements and build capacity on AQUARIUS data processing and validation tools.

• Work with the BWBs and community partners to institute sustainable operation of hydroclimate low-cost monitoring stations.

• Develop capacity on AQUARIUS tools for surface water and hydroclimate information products for improved annual reports and decision-making.

• Advise BWBs need to get access to additional government funds to support sustainability of hydrological and hydroclimate field data collection, data back-up, and operation and maintenance of IT infrastructure.


Sub-Task 2.2.1: Upgrade and Modernize Data Monitoring and Information Management Systems


Delivery Mechanism

(How to Implement)


Institutions


a. Troubleshooting and fixing Hydromet monitoring equipment

Hands on support

BWBs/STTAs (Paul Houser)

2.9 Q1-Q4 No request during this quarter from BWB Offices

b. Continue support improvement and implementation of the rating curves of priority Hydromet stations in the two river basins

Hands on support

BWBs/STTAs (Bart Hilhorst)

2.3 and 2.9

Q1-Q4 Progress made, near completion.

c. Establishing community partnerships in Hydromet monitoring areas to adopt low-cost monitoring and Scoping inclusion of Earth Observations in BWB Offices data streams

Hands on support

BWBs/STTAs (Paul Houser)

2.9 Q1-Q4 Second batch of installation of hydroclimate monitoring stations and training of community partners and BWBOs staff conducted in June and early July

d. Development of products to communicate rainfall and streamflow trends and support improvement of the water permitting decision based on the improvement of river flow monitoring.

Hands on support

BWBs/STTAs (Tim Bondelid)

2.3/2.9 Q1-Q4 Ongoing

Sub-Task 2.2.2: Rufiji Basin Environmental Flow Assessment (EFA)

During this quarter, WARIDI conducted high flow ADCP measurements at Kilombero at Swero Kilombero at Ifakara, Lumemo at Kiburubutu, Luipa at Mbingu, Mpanga at Mission, and Mnyera at Tawete in support of EFA activity at Kilombero basin. Advanced hydrological equipment for flow measurements was completed which marked an important accomplishment in the two basins by strengthening their ability to efficiently measure these enormous rivers which were hardly measured with existing instruments. Collected data will support the environmental flows analysis. In the coming quarter, WARIDI will start working with the Rufiji BWBO hydrologists on enhancement of the IRRIP2 EFA.

Sustainability

Allocation of budget from government in this aspect can sustain reviewing of EFA in required time. WARIDI is working with the basins to explore ways in which private sector and Ministry of Water can work together to share the costs.


Sub-Task 2.2.2: Rufiji Basin Environmental Flow (EFA)


Delivery Mechanism

(How to Implement)


Institutions


a. Analysis of the hydraulic control and improvement of the rating curves at the IRRIP2 Hydrometric stations via AQUARIUS.

Hands on support and training

BWBs/ STTAs 2.9 Q1 & Q2

Completed

b. Enhancement of the IRRIP2 EFA based on a. above

Hands on support and training

BWBs/ STTAs 2.9 Q3 & Q4

Work to begin in Q4

Task 2.3: Facilitate Adoption of Integrated Water and Land Management Planning Approaches

Sub-Task 2.3.1: Develop and Implement Payment for Environmental Services (PES) Schemes and Land Use Management Strategies in Selected Villages of Mngeta Sub-Catchment

As reported in Q2, Kilombero Plantation Limited (KPL) officially closed its operations on January 31st, 2019. KPL’s role as a buyer of environmental services from communities jeopardizes the overall PES particularly given the PES agreement was signed by all the participating villages in December 2018. This quarter WARIDI met with Tanzania Forest Conservation Group (TFCG) during Q3 to discuss progress on possible options to safeguard the interests of both WARIDI and the village communities. There has been limited progress made in identifying potential donors/buyers (including GoT – Stiegler’s Gorge project, Kilolo and Kilombero LGAs). TFCG presented a proposal to reallocate unspent grant funds from WARIDI to support the PES. However, without a buyer of the environmental services, this activity is unlikely to be sustainable in the long-term and is not consistent with the private sector approach to supporting payments for environmental services which is fundamental to the PES approach. TFCG made efforts to consult other potential sources of funding (e.g. GoT Stieglers Gorge project, AWF and the new KPL buyer) but has not identified sources at this time. WARIDI will continue to work with TFCG and the communities to possibly revive this project if a funder can be identified.

Sustainability

The process for establishing the PES had been approached in participatory manner whereby villagers understood the concepted and consented for development. Without a sustainable source of financing following the closer of KPL, a new buyer of the environmental services is needed. The project and the grantee will continue to work on this in the coming quarters by exploring sustainable sources of funding such as the government of Tanzania to discuss possible establishment of a PES fund given the contribution of Mngeta catchment to the Stieglers Gorge/Rufiji hydropower plant.


Sub-Task 2.3.1: Develop and Implement PES Scheme and Land Use Management Strategies in Selected Villages of Mngeta Sub-Catchment


Delivery Mechanism

(How to Implement)


Institutions


a. Oversee development of the PES scheme in the Mngeta catchment by TFCG

Internal (CCA Team

TFCG 2.3, 2.7,2.9

Q1-Q4 Completed. Although, follow up will be required to see if the PES groundwork that has been laid can be sustained without KPL.

b. Coordinate documentation and dissemination of lessons learned

Internal (CCA) TFCG, BWB, LGA, MOW

2.7, 2.8 Q1-Q4 Same as above.

Task 2.4: Climate Change Studies and Analysis to Support Implementation of WARIDI Interventions

Sub-Task 2.4.1: Conduct Climate Change Projection for Rufiji and Wami-Ruvu Basin to Enhance Planning and Decision Making

In Q3 WARIDI held an inception meeting in Morogoro as a follow-up to the stakeholders meeting held in Q2 with Future Climate for Africa (FCFA), World Bank, WARIDI team, Wami-Ruvu and Rufiji BWB staff. Staff from the Wami-Ruvu and Rufiji BWBs, WARIDI and SERVIR E&SA/RCMRD further identified gaps and planned out climatological analysis needed by the BWBs to support their ability to relate meteorological data with surface flows. It was determined that while models exist, the capacity at the BWBs to carry out hydrological modelling and ability to do so is very limited. Past and current efforts are focused on improving historical and near real-time analysis but the capacity to run hydrological modelling and forecasting is limited and challenging for the BWBs. This is partly due to low technical capacity of BWB officers/hydrologists and the lack of good data such as reliable weather forecast data that can be used in hydrological models. To address this, WARIDI/SERVIR E&SA will build on climate change adaptation studies WARIDI previously prepared. WARIDI and BWBs agreed to begin the process of updating gridded rainfall and temperature climatology developed by FEWSNET in 2016 to include data from stations that have been installed by WARIDI since 2016 and others that might not have been included in the FEWSNET climatology. The result of this will be an enhanced rainfall and temperature climatology over the 2 basins at different temporal resolutions (daily, 5-day, 10-day, monthly). CHIRPS is being used as the base layer for the rainfall parameter while the ITE and CHIRTSmax will be used as the temperature base layers. Additionally, CHIRPS-GEFS corrected using BWB gridded rainfall will also be included in this development for short term forecasts. The forecasts are important to a water manager. In combination with observed rainfall preceding a forecast, BWBs can assess the likelihood of having water stress or even flooding across the basins depending on forecasted rainfall amounts, with a 2 weeks advance warning. Additionally, hydrologists can carry out water availability assessments using models that use the forecast data as an input. This is a critical step in informing decisions that affect water allocation/permitting.

The development of these products will be user-driven, through the co-development team. The team will use GeoCLIM; a user-friendly free and open source desktop climate analysis tool that has an ability to blend satellite and station data to produce gridded products. See Annex 9.


Data sharing agreements were prepared and shared with the Basin Water Boards for approval during the quarter. These agreements will enable access to the basin’s data so SERVIR E&SA and WARIDI can use the data and to ensure trust and cooperation between all parties on the management and utilization of this sensitive data.

The ability of the AQUARIUS platform to import data from external sources for time series analysis presents an opportunity to import the gridded products from this activity into the platform for integration with other analytical and visualization capabilities in the system. The Water4Life team, SERVIR E&SA and the BWBs are working together to explore ways in which the gridded rainfall and temperature products can be integrated with the AQUARIUS platform.

Sustainability

RCMRD’s involvement in hydro-climatological analysis and support to the BWBs brings long-term sustainability to the climate work that has been supported by WARIDI to-date. Tanzania was a founding member and currently dues paying contributor to RCMRD. RCMRD is therefore responsible for supporting Tanzania on areas like hydro-climatological technical assistance. The SERVIR E&SA program run by RCMRD is well positioned to provide this support and brings significant technical expertise that will be available to the Ministry of Water and Wami/Ruvu and Rufiji BWBs far after WARIDI closes out activities. SERVIR E&SA has worked with WARIDI since 2016 through technical support and capacity building on climate change studies and analysis in Wami-Ruvu and Rufiji basins.

Data sharing agreements between both BWBs and RCMRD/SERVIR E&SA will support long-term collaboration and trust on data management issues. The Core Development Team (CDT) approach used by WARIDI ensures BWB staff are inclusively part of the planning and analytical processes.

Sub-Task 2.4.1: Conduct Climate Change Projection for Rufiji and Wami-Ruvu Basins to enhance planning and Decision making


Delivery Mechanism

(How to Implement)


Institutions

Indicators Timing Comments

a. Prepare SOW for STTA and seek approvals

Internal (CCA Team

2.7, 2.9 Q1 External STTA not required due to collaboration with RCMRD/SERVIR E&SA and W4L

b. Carry out projections and analysis

STTA TMA, BWBs, MOW, STTA

2.7, 2.8 Q2 & Q3 Building on existing projections analysis tools for decision making and train BWBs

c. Preparation of reports on projections and scenarios for 2030, 2040 and 2050


2.7, 2.8 Q3 Delayed due to need to more fully assesses needs of BWBs. Updated approach scheduled to be completed in FY20, Q1 and Q2

d. Organize workshops and Forums to disseminate the results and promote applications

Internal (WARIDI CCA Team

TMA, BWBs, MOW, STTA

2.7, 2.8 Q4 Scheduled to be completed in FY20, Q2 after results become available.


Sub-Task 2.4.2: Undertake Dissemination of Results from CC Studies and Analysis and Support Their Application for Planning and Decision Making

No significant dissemination activities took place during the quarter in part because the Climate Change Specialist announced his departure in April. Training and dissemination of results will resume in Q4 and FY20.

Sustainability

Supportive field visits to project partners is practical way of ensuring project partners (BWB and LGAs) localize/domesticate approaches and strategies for analysis and processing of climate change data/information based on their own needs. Through a one-on-one consultation/discussion with these partners, all bottlenecks are identified and addressed through both discussions and practical sessions in partners’ offices using their own computers and other analytical tools.

Sub-Task 2.4.2: Undertake Dissemination of Results from CC Studies and Analysis and Support Their Application for Planning and Decision Making


Delivery Mechanism

(How to Implement)


Institutions


a. Prepare CC reference materials (fact sheets) for 10 hotspot LGAs and 2 BWBs

Internal (CCA Team

TMA, BWBs, LGA

2.3, 2.7,2.9 Q1-Q3 Results have been shared with BWBs, TMA, Sokoin University, and others.

b. Conduct visits to BWBs and LGAs to provide support on understanding and use of the reference materials


2.7, 2.8 Q1-Q4 Results have been shared with BWBs, TMA, LGAs through COWSO grant funded activities and other means.

Sub-Task 2.4.3: Promoting Community Climate Resilience through Development and Administration of Village Land Use Plans in 3 CC Hotspots in Rufiji and Wami-Ruvu Basins

Significant progress on the land use planning in the three climate change hotspots was made during Q3. Selection of target/priority villages for implementing LUP and CCROs activity was successfully conducted in all three Districts Councils of Mvomero, Kilolo and Gairo. A set of criteria were developed during the stakeholder’s kick-off meeting conducted on 2nd May 2019 in Morogoro which guided the selection process. Selection criteria included the following: the village should be in the upper quintile of vulnerability to climate change impacts, a ‘hotspot’ as identified in WARIDI’s climate hotspot analysis, the village should be participating in other WARIDI interventions, there should be no village boundary conflicts, the village should be able to complete the land use planning activities in a timely fashion, and the villages’ participation records in other land use development interventions should be considered. A total of 19 district representatives and 34 village representatives were consulted as part of this process. In all the sites, the District Authorities expressed appreciation for WARIDI’s plans to support land use planning. The District Executive Director (DED) for Kilolo said that:

“WARIDI has been a wonderful development partner for our District, they have helped community members understand the value of projects because of the approach WARIDI has introduced, as such guaranteeing sustainability.”


The GAIRO DED explained that:

“Nguyami Village will be a model village on LUP and CCROs, because we have none from the district. This experience will be very useful when our own resources are used to support such activities in other villages. We have a plan, however, due to limited resources, it has never been realized.”

The District Land Officer from Mvomero said:

“the district has enormous experience conducting LUP and CCROs, therefore such knowledge will definitely enhance timely achievement of this WARIDI activity at Mvomero.”

The three villages selected to continue with the process included Msufini (Mvomero), Magana (Kilolo), and Nguyami (Gairo). The assessment noted the differences in terms of Participatory Land Use Management (PLUM) and Village Land Use Management (VLUM) knowledge and experiences, distances from the district headquarters to respective villages, and enthusiasm to participate in this activity.

As a follow-on to the field consultation, WARIDI conducted a Participatory Land Use Plan Management training on the 27th and 28th June 2019 in Morogoro. During this training the District PLUM representatives learned about land use planning tools and techniques. The training provided knowledge on theories of using Open Data Kit (ODK), Global Positioning System (GPS) and other tools. Participants were selected by WARIDI because they are officers in the respective districts dealing with issues related to land and natural resources. Members of the PLUM team from Kilolo, Gairo and Mvomero included the Head of land department, District land and natural resources officer, District town planner, District surveyor, District community development officer, District forest officer, District Environmental officer, District livestock officer, District water officer and District lawyer. The training developed the PLUM team’s commitment which is necessary to manage this activity in each village, a very important step to avoid duplication, waste of resources, departmental conflicts and establish a common vision when field work begins in each village. A work plan for the PLUM team was developed to facilitate VLUPs in each respective LGA. Early in Q4 the PLUM team and WARIDI will begin field work in each of the villages.

Sustainability

This activity seeks to assist three hotspot villages with development of village land use plans and securing CCROs for their individual plots of land. Having the two items in place (i.e. land use plan and CCRO) is a critical step in addressing misuse of natural resources (i.e. land, forests and water resources) as well as addressing associated societal conflicts that are increasingly becoming norm in these areas following population growth and climate change threats. Therefore, these two tools will help to ensure sustainable use and protection of such scarce but crucial resources for their survival. Additionally, development of these tools will be done collaboratively with the National Land Use Commission and Local Government Authorities including the village governments and individual community members in selected villages.

By “leading from behind” with the PLUM team effectively initiating and leading land use planning activities, WARIDI is ensuring capacity is built and members from the LGAs are able to continue this work after WARIDI exits the activity.

After these three pilot villages are completed, WARIDI will share the results and lessons learned and try to leverage funding in other villages to support expansion of land use planning where appropriate.


Task 2.4.3: Promoting Community Climate Resilience through Development and Administration of Village Land Use Plans in 3 CC Hotspots in Rufiji and Wami-Ruvu Basins


Delivery Mechanism

(How to Implement)


Institutions


a. Conduct baseline assessment to determine the status of village land use plans in all 17 hotspots

STTA NLUC, BWB, LGAs, Local communities

2.3,2.8, 2.9

Q1 Baseline completed and three villages selected.

b. Conduct Preparations for development and administration of VLUPs in 5 hotspots

STTA, WARIDI CCA

NLUC, BWB, LGAs, Local communities

2.3,2.8, 2.9

Q1 & Q2 Three selected to continue process due to budget and technical limitations.

c. Undertake participatory rural appraisal for land-use management in selected 5 hotspot communities

STTA, WARIDI CCA

NLUC, BWB, LGAs, Local communities

2.3, 2.8,2.9 Q2 Delayed until Q4.

d. Conduct Mapping of Existing village land-uses

STTA (GIS) NLUC, BWB, LGAs, Local communities

2.3, 2.8,2.9 Q2 Delayed until Q4.

e. Undertake Participatory Village Land-Use Planning

STTA, WARIDI NLUC, BWB, LGAs, Local communities

2.3, 2.8,2.9 Q2 & Q3 Started in Q3 and will continue into Q4.

f. Facilitate Implementation of Village Land Administration


2.3, 2.8,2.9 Q3 & Q4 To be conducted in Q4 as planned

g. Hold handle over ceremony for VLUPs and CCROs for the hotspot villages


2.3, 2.8,2.9 Q4 To be conducted in Q4.

2.4 Intermediate Result 3: Increased Livelihoods through Private Sector Investment Opportunities for Sustainable Water Services and Water Resource Management

Task 3.1: Strategic Partnerships

Sub Task 3.1.1: Strategic Partnership Implementation and Scale

WARIDI continued with implementation of five of its six strategic partnerships during Q3. For discussion of the Medentech, eWATERpay, and Water.org financing, see IR1. The following table presents the strategic partnerships advanced during the quarter.


Table 22: Strategic Partnership Activities Updates and Status Across Partnerships

Partner Name

Sector Partnership Description Status Update

LIXIL Sanitation Partnership to support distribution of LIXIL SATO improved latrine pans in Tanzania, aligned with the WARIDI ODF campaign and WASH microenterprise capacity building program. Specifically, the partnership will increase access to affordable and effective sanitation products in WARIDI areas.

• Partnership implementation activities continued: A total of 3,746 SATO improved latrine pans have been sold to date in WARIDI LGAs, including 389 units sold in Q3 (156 were sold by WARIDI through the WASH product road shows, 183 were sold through WARIDI MEs and 50 through LIXIL)

eWATERpay Sustainability of water services; COWSO professionalism

Partnership to pilot eWATERpay’s smart meter technology in Mvumi and Msowero COWSOs. If successful, the partnership has the potential to enhance operations and maintenance of water systems, improve water availability at community water points, increase revenue collection, and create jobs for youth and women as sales agents.

• Partnership implementation activities commenced

• Baseline and Midterm review conducted

• Monitoring of the pilot is ongoing • Final evaluation is scheduled in Q 4

Medentech Point of collection & in-line water treatment for gravity flow water systems

Partnership to pilot Medentech’s point of collection water treatment products with COWSOs (i.e., Aquatabs Flo and Aquatabs In Line).

• Partnership agreement developed, signed and launched

• Partnership implementation activities commenced: – Baseline water testing conducted

to establish quality of water at Mvumi. Overall, one line out of three lines supplying water to the community was found with E. coli and for all three lines water stored in the jerry can was found with E. coli

– Medentech treatment Aquatabs Flo and Aquatabs Inline were installed in three sites (one site received Aquatabs Inline and two sites received Aquatabs Flo)

– Water quality testing and chlorine residuals along the three lines commenced.

Water.org WASH financing

WARIDI partnered with Water.org to develop WASH financing solutions in Tanzania, including for WASH microenterprise finance (linked the microenterprise capacity building program in Task 3.1) and COWSO financing.

• Partnership agreement signed and finalized; partnership launched

• Partnership implementation activities continued: – WARIDI, WATER.org and Equity

Bank team conducted individual meetings with Morogoro, Kilombero, Mvomero, Kilosa and Bagamoyo DEDs to clarify issues causing the slowdown of


Partner Name

Sector Partnership Description Status Update

COWSO financing implementation. As a result of these meetings, four LGAs (Kilombero, Bagamoyo, Morogoro DC and Mvomero) agreed to move forward with COWSO financing while Gairo and Kilosa will need more time to assess the proposed intervention

– Conducted DWEs workshop with 6 LGAs to develop action plan and timeline for COWSO financing.

Viamo Sanitation and hygiene behaviour change

Viamo has launched its 3-2-1 messaging service in Tanzania, which includes free access for Vodacom cellular customers to a call-in menu of messages on a range of topics (health, agriculture, water security, weather, family planning, education). WARIDI is partnering with Viamo to support the development of a 3-2-1 WASH channel to advance WARIDI’s BCC and WASH activities.

• WARIDI management decided to stop pursuing this partnership due to lack of support from the CLEAR consortium/Ministry of Health and short remaining WARIDI project time.

• WARIDI is considering alternative options for demand creation activities related to sanitation.

Sustainability

WARIDI is supporting sustainable activities through:

• Sharing results from pilot programs (eWATERpay and Medentech) with COWSOs and other stakeholders to provide evidence of the pilots’ impact and encourage buy-in and support for scale-up where the pilots may be appropriate for other partners. Both companies – eWATERpay and Medentech – have a strong interest in using these pilot partnerships as a launch point for further scaling and long-term engagement with COWSOs in Tanzania. Bank financing supported through the Water.org partnership will support access to finance for these initiatives to scale as well.

• LIXIL will continue to build a marketing and sales presence for SATO products in Tanzania, building on WARIDI-supported activities.

• Water.org and partner financial institutions (particularly Equity Bank) are looking to develop longer term pathways and loan products for financing COWSOs in Tanzania. The WARIDI partnership is helping to launch these activities and we expect continued engagement and scale from partners (even after the WARIDI project ends).


Sub-Task 3.1.1: Strategic Partnership Implementation and Scale


Delivery Mechanism

(How to Implement)


Institutions


a. Strategic Partnership Implementation: Implement six active partnerships to increase access to WASH services and products

Management according to partnership-specific activity plans developed in Y3 (meetings, surveys, pilots, etc.)

LIXIL, Medentech, Water.org, eWATERpay, Viamo and ENGINE

3.3, 1.1, 1.2, 1.4

Q1-Q4 On-track • eWATERpay

implementation continued with monitoring of revenue and functionality of the eWATERpay meters.

• Medentech pilot commenced: Baseline water testing conducted; Medentech treatment installation conducted and Monitoring of water quality is on-going

• LIXIL: Partnership implementation continued–a total of 3,703 SATO improved latrine products have been sold to date in WARIDI LGAs

• Viamo: WARIDI stopped pursuing this partnership (see sanitation section)

• Water.org: Implementation continued with meeting with 5 DEDs to enhance buy in and DWE workshop to clarify on pending issues and prepare action plan.

• ENGINE: Partnership implementation will launch in Q4 with mentored microenterprises (Round 1 connected to ENGINE BDS services)

b. Develop 5 partnership scale-up plans or annual activity plans with partner

Meetings with partners Output: 5 scale up or annual activity plans

LIXIL, Medentech, Water.org, eWATERpay

3.3, 1.1, 1.2, 1.4

Q2 & Q3

Delayed until Q4


Sub-Task 3.1.1: Strategic Partnership Implementation and Scale


Delivery Mechanism

(How to Implement)


Institutions


c. Partnership monitoring: Develop pilot reports for Medentech and eWATERpay (2); quarterly monitoring for LIXIL, Viamo (following message launch), ENGINE, and Water.org

Meetings, surveys, data collection Output: 2 pilot reports; quarterly partnership monitoring

LIXIL, Medentech, Water.org, eWATERpay, and ENGINE

3.3, 1.1, 1.2, 1.4

Q1-Q4 On track • Quarterly monitoring

conducted for LIXIL • Medentech baseline

activities conducted in Q3 • eWATERpay pilot

monitoring is ongoing with final evaluation scheduled in Q4

• Water.org monitoring to commence with microenterprise and COWSO financing linkages in Q4

• ENGINE monitoring to commence in Q4, with linkages to BDS services

Sub Task 3.1.2: Engage Companies for WASH Product Distribution

Expedited partnerships with WASH vendors/companies for the WARIDI WASH Road Shows

In Q3 WARIDI continued engaging road show vendors to ensure product supply to the on-going road show. WARIDI engaged ten companies as summarized in the table below after dropping MSABI due to poor participation in the road show.

Table 23: Expedited Partnerships

Company Product Signed Agreements Anuflo Industries Feminine hygiene products and general hygiene products; Menstrual cups DayOne Response Water turbidity filters Gongali Model Limited Water filters – remove water contaminants including heavy metals Kasole Secrets Feminine hygiene products; Glory pads KickStart International Irrigation pumps LIXIL SATO latrine pans Nazava Ceramic water filters SON Biosand water filters Proactive Solar Pump Company Mobile solar pump and power generator Anglican Church Social Services Micro-drip irrigation kits

The WARIDI Road Show was finalized in Q3 in 7 LGAs making a total of 20 LGAs reached during the road show in Morogoro, Iringa, Njombe, Mbeya and Coast regions. Ten road show partners were represented. The road show, to-date, has held 60 events in 60 wards, exposing an estimated total of 25,935 people to key WASH messages and a range of WASH products. A total of 3,696 glory pads (Kasole Secrets), 466 LIXIL SATO toilet pans, 24 menstrual cups (Anuflo Industries), two Nazava filters, two SON filters, and two money-maker pumps (KickStart International) were sold in Q1, Q2 and Q3 as part of the WARIDI road show. Moving forward, WARIDI will select few partners (2-4) among 10 road show partners whose products did well in the market and help to


strengthen their supply chain to ensure sustainable WASH product supply, further WARIDI will continue to track WASH product sales for the remaining suppliers.

Sustainability

In order to ensure sustainability, WARIDI has started working with selected road show partners to establish/strengthen sustainable product supply chains from the manufacturer to the consumer. For example, WARIDI is encouraging partners to enter written agreements with local microenterprise retailers and/or local products suppliers.

Sub-Task 3.1.2: Engage Companies for WASH Product Distribution Major Inputs/

Activities Delivery

Mechanism (How to

Implement)


Institutions


a. Engage additional WASH companies for inclusion in road shows and linkages to WARIDI microenterprises

Meetings, enterprise/ WASH events, research

Various potential partners

3.3, 1.4 Q1-Q4 A total of 10 partners were engaged to sell their products during the road show, where two partners (Proactive and SON) were engaged in Q2

b. Support road show implementation– company coordination

Signed expedited partnership agreements; coordination, meetings, communication with road show companies

SON, Kasole Secretes, LIXIL, Gongali Model, Anuflo Industries, and other road show companies

3.3, 1.4 Q1 & Q2

• Updated road show vendors on road show preparation progress

• Followed up on road show vendor’s feedback on the ongoing road show.

• Conducted follow up meetings with product suppliers (SATO, Kasole Secretes and Anuflo) whose product did well, focusing on strengthening supply chain

Task 3.2: WASH Microenterprise Capacity Building Program

Sub-Task 3.2.1: Microenterprise Selection and Training for 10 New LGAs

In Q2 WARIDI commenced capacity building for microenterprises for 10 additional LGAs after a recruitment survey was completed that identified 292 MEs for the second round of the training program, covering Ifakara TC, Malinyi DC, Gairo DC and Morogoro MC in Morogoro region; Mbarali in Mbeya region; Wanging’ombe DC, Njombe DC and Njombe TC in Njombe region; and Bagamoyo DC and Chalinze DC in Pwani region. Before the launch of the second round of training in 10 new LGAs, WARIDI reviewed the training design to refine and streamline the training program, as well as to maximize WASH impact. A total of 286 microenterprises across 10 LGAs participated in the 10 Module 1 trainings in Q2 covering marketing and sales techniques and development of WASH sales and marketing plans.


Building on the selection and training process, WARIDI worked on the following activities in Q3:

Training Delivery: The WARIDI Enterprise support team with the support of two local BDS expert trainers/consultants delivered a total of 20 trainings across 10 districts/ LGAs of Morogoro, Njombe, Pwani and Mbeya regions focused on Module 2 and Module 3 (the three training modules are (1) marketing and sales techniques and development of WASH sales and marketing plans, (2) bookkeeping, basic accounting and financing options, and (3) business plan development). A total of 264 and 261 microenterprises across 10 districts participated in the Module 2 and Module 3 trainings respectively covering Ifakara TC, Malinyi DC, Gairo DC and Morogoro MC in Morogoro region; Mbarali in Mbeya region; Wanging’ombe DC, Njombe DC and Njombe TC in Njombe region; and Bagamoyo DC and Chalinze DC in Pwani region. Table 24 and table 25 below provide basic information about the participants of the trainings carried out in Q3.

Table 24: MEs Training Module 2 Participants – Q3 FY 4

S/N District/LGA

Participants by Sex

Participants by Age Main Business

Total Male Female Below

35 yrs. 35 yrs.

& above Building Material Pharmacy Farm

Inputs Other*

1 Bagamoyo DC 9 15 8 16 10 9 5 24 2 Chalinze DC 10 18 12 16 8 13 7 28 3 Gairo DC 19 10 3 26 5 14 10 29 4 Morogoro MC 18 3 8 13 21 21 5 Malinyi DC 21 9 14 16 8 8 14 30 6 Ifakara TC 13 17 11 19 3 23 4 30 7 Njombe DC 15 6 11 10 6 8 7 21 8 Njombe TC 12 10 14 8 11 4 7 22

9 Wanging’ombe DC 18 11 15 14 6 9 14 29

10 Mbarali DC 16 14 14 16 13 11 6 30 TOTAL 151 113 110 154 70 99 74 21 264 % of total 57.2 42.8 41.7 58.3 26.5 37.5 28.4 8.0

* Direct sanitation businesses - public toilets operators, fecal sludge disposal/vacuum truck operators, clean water vendors/ distributors and solid waste management/disposal.

Table 25: MEs Training Module 3 Participants – Q3 FY 4

S/N District/ LGA

Participants by Sex

Participants by Age Main Business

Total Male Female Below

35 yrs. 35 yrs. & Above

Building Material Pharmacy Farm

Inputs Other*

1 Bagamoyo DC 9 16 8 16 11 9 5 25 2 Chalinze DC 10 19 12 17 9 14 6 29 3 Gairo DC 18 10 4 24 5 13 10 28 4 Morogoro MC 19 3 8 13 22 22 5 Malinyi DC 20 9 15 14 7 8 14 29 6 Ifakara TC 13 17 11 19 3 23 4 30 7 Njombe DC 15 9 17 7 7 10 7 24 8 Njombe TC 14 11 15 10 14 4 7 25

9 Wanging’ombe DC 17 9 15 11 6 7 13 26

10 Mbarali DC 10 13 12 11 10 9 4 23 TOTAL 145 116 117 144 72 97 70 22 261

% of total 55.6 44.4 44.8 55.2 27.6 37.2 26.8 8.4 * Direct sanitation businesses - public toilets operators, fecal sludge disposal/ Vacuum truck operators, clean water

vendors/ distributors and solid waste management/disposal.

Linking microenterprises to new WASH products suppliers: The aim of the MEs support program is to expand or develop sustainable commercial markets for WASH products and services


in rural Tanzania. To achieve this, the WARIDI team invited WASH products supplier to present products to participants and create the linkage to develop the markets and WARIDI supported MEs to see business opportunities in selling WASH products. WARIDI efforts resulted in a total of 80 microenterprises connected with product suppliers for distribution/selling of WASH products in their communities in 9 LGAs where 38 were connected with LIXIL – producer/supplier of SATO latrine pans, 34 microenterprises connected with Kasole for Glory pads, and 8 microenterprises connected to Anuflo for selling hedhi (menstrual) cups. WARIDI will continue strengthening these products supply chain by supporting suppliers build capacity to manage supply network and for MEs to participate as distributors and retailers. Table 26 below provides information about products purchased by MEs in Module 2 and Module 3 trainings carried out in Q3.

Table 26: WASH Product Sales Q3 FY4

District SATO Latrine Pan Kasole’s Glory Pads Hedhi Cups Bagamoyo DC 8 195 2 Chalinze DC 15 153 1 Gairo DC 11 85 0 Malinyi DC 6 96 3 Ifakara DC 6 156 1 Njombe DC 18 48 2 Njombe TC 30 0 5 Wanging’ombe DC 3 35 2 Mbalali DC 86 24 5 TOTAL 183 792 21

Linking MEs with Additional BDS and Finance: WARIDI collaborated with the ENGINE project by inviting them to participate in ME trainings and raise awareness and provide support to MEs to use ENGINE project services. ENGINE participated in 4 trainings not covered in Q2 trainings and WARIDI team provided support to MEs in all trainings where MEs were supported by WARIDI and ENGINE team to register and use the ENGINE online platform – BIZFUNDI. This helped ME’s identify sources of relevant BDS support and get additional subsidized BDS services as well as potential to access financing through ENGINE affiliated financial institutions.

Sustainability

To ensure sustainability of this activity and its expected outcome of sustainable distribution of WASH products in rural and peri-urban communities, the following were a focus in Q3:

• Efforts were made to ensure adequate availability of WASH products for distribution to MEs for selling during trainings. Limitations arose due to some suppliers having challenges in providing adequate and timely supply of products to WARIDI team and to the use of WARIDI vehicles for trainings, which have limited capacity to carry adequate stock of different products.

• Going forward, emphasis will be on encouraging WASH product suppliers to engage directly with MEs and to enter into formal agreements with them to be local product distributors and retailers. WARIDI will support this engagement through the MEs mentorship program by identifying promising MEs that might play key roles in distribution networks and providing appropriate BDS support to both selected MEs and suppliers/companies build their capacities to create and manage distribution networks for WASH products.


Sub-Task 3.2.1: Microenterprise Selection and Training for 10 New LGAs


Delivery Mechanism

(How to Implement)


Institutions


a. Microenterprise recruitment survey and selection in 10 LGAs

Survey and analysis Output: Survey and selection report

LGAs, EAs, ODF Grantees

3.2 Q1 Recruitment survey Report submitted

b. Review Training Design – Review of available materials and training delivery methodology

Desk review, consultations (e.g. with GIYI team)

ENGINE, Water.org

3.2 Q2 Training design – modules and delivery methodology, reviewed and are in use

c. Training delivery to 250 MEs in 10 new LGAs

Workshops, consultant trainers Output: Consolidated training report for each training module

LGAs, WASH products suppliers, FIs/Water.org, ODF Grantees, ENGINE

3.2 1.4

Q2 & Q3

Module 1 completed in Q2 and 286 MEs participated in 10 LGAs, Module 2 & 3 training carried-out in Q3 for 10 LGAs and 264 participated in Module 2 and 261 MEs participated in Module 3.

Sub-Task 3.2.2: Microenterprises Mentorship Program & Follow Up Monitoring

The planned activities to provide on-site microenterprise mentorship for the selected 80 trained microenterprises (MEs) from the first 10 districts/LGAs will begin in Q4. This activity is delayed due to a need to focus more on on-going MEs trainings for the last 10 LGAs and a realization of a need to revisit the MEs mentorship design to enhance WASH products sales and sustainability. MEs mentorship activities will commence in Q4 after completion of all trainings in Q3.

Sustainability

To ensure sustainability of this activity and its expected outcome of sustainable distribution of WASH products in rural and peri-urban communities, the following was done in Q3:

• Conducted a review meeting of the MEs support program performance to date focusing on lessons learned and charting the way forward to enhance the program’s WASH impact and sustainability. Key steps suggested to strengthen program’s WASH impact and sustainability for the remaining WARIDI project period included: – Supporting WASH products suppliers directly in working with MEs Carry out needs assessments of suppliers to identify operational challenges they have in

working with MEs to create a sustainable products distribution chain in rural areas. Select and work with only suppliers with capacity and motivation to grow product

markets within the WARIDI project zone – selection criteria established Based on needs assessment of suppliers and willingness to participate, WARIDI will

design and implement BDS support to WASH products suppliers. – The MEs mentorship phase will focus more on creating WASH products distribution

networks with few committed suppliers through a suggested distributor-stockist model where:


MEs with better WASH product uptake and higher overall capacity will be identified and encouraged to become distributors for select WASH product suppliers.

WARIDI will provide BDS to help selected MEs grow into appropriate supply chain roles (e.g. supporting MEs capacity to negotiate product pricing regime that will provide a reasonable profit to supply chain players and incentivize them participate such as wholesale and retail prices.)

Sub-Task 3.2.2: Microenterprise Mentorship Program


Delivery Mechanism

(How to Implement)


Institutions


a. Microenterprise selection for Mentorship Program – total of 20. LGAs

Visits/ survey Output: a total of 100-250 MEs selected for mentorship (50-125 for each round)

3.2 Q1 & Q4

Visits/ survey completed in first 10 LGAs. Output: 80 MEs selected for mentorship and informed; ME after-training survey & mentorship selection report submitted in Q2. For round 2 trained MEs – mentorship selection will be done in Q1 FY 5

b. Provide microenterprise mentorship – 20 LGAs (100-250 total)

Consultant visits, on-site support, small groups Continued into Q1 of Year 5

WASH product suppliers, FIs, Water.org, ENGINE, ODF Grantees

3.2 Q1, Q2 & Q4

Planned for Q4 for first 10 LGAs – target 50 MEs. For round 2 trained MEs – mentorship will commence in Q1 FY 5

c. Monitoring of trained microenterprises

Visits, EAs 6-month and 1-year visits for first round of trained MEs; 3-month visit for second round of MEs in Q4 (6-month and 1-year check ins for second round to be completed in Year 5)

LGAs 3.2 Q3 & Q4

3-month after-training visits completed for Round 1 MEs, supporting selection of MEs for mentorship program. Survey report submitted in Q2 (see above). 1-year visit to round 1 trained MEs to be done in Q4 and reselect fewer MEs (about 50) for revised mentorship program


Task 3.3: Increase Alternative Livelihood Opportunities

Sub-Task 3.3.1: Promote Opportunities for Livelihoods in WASH Sector

WASH and Livelihoods Product Demonstrations and Road Shows in 20 LGAs:

In Q3, WARIDI and subcontractor (EXP) continued to implement the roadshow in the remaining seven LGAs in three centres per each LGA. During the quarter the roadshow reached 21 centres in 7 LGAs: coastal (Bagamoyo, Chalinze), Iringa (Mufindi), and Njombe (Njombe T.C and Njombe D.C, Wanging’ombe DC and Mbeya (Mbarali DC). The roadshow contributes towards indicators: #1.4 number of new or improved commercial WASH products and services introduced in the WARIDI LGAs; #1.5 Number of villages and population verified for universal sanitation coverage of any latrine type and no open defecation; #3.2 Number of WASH and MUS service providers are assisted with technical, business capacity or access to finance and #2.5 Number of community leaders and resource personnel promoting gender equity and women and youth empowerment within their spheres of influence. The roadshow activity has been completed in all 20 WARIDI LGAs. A total of 25,935 participants were reached through women’s forums, entrepreneurship forums and roadshow public audiences.

During the roadshow event total sales of 3,696 of promoted products were made (Menstrual hygiene, Glory pads/ Hedhi cups), SATO latrine pans and Money Maker water pump and water filters have been sold valued at 8,970,200 TSH. 198 micro enterprises, some from WARIDI trained MEs and others who have shown interest from the roadshow locations, have been identified and connected with major product suppliers for distribution of WASH products. MEs with high potential to sell products will be selected for WARIDI’s mentorship program and provided with appropriate BDS support to strengthen their distribution network. The roadshow has successfully introduced and created awareness about WASH products. Roadshow communities has increased demand for the products and MEs are continuing to buy products directly from main suppliers for local distribution. See Annex 10 for the completed roadshow report.

SUMMARY TABLE: PRODUCTS SOLD IN ROADSHOW EVENTS

Product Type

Glory Pad

Hedhi Cup

Sato Nazava SON Filters

Tembo Filters

Money Maker

Drip Irrigation

Total

Product Sold 3,152 27 506 2 2 1 2 4 3,696 Value (TSH) 6,304,000 270,000 1,506,200 190,000 100,000 40,000 500,000 60,000 8,970,200 Identify and Promote Locally Existing and New Sanitation Products

In Q3 the livelihoods team completed a detailed assessment report on interested individuals and groups on establishing market opportunities for existing and new sanitation products. The report identified technical and skill gaps needed to: produce these products, provide guidance on training needs for improving products, meeting the community demand for products, and extending sanitation coverage through handwashing facilities. The team has started to implement the findings highlighted in the report, among them are: conducted meetings with selected LGAs (Kilosa, Gairo, Kilombero and Mvomero) and communities to share the findings on opportunities, challenges and recommendations. For example, in Kilosa, the Kilosa DC has supported UPENDO group of Kimamba with 2,000,000 TSH for buying improved machine for production of soap and other detergents and expanding other existing businesses. Also, the team held a meeting with Small Industries Development Organization (SIDO) to discuss modality for capacity building training for entrepreneurs on antiseptics and detergent making. SIDO has shown a great interest of collaborating with WARIDI to support capacity building training. WARIDI will continue to follow up on this. See Annex 11 for the Assessment report on detergents and antiseptics.


Sustainability

WARIDI will help establish sustainable distribution networks for WASH products through fostering agreements between WASH suppliers and local distributors.

WARIDI will link local sanitation and detergent entrepreneurs with existing sanitation and hygiene market actors for capacity building and support, these include networks and business chamber of commerce and Industries. WARIDI will also leverage partnerships with soft microfinance service providers and government institutions such as LGAs-Women and Youth Development Fund and Small Industry Development Organization (SIDO).

Sub-Task 3.3.1: Promote Opportunities for Livelihoods in WASH Sector


Delivery Mechanism (How to Implement)


Institutions


a. Implement roadshow in 60 commercial ward centers in 20 LGAs

Subcontract coordination/Meetings/communication with MEs, Suppliers Collaborate with Sanitation/GIYI & EC team Outputs: Products Introduced & sold Lesson learnt

Subcontractor LGAs ODF grantees WASH Products suppliers/MEs

1.1 1.2 1.4 3.1 3.4

Q1-Q3 The roadshow activity has successfully completed in Q3 by reaching all 20 WARIDI operated LGAs.

b. Identify and promote locally existing and new sanitation products

Survey WARIDI team to work with STTA Meetings/Workshop Outputs; Report of identified sanitation/hygiene products

STTA LGAs

1.1 1.4

Q1 & Q2

Started in Q1 and completed in Q3.

c. Deliver technical and business skills to 150 entrepreneurial youth & women to produce and sale products

STTA Training/Meetings Outputs: Trip/Training reports Outputs:

STTA/Partners LGAs

.1.3 Q2 & Q3

Ongoing exploration on modalities on how WARIDI, SIDO and other partners will collaborate to deliver this training in Q4.

d. Monitoring and follow up for trained Community entrepreneurial groups;

WARIDI, STTA Training Outputs: Monitoring & follow up reports

STTA/partners LGAs

1.3 Q3-Q4 This activity will continue in collaboration with other partners, LGAs


Sub-Task 3.3.2: Promote Opportunities for Agricultural Livelihoods Activities

MUS Agricultural Livelihoods Assessment

In Q3 the livelihoods team completed report for livelihoods assessments done in new water schemes supported under IR1 in Gairo, Kilosa, Mvomero, Kilombero, Mufindi, Kilolo and Iringa DCs. The assessment identified promising existing MUS agricultural opportunities and gaps where WARIDI could support women and youth gain access to productive economic resources and facilitate farmers to adopt practices and/or improved management practices. During this quarter WARIDI livelihoods team started to implement the assessment findings by conducting sensitization and community mobilization meetings to share feedback on livelihoods opportunities and constraints identified during the assessment. Among major constraints identified were gender imbalance in decision making on economically productive roles at the household level, and low level of extension services that impact farmers’ innovation and technology adoption. To address these constraints, in all sensitization meetings the team worked closely with local extension officers and sensitized communities to provide priority to women and youth in farmers recruitment for upcoming livelihoods support activities. The livelihoods team worked with GIYI team to design a gender training session which will be incorporated in livelihoods trainings. See Annex 12 for report on agricultural livelihoods assessment.

Mobilize Farmers for Alternative MUS Livelihoods Practices

In Q3, WARIDI carried out sensitization and mobilization meetings to communities in new water schemes in Kilosa, Mvomero, Gairo and Kilombero District Councils. A total of 1,113 community members participated in these meetings. These meetings were to provide a forum for communities to understand more about WARIDI, raise awareness on MUS opportunities identified during the livelihoods assessment, share WARIDI farmers training of trainers (TOT) strategy, criteria for TOTs selection which includes: priority for women and youth, need-based and demand-driven with high level of commitment and willingness to participate fully in interventions, practice the technologies and show case to two or more neighbouring farmers. In all meetings the role of USAID/WARIDI, LGAs, Community leaders, farmers’ associations and others was highlighted so participants understood roles and responsibilities and all participant’s importance to success in the livelihood activities.

Assessment and Follow-Up to Track Adoption and Improved Management Practices

WARIDI continued with monitoring and follow-up visits in Kilosa, Kilombero, Kilolo, Mvomero and Iringa DC to provide onsite technical advice and assess the adoption of technologies and improved management practices from Training of Trainers (ToTs) on home garden production, animal husbandry and bee keeping during the quarter. The follow-up revealed that farmers are increasingly applying the technologies. 390 farmers including TOTs farmers (171 Males, 219 Females), youth 138 (35.38%) and women 219 (56.15 %) who were trained have applied new technologies and continue to disseminate improved and appropriate technologies to fellow farmers under the MUS approach. Follow up will continue in Q4.


Example of Results Observed During Follow Up Visits

1. Ms. Tecra Pascal (56) attending WARIDI farmers TOT training on improved chicken production and diseases control, currently has 76 chicken.

2. Erasto Kingorogo supported by WARIDI to learning visits in Nane agriculture show (2018) “My visits to Nane exposed me to many technologies (drip irrigation kit).” I decided to buy three rollers of drip irrigation kit and installed in my field, today I use very little amount of water to water my garden

3. A Youth Isaya Masebo (24) from Kilombero (Kimamba) scaled up his gardening by hiring 2 acres and growing vegetables (Chinese, cabbage and Collards).

4. A group (WARIDI A) of Mkamba established by 7 women who attended WARIDI TOT training, the primary goal is to engage most vulnerable people in the community (widows and orphans) today the group has 18 members who participate in one demo plot and transfer the technologies to each member home garden.

5. Abbasi Salumu (35) from Msowero, scaled up from a small home garden to 2 acres of Banana plantation after he attended WARIDI TOTs training and after being exposed to Banana farming technologies during Nane exhibitions (2018). “Thanks to WARIDI, my participation in training and exposure to Nane Nane exhibitions has changed my life completely. I have started to harvest and sell bananas. Today my friends seek advice from me on how they can invest in agriculture.’’


Collaboration with other USAID Implementing Partners (IPs)

In Q3 USAID IPs and CORs for WARIDI, Lishe Endelevu and FtF Mboga na Matunda conducted joint nutritional field visits around Kilolo. The objective of the visit was to learn from each IP’s interventions and find out how these interventions support nutrition outcomes. The visit also identified opportunities for supporting collaborative activities and coordination partner interventions. Based on feedback received during the visits, WARIDI took the following actions:

• Increased involvement of Ward and Village extension officers in conducting follow up to trainedfarmers for onsite technical advice and tracking technologies adoption as highlighted in abovesection. The team also enhanced WARIDI activity implementation feedback to the LGAsthrough direct visits to DAICOs and CDOs.

• WARIDI increased collaboration with extension officers identified during livelihoods assessmentsand focused on mobilization and sensitization of farmers’ recruitment to upcoming trainings.

• Held meeting with Mboga na Matunda (MnM) to strategize how WARIDI farmers can be linkedwith MnM non-competitive service providers such as micro finance institutions i.e. MUCOBA,Agri inputs suppliers (East African Seeds, Regina seeds, East-West Seeds). MnM will likelysupport selected WARIDI farmers after a list of famers and other important details in Q4.

• WARIDI and Lishe Endelevu held a meeting in Morogoro where it was agreed WARIDI will linkLishe Endelevu WARIDI producer’s groups (horticulture, poultry and rabbits) for nutritiontraining which includes cooking demonstration and nutrition sensitization and other aspects.Lishe Endelevu will be linked with farmers who were interested in fish production starting inHembeti (Mvomero) and Msowero (Kilosa) as well.

• WARIDI will also share the livelihood Assessment report (WARIDI) and Rapid Consultationexercise report (LE) with Lishe Endelevu and link Lishe Endelevu with the district agents so theycan improve collaboration with producer’s groups found in the districts.

Link Farmers to Services and Markets

WARIDI trained farmers on indigenous chickens keeping at Kimamba in Kilosa including supporting them to register their poultry producer group (UPENDO), with 20 women and 1 man) at Kilosa DC to sustain farmers access to agricultural inputs, finance and markets. The registered group will facilitate access by women and youth to credit funds and other extension services to help them expand production and develop local markets. In Q3, WARIDI facilitated access to credit for Kilosa Women credit fund. A total of 2,000,000 TSH was provided as a soft loan to the group. The group is planning to expand their business to explore more opportunities for suitable farmers’ access to inputs. To sustain farmers access to extension services, the WARIDI livelihoods team held meetings

Table 27: Potential Stakeholder Institutions

S/N Institution Principal Interventions

Degree of Significance

Area of Contribution to WARIDI Livelihood Interventions

1 VETA Dakawa Vocational training of youth

High Support farmers for beekeeping, Crop value addition and Poultry

2 MATI Ilonga Training of youth in agriculture

High Provision of training and reference materials for horticultural crops especially vegetables

3 Tanzania Agriculture Research Institute (TARI) Ilonga

Crop research on improved seed of drought tolerant and nutritious pulses, and

Very high Supply of Seed (especially grade legumes) and propagation materials such as cassava cuttings • Reference materials for

management of specific crops

with government institutions, Agricultural Training Institute (MATI-Ilonga) and Tanzania Agricultural Research Institute (TARI-Ilonga) in Kilosa to explore opportunities and possibilities to support famers. MATI promised to share training manuals for famers while TARI expressed readiness to supply famers with certified seeds of high-grade legumes (green grams, chick peas and cowpeas) and cassava in support of WARIDI’s climate resilience, food and nutrition security priorities.


S/N Institution Principal Interventions

Degree of Significance

Area of Contribution to WARIDI Livelihood Interventions

propagation materials (cassava and potato)

• Demonstration of recipes of nutritious food stuffs to the communities that are supported by WARIDI

• Provision for farmers’ visits to see crop management practices in research, demonstrations and multiplication plots

4 Agricultural Seed Agency (ASA) Morogoro

Crop seed multiplication and supply

Very high Supply of seed and propagation materials

Review of Available Training Materials

In Q3 the livelihoods team continued to review the farmers training materials used in year 3 and other materials used by other USAID Projects such as Mwanzo Bora Nutrition Project, Tanzania Agriculture Productivity Program, IMARISHA and CEGO-NRM project by Lawyers’ Environmental Action Team (LEAT) to adapt and integrate them into our training delivery materials. WARIDI consulted Government Agricultural research institutions such as -Tanzania Agricultural Research Institute (TARI)-Ilonga and Kibaha, Agricultural Seed Agency (ASA) and LGAs Departments for recommendations. All the information gathered will be incorporated into tailored agriculture trainings that meet the needs of diverse people including priorities of women and youth.

Agricultural Livelihoods Activities Implemented by TFCG Guarantee

In Q3, WARIDI continue to provide technical backstopping support to grantee TFCG and follow-up on technology adoption and improved management practices by farmers who learned through Farmers Field School (FFS) and other activities. A WARIDI livelihoods specialist participated in community meetings to sensitize them on the importance of tracking results in general and adoption specifically and then inspected the ongoing FFS plots to review the trainings provided. A total of 6 plots, 3 in Mufindi (Kipanga, Uhafiwa and Ihimbo) and 3 in Kilombero (Chita, Udagaji and Mngeta) were visited.

The field visits revealed that the grantee attracts the most committed farmers as seen through low rate of drop-outs towards the end of every FFS implementation season. Farmers were sensitized to continue to adopt climate smart agriculture (CSA) technologies, comply with environmental aspects of good agricultural practices (GAP) for the two crops (maize and beans). TFCG will continue to maintain good cooperation with the community leaders, field extension staff and LGA officials at the district level.

Training of Community-Based Agricultural Trainers (CBTs)

To promote interventions and continue to enhance climate-smart agriculture (CA) including agroforestry and value addition strategies for agricultural products, TFCG identified and facilitated 24 community-based trainers (CBTs) to attend a training by the Sustainable Agriculture Trust (SAT) in Morogoro for one week. CBTs came from 13 villages which are Ilutila, Idegenda, Isanga, Masisiwe and Mbawi in Kilolo DC, Kipanga, Ihimbo, Uhafiwa and Ukami -Mufindi DC, Chita, Udagaji, Itongowa, Ikule and Itongowa - Kilombero DC. Each village was represented by 2 CBTs including one woman. A total of 24 (12 women) attended the training. The participants were provided with a Certificate

Farmers Field School (FFS) members attend training in Chita.


showing qualification in climate-smart agriculture extension services at village level. The participants are expected to continue to support their fellow famers in climate-smart agriculture advisory services and other basic extension services in their respective villages. CBTs were trained on the following topics:

• Soil and microorganisms• Zero tillage techniques• Mulching• Post harvesting crop residue

management• Crop rotation• Mixed cropping• Agroforestry• Composite manure preparation• Liquefied organic fertilizer• Organic Pest control• Soil conservation• Conservation agriculture tools• Different between CA and common

agricultural farming

Training on Climate-Smart Small-Scale Agriculture including Agroforestry Using Farmer Field Schools’ Approach and Value Addition Strategies

In Q3 TFCG continued with training through farmer’s field schools (FFS) members on conservation agriculture. During this quarter training on step 8 was delivered in "Two days’ theory and two days’ practical trainings on harvesting, storage, processing and marketing in Chita, Ikule, Udagaji and Itongowa villages. The trainings were led by TCFG agricultural officer in collaboration with LGAs (District Livestock and Agricultural Officer and Ward Agricultural and Extension Officer). The village chairperson and village executive officers participated in these trainings. A total of 90 participants attended including 52 women.

Table 28: Participants in Post-Harvest, Processing, Storage and Marketing Training

No. VILLAGE FFS/GROUP NAME

FEMELE MALE TOTAL

1 Udagaji Misitu Na maji 9 12 21 2 Chita Umoja ni Nguvu 13 9 22 3 Ikule Kilimo Mtaji 13 10 23 4 Itongowa Umoja 17 7 24 TOTAL 52 38 90

Community Based Trainers (CBTs) hold their certificate of attendance handed by SAT in Morogoro.

WARIDI provided TFCG with a refresher training on tracking famer adoption of climate-smart agriculture practices during Q3. After this, TFCG followed-up with five villages out of 13 targeted villages in Kilombero and Mufindi districts which revealed that 474 (281 Female -59.28%) and Male 193 -40.71%) farmers taught through FFS have adopted the CA technologies and passed these practices on to others in their respective villages. TFCG will continue to track farmer’s adoption of technologies in the coming quarters.

Table 29: Number of Famers Adopted CCA Technologies Form Visited Villages

LGA

Kilombero 35 48 44 39 166 Mufindi 115 83 57 53 308 Grand Total 150 131 101 92 474

Female above 35

Female under 35

Male above 35

Male under 35

Grand Total


Facilitate Establishment of Village Savings and Loans Associations (VSLAs)

TFCG continued to follow and monitor operations of VSLAs in Q3. Field visits were conducted by the TFCG Project Officer who managed to reach five groups and observed that VSLAS are progressing with some VSLAs having started to disburse loans to members. Members have taken loans for initiating small businesses, construction of improved toilets, paying children’s school fees, and paying hospital bills. The status of community contributions to VSLAs by end of Q3 is shown below.

Table 30: Community Contributions to VSLAs

VSLA/Village Value of Savings (TSH) Loans Disbursed and Beneficiaries

Value (TSH)

1 Ukami 1,400’000 Ukami-14 members (7 women) 1,400,000 2 Uhafiwa 1,700’000 Idunda –10 members (6 women) 1,000,000 3 Ihimbo 1,211’000 4 Chita 2,030,000 5 Idunda 1,420,000 Total 3,450,000 2,400,000

Sustainability

• WARIDI is building the capacity of local extension workers on extension service facilitation and private sector collaboration to improve their professional interactions with farmers, private sector and other development actors.

• WARIDI identified and trained committed TOTs farmers who have applied new technologies and shared these improved techniques and appropriate technologies to other farmers. The trained TOTs farmers and entrepreneurs are sharing this information with representatives from their respective LGAs for more support.

• WARIDI is working with private sector service providers (MFIs and Inputs suppliers) and agricultural research institutions and agencies to develop supplier relationships for inputs especially seed and propagation materials.

• WARIDI will develop farmers’ information education and communication materials (IECs) to disseminate good practices to sustain and scale up for broader target group.

Sub-Task 3.3.2: Promote Opportunities in Agricultural Livelihoods


Delivery Mechanism

(How to Implement)


Institutions


a. Identify promising MUS opportunities interested individuals and groups in WARIDI supported water schemes in 15 LGAs

Survey STTA Collaborate with GIYI Outputs: Report of Agric opportunities identified

LGAs STTA

3.1 3.4

Q1 Completed report will be shared

b. Mobilize and recruit individuals and groups for agricultural livelihoods

Meetings LS Collaborate with GIYI/EAs Outputs: Summary of individuals and groups mobilized

LGAs Grantee

3.1 3.4

Q2 & Q3

In Q3, Livelihoods team continued with communities’ mobilization meetings in new water schemes


Sub-Task 3.3.2: Promote Opportunities in Agricultural Livelihoods


Delivery Mechanism

(How to Implement)


Institutions


c. Design trainings, materials and delivery methodologies based on identified MUS opportunities

WARIDI, consultations with other IPs Output Training materials

LGAs 3.1 3.4

Q2 & Q3 Ongoing to Q4

d. Deliver livelihoods trainings and other support to 4,000 farmers including exchange visits

WARIDI Grant Training Outputs: Training /consolidated reports

Grantee/ LGAs

3.1 3.4

Q2, Q3 & Q4

Farmers recruitment and enrolment is proceeding with collaboration with ward/village extension officers, training will be delivered in the coming Q3 and will continue in Yr. 5.

e. Assessment and follow-up to track adoption and improved management practices

Survey Field visits Meetings, WARIDI LS, MELP & EAs Outputs: Assessment reports Trip reports

LGAs TFCG/ Grantee

3.1 3.4

Q1 - Q4 The livelihoods team continued to conduct follow up to assess the farmers’ adoption or improved practices, this activity will continue in Q4. To date the adoption going well.

2.5 Cross-Cutting and Integration Activities

In Q3 WARIDI advanced implementation of its gender integration and youth inclusion (GIYI) strategy in keeping with the timeline laid out in the Year 4 work plan. Key tasks accomplished are summarized below.

Task 4.1: Gender Integration and Youth Inclusion

Sub-Task 4.1.1: Gender and Youth Capacity Building and Learning

GIYI in Sanitation

The WARIDI GIYI team continued to integrate GIYI in other areas of the project by designing a half-day training to ODF grantees under the Sanitation component to build the capacity of grantee staff to:


1. Assist school committees and selected teachers to identify the gender-related differences in school-based WASH (emphasis on primary school).

2. Mobilize school committees and selected teachers to address the gender-differentiated WASH needs of primary school girls and boys.

3. Recognize and capture gender-related results (WARIDI indicator 2.5).

A total of 20 staff members (6 women and 14 men) from five ODF-supporting grantees participated in the GIYI workshop, which was embedded in a broader training. A full report of the training is included in Annex 13.

GIYI in Integrated Water Resources Management

The Gender Advisor pparticipated in the initial experts’ workshop to develop a WUA Capacity Building Plan and Training Manuals in Dodoma where she spearheaded discussions on the plan’s gender focus. Her inputs focused on challenging participants to formulate a gender session which will be useful to the WUA’s. Key questions the CDP will now consider include:

• What does the training audience need to know about gender and IWRM that strengthens their capacity to build in gender, advance women’s participation and benefits from WUA functioning?

• How can we ensure that the equal/equitable representation of women on the WUAs is guaranteed while building an understanding about the value of women’s participation and leadership?

The consultant prepared a Gender and Youth training module for the WUAs’ capacity building as result of this work.

COWSOs

The Gender Advisor provided technical assistance to the institutional support unit to outline a GIYI training module for the capacity building of COWSOs in 11 new water schemes which will take place during Q4.

Capturing Indicator 2.5

The Gender Team participated in a meeting with the MEL Team to strategize on Indicator 2.5 progress and way forward, the team discussed on double counting and how to improve to have actual and accurate data. Additionally, the team attended the Engagement Agent’s bi-monthly meeting for Morogoro and Iringa and identified new areas for capturing Indicator 2.5 such as community mobilization activities and continue collaborating with LGA’s to capture activities which promote gender equity by using ward community development officers. The Gender Advisor also worked with the IR3 team to capture indicator 2.5 results through the Road Show activity and women’s forums where 21 Community Leaders raised awareness on gender issues such as equal opportunities in social economic activities, education, leadership, hygiene and sanitation.

Sustainability

WARIDI will continue supporting LGAs, Grantees and COWSOs with technical support as per needs/gaps identified during implementation of activities. Follow-up with leaders on GIYI will continue to support long-term impact.

Sub-Task 4.1.1: Gender and Youth Capacity-Building and Learning


Delivery Mechanism

Key External Actors


Provide follow-on technical support to GIYI trainees

Meetings, Field visits

LGAs, COWSOs

2.5, Q1-Q4 Documentation of GIYI results from GIYI


Sub-Task 4.1.1: Gender and Youth Capacity-Building and Learning


Delivery Mechanism

Key External Actors


Grantees, ODF & EAs

[Also related to 1.1, 1.2, 1.3, 1.5]

Trainees was reported by EA and Grantees

Conduct GIYI trainings for remaining COWSO and ODF grantees

Training COWSO grantees, ODF Grantees

1.2 Q1 & Q2

5 ODF Grantees were trained in Q3 (20 individuals, 6 women and 14 men)

Integrate GIYI in other WARIDI capacity-building efforts


BWBs, EAs, MEs

2.4 [Also related to 3.2, 1.2, 2.9]

Q1-Q4 Ongoing-2 Modules were prepared for COWSO and WUA capacity building

Sub-Task 4.1.2: Implement Gender Integration and Youth Inclusion Strategy across WARIDI

Gender in Land Use Planning

The Gender Advisor reviewed the workplan for the Land Use Planning (LUP) activity under IR 2, incorporating gender issues to be addressed during implementation of the Village Land Use plans in three villages in Kilolo, Mvomero and Gairo Districts. She also participated in the PLUM training for the mentioned districts where participants were trained on six stages of LUP, shared District experience and challenges in conducting village land use planning and formulated districts work plans. Unique challenges faced by women and youth in VLUPs such as not being able to own land and under representation in VLU committees and Village Council which results in decisions that fail to reflect their interests were identified. Participants committed to conducting sensitization and awareness creation by ensuring gender balance in VLUP activities.

Gender Champion Award

WARIDI selected Henry Jackson as the first recipient of the Gender Champion Award in Quarter 3. Henry is WARIDI’s Strategic Partnerships Specialist and was given the award due to his commitment in actively seeking out collaboration with the GIYI team to integrate gender and youth into his work stream (e.g. seeks out technical assistance, takes responsibility for replicating GIYI tools). Henry did this by:

• Involving the GIYI advisor to participate in partnership meetings to ensure inclusion of gender: e-Water pay, edge point, CRS, LIXIL, VIAMO, Water.org.

• Seeking out gender technical advice on e-water baseline evaluation tools, e-Water Midterm evaluation tools to incorporate gender questions which helped in the design of activities that benefit women and youth.

• Involved GIYI in the design of VIAMO WASH radio messages, even though this activity has since been discontinued.

The Gender Champion Award represents WARIDI’s internal effort to identify role models who take ownership and leadership for advancing gender equality within their respective work streams.

Gender Learning Theme

A Gender learning theme was selected to be featured in the Quarter 3 report which will address the questions: are WARIDI activities effectively raising awareness of the benefits of women and youth involvement in water related decision making? is that affecting women and youth participation in


water related decision-making spaces? The Gender Team finalized and submitted the learning story which is included in the MEL section of this report.

Gender in Livelihoods

The Gender Advisor supported the Livelihoods team to develop criteria for selection and a simple registration forms to register farmers for TOTs. The selected trainees are expected to train others in the new water schemes with 50% beneficiaries expected to be women and youth.

Gender in Communications

The Gender Advisor worked with Communications specialist to review a gender story from Nguruhe Iringa water scheme which will be featured in the newsletter and to ensure gender success stories are well captured in all project documents.

Gender in WARIDI with other Stakeholders

WARIDI’s gender activity received good visibility through the USAID/Tanzania story posted on Twitter and written by the Gender Team on UPWARD activities. The story was titled “Water Management, Helping Women in Rural Tanzania to Find their Voices” and is available at https://www.usaid.gov/tanzania/news/apr-10-2019-water-management-helping-women-rural-tanzania-find-their-voice and https://twitter.com/USAIDTanzania/status/1116244525234696192

The Gender Team prepared and submitted a case study on WARIDI Social norms change UPWARD activity to the International Food Policy Research Institute (IFPRI). The WARIDI gender work will be incorporated in a chapter on gender and resilience for the forthcoming ReSAKSS annual trends and outlook report (ATOR), which will be published in Sept 2019 (the theme of this year is gender). The chapter will focus on the social/gender dimensions of resilience and developing strategies that respond to different people’s constraints and opportunities.

The Gender Team also conducted a meeting with Georgetown University Institute of Reproductive Health implementing a USAID project called Passage with a component of WASH which looks on social norms on normative behaviour change. Georgetown University in collaboration with WARIDI will develop a case study by using WARIDI’s social norms change UPWARD activity in Q4.

The Gender Team submitted a conference abstract with the title “Increased Women Participation in Water related Decision making through Transforming social norms” which was accepted for poster presentation at the University of North Carolina (USA) in the Water and Health conference to be held in October 2019.

The Gender Advisor was featured in the Tetra Tech Inspires story on her work in WARIDI successfully integrating gender throughout project activities, which was shared globally through the Tetra Tech Website, Twitter, LinkedIn, Facebook and USAID GlobalWaters. A notable quote included: “Diversity and inclusion means addressing the different needs of men and women by designing activities in which all are included. For example, to increase women’s participation in water related decision making, we look at the time of the meetings, proper information, seating arrangements, and social norms.” https://medium.com/@Ttinspires/christina-sudi-tanzania-f1056195e02a

Sub-Task 4.1.2: Implement Gender Integration and Youth Inclusion across WARIDI


Delivery Mechanism

Key External Actors


Facilitate women’s and youth participation in community mobilization

Meetings, field visits

EAs, ECs, Water Engineers, DWEs, DCDO, Contractors CCA, TFCG, EA

1.1 & 1.5, 2.5 [2.4]

Q2-Q4 Ongoing

https://www.usaid.gov/tanzania/news/apr-10-2019-water-management-helping-women-rural-tanzania-find-their-voice

https://www.usaid.gov/tanzania/news/apr-10-2019-water-management-helping-women-rural-tanzania-find-their-voice

https://twitter.com/USAIDTanzania/status/1116244525234696192

http://www.resakss.org/publications/aw

https://medium.com/@Ttinspires/christina-sudi-tanzania-f1056195e02a

https://medium.com/@Ttinspires/christina-sudi-tanzania-f1056195e02a


Sub-Task 4.1.2: Implement Gender Integration and Youth Inclusion across WARIDI


Delivery Mechanism

Key External Actors


Increase GIYI in livelihoods and partnership work


LGAs, Grantees Vodacom, partners

3.1 [Also 1.2]

Q1 & Q2 Ongoing Supported Women’s forums during roadshow and supported the team with to formulate training tracking tools.

Increase focus on GIYI results reporting, documentation and dissemination of best practices


MEL team Grantees, IRs LGAs, COWSO grantees, EAs and Communication specialist

2.5, 3.1 Q1-Q4 Ongoing Continue partnership with other stakeholders such as Government, NGO’s and Institutions

Sub-Task 4.1.3: Increase Women’s and Youth Decision-Making

Between March and April of 2019, WARIDI conducted the end line evaluation for the UPWARD intervention. The end line team used the same tools for FGDs and IDIs from the baseline evaluation with minor modifications, such as the inclusion of quantitative questions to better enable comparison between villages.17 The team also made minor changes to the vignettes (e.g. changing names and occupations of the characters) to ensure novelty in the case that baseline participants were also sampled in the end line.

To further triangulate data, the WARIDI team identified two villages (Kiberege, near Kanolo and Mtitu, near Lulanzi) to serve as controls in the end line analysis. The two villages were selected based on pre-existing WARIDI presence, proximity to the intervention village, and religious and ethnic composition. Although full sociodemographic information was not available for these villages, basic demographic information collected in FGDs and IDIs showed similar religious and ethnic make-ups.

Led by Jacob Eaton, the field research team comprised two experienced facilitators and two note takers. Prior to beginning data collection, the field team received training in qualitative research methods, translated and back-translated FGD and IDI guides, and rehearsed sessions.

WARIDI conducted the end line evaluation over three weeks, with three days in each village – two days devoted to FGDs and one day to IDIs. In each village, the research team conducted FGDs with 8-12 scheduled participants across six groups based on age, gender, or both (Table 31). Five men and five women in each village gave IDIs. In total, 312 individuals participated in the end line evaluation (272 in FGDs, 40 in IDIs). In Kanolo and Lulanzi, the CFT participated in a separate group interview.

17 Questions such as “Out of 10 men in this village, how many would approve of a woman speaking in a village meeting?” help to more

objectively measure and compare empirical and normative expectations between groups.


Table 31: End line FGD Participation by Village

Group Kanolo Kiberege Lulanzi Mtitu Women <35 17 13 10 13 Women > 35 6 12 1618 12

Men < 35 12 1019 13 11 Men > 35 8 7 10 12

Mixed Gender < 35 12 13 8 8 Mixed Gender > 35 8 9 11 12

CFTs 4 N/A 5 N/A Total 67 64 73 68

The evaluation team lead developed criteria to guide the purposeful selection of FGD and IDI participants. Using that guidance, the UPWARD Coordinator and several CFT members recruited participants, with assistance from the Village Executive Officer (VEO) and the Ward Development Officer (WDO). Participants were chosen for their ability to contribute valuable insights as well as to represent a range of perspectives within the community.

The FGDs and IDIs were conducted in Swahili with male facilitators and notetakers collecting data from male participants and female facilitators and notetakers from female participants. FGDs lasted approximately two hours; IDIs required one hour. During sessions, the notetakers transcribed participants’ comments and non-verbal communication by hand in notepads. Following each discussion, facilitators and notetakers met to confer on the discussion and ensure that the key contributions were captured in the notes. At the close of each day, the research team debriefed key findings. These were recorded in daily minutes later used in qualitative analysis.

Sustainability

As the UPWARD activity trained CFTs, leaders and women’s groups, we are expecting this knowledge will spread to the entire villages hence bring changes in social norms which hinders women’s participation in decision making.

The results of the UPWARD endline evaluation will be broadly shared in Tanzania and elsewhere.

Sub-Task 4.1.3: Increase Women’s and Youth’s Decision-Making


Delivery Mechanism

Key External Actors


Provide technical support to UPWARD communities

Field visits

2.5 Q1-Q3 Ongoing Technical support will be given to CFT’s and documentation of social norms change

Conduct endline survey of UPWARD intervention

Survey STTA/external consultant

2.5 Q2 & Q3 Done

Analyze and share UPWARD results

Deskwork, Workshop

STTA, TGNP, MOW, MoHCDGEC, USAID TZ and LGAs

Q3 Dissemination

Meetings in Dar es Salaam, Kilolo and Kilombero

18 Two separate elder women’s groups were conducted due to low participation in the first group. 19 Due to scheduling constraints, male youth and male elder FGDs were combined.


Task 4.2: LGA Engagement

Sub-Task 4.2.1: Coordinate Project Activities across IRs

The LGA Engagement team plays a substantial role in coordinating and linking project activities with the district and other stakeholders. In Q3, WARIDI Engagement Agents supported:

• Linkages between Public and Private sector for WASH services and MUS through supporting organization of WARIDI WASH products roadshow and demonstration in 7 LGAs (i.e. Njombe, Bagamoyo, Chalinze, Mufindi, Njombe, Wanging’ombe and Mbarali)

• The team also supported the organization of ME trainings and follow up in Njombe TC, Njombe DC, Wanging’ombe DC, Mbarali DC, Malinyi DC, Ifakara TC, Bagamoyo DC, Gairo and Chalinze DCs

• Facilitated District and Community engagement for new water schemes, which included: – Consultative meeting to District Executive Directors (DEDs) and District Water Engineers

(DWEs) – Community meetings to raise awareness on proposed water schemes, community

sensitization and follow-up of cash contributions for water schemes as well as introduction of site supervisors, contractors and signing of Memorandum of Understanding (MoUs)

Sustainability

Sustainability rests on the following elements:

• Continuous learning and sharing of best practices with communities, LGAs and other stakeholders. This will eventually set the foundation for durable solutions for challenges facing the community and harmonizing community focused approaches. The community will be advised, coached and supported to understand their challenges and develop their own solutions; and the LGA will develop skills in providing on-going backstopping support.

• Creating linkages at all levels with private and public sectors. Product awareness and encouraging permanent market outlets at the local level will ensure the supply chain by linking suppliers, retailers and customers. Engagement Agents will follow up the trained MEs and provide supportive supervision.



Delivery Mechanism

Key External Actors


a. Facilitate grantees and LGAs monthly updates and quarterly reflection meeting

Consultative working Meeting

Grantees LGAs

2.9 2.4

Q1-Q4 ODF - On-going COWSOs - Completed

b. Support revival and capacity building of DFTs and CWST

Meeting, training, mentoring, coaching.

BWBs CWST & DFTs

1.4 2.4

Q2-Q4 Will take place in Q4.

c. Facilitate linkages between Public and Private sector for WASH services and MUS

Training, Meetings and Field visits

MEs, LGAs and COWSO

3.2 3.3 & 4.4

Q1-Q3 Road shows facilitated and SME coordinated in respective LGAs

d. Support and participate in training, mentoring of COWSO, Communities, livelihood, women & youth groups and MEs

Training, Meetings and Field visits

MEs, LGAs and COWSO

3.2 3.3 & 2.4 2.7, 2.5

Q1-Q4 EAs are actively involved in livelihoods and ME trainings




Delivery Mechanism

Key External Actors


e. Develop and share project success stories and lesson learned

Field visits LGAs A Q1-Q4 Success stories and lessons learnt for Morogoro, Mvomero and Ifakara have been shared with communication specialist

Sub-Task 4.2.2: Support Stakeholders Engagement

During Year 4 WARIDI has continued to improve stakeholder engagement in all 20 LGAs through attending various stakeholder’s consultative, feedback and working meetings. In Q3, WARIDI participated in three USAID Implementing Partners (IPs) touch base/hub meetings, which are conducted on a monthly basis. The meetings were hosted by different USAID activities implemented in Iringa. The LGA engagement team represented WARIDI in all meetings and was able to share experience on working with the LGAs. In Q4 WARIDI will host the touch base meeting whereby the experience on ODF campaigns and community agreements will be shared with IPs.

Community Facilitation at WARIDI Water Supply Sites

The Engagement Team facilitated community awareness meetings for communities at 22 water supply projects in Kilolo (2), Mufindi (2), Iringa (3), Kilosa (6), Mvomero (2), Gairo (1), Kilombero (3), Ulanga (1) and Morogoro rural (2).

The meetings aimed to create awareness on project implementation modalities and set the ground for community participation. Follow-up meetings were also conducted to check on the progress of agreed action points, schedule and timelines. In principle, communities and village governments agreed to contribute both in-cash and in-kind, including pipeline trench excavation. In all meetings, division, ward and village leaders were involved. As part of cementing the commitment from both parties, an MoU for each new construction activity was signed and witnessed by the community members and copies were shared to all parties. A summary of community cash contributions is included as Annex 1.

To mitigate the impacts of funding limitations, discussions are held regularly with the Community Owned Water Supply Organizations (COWSO), village leaders and community members where participants are reminded of the MoU, the project Scope of Work, and their roles and responsibilities in project execution. The MoU, Scope of Work and a layout of the scheme design has also been posted at central points for each scheme. At each meeting the community goes over the work schedule and resolves any conflicts that might have arisen.

To maintain the relationship between LGAs and WARIDI, all activities are communicated to LGAs through EAs who played an important role in coordinating and organizing project activities at community and district level. In most cases, the DWE or a representative is able to join the team during these meetings and enforce the MoU with the community

Progress was made during this quarter in involvement of the Local Government Authorities (LGA) in every stage of the project. Examples included:

• During the scoping stage, the LGAs had one representative attend each scoping trip. Every LGA was given the opportunity to comment on which schemes were scoped.


• During the design stage, the LGAs were involved in the review and endorsement of the project designs, layouts and profiles

• In the implementation stage, the LGAs have been involved in following-up community cash contributions and trench excavation.

The essence of these interventions is to create ownership and motivate the community, district and other stakeholders to take ownership of project activities.

Sustainability

Community awareness and mobilization events focus on increasing community participation in project activities, and encourage project ownership and buy-in. All activities involve district staff and village leadership to create a chain of communication for sustainable follow up.

Sub-Task 4.2.2: Support Stakeholders Engagement


Delivery Mechanism

Key External Actors


a. Participate in USAID touch base/hub meetings

Meetings USAID IPs USAID TZ

All Q1-Q4 On-going, WARIDI participated in all three meetings in this quarter

b. Conduct reflection meeting with LGA, communities in 16 interventions

Meetings Field visits

LGAs, beneficiaries

All Q1 WARIDI has completed all reflection meetings, report will be submitted in Q4

c. Support review of MoU with LGAs to include RUWA

Consultations Learning sessions

LGAs RUWA, RS

1.1 Q2 Will not take place

d. Facilitate community awareness and develop community agreements (MoU) for new water interventions

Public meetings Consultations

Community, DWE, CDOs, VEOs and COWSOs

1.1 Q1 & Q2

MoUs developed for 22 schemes, 11 were signed in Q3

e. Support multi-sectoral planning meeting with LGAs

Meetings Working sessions

LGAs Grantees and other NGOs

All Q1 & Q2

Completed with Kilolo via Iringa Hub

f. Facilitate commissioning of completed water supply projects (16 water project)

Commissioning ceremony

USAID TZ, LGA, beneficiaries, RS, MOW

1.1 Q1 & Q2

15 out of 16 projects have been commissioned. Commissioning for the remaining; (Magubike) project) still under discussion

Sub-Task 4.2.3: Follow Up and Supportive Supervision

To strengthen project reporting, activities are organized and coordinated through Engagement Agents (EAs). Engagement Agents document noticeable changes, track the adoption of skills and technologies and report using different tools developed by MEL team. During this reporting period over 20 Gender and Youth Inclusion (GIYI) stories were reported using the gender tracking tool.


Engagement Agents supported joint field visits between the LGA and grantees to follow-up on project activities. The LGA engagement team also participated in different forums:

• Environment protection stakeholder’s forum conducted in Mufindi to discuss and develop a joint plan towards addressing climate change and mitigating its effects.

• Agriculture stakeholders meeting in Iringa Municipality to organize stakeholders to participate in farmers shows during Nane Nane exhibitions normally taking place August.

In Q2, the LGA Engagement Team completed learning visits in the first five LGAs to document best practices and compile lessons learnt. The report has been prepared and is attached as Annex 16.

Sustainability

To ensure sustainability WARIDI will share lessons learned with LGAs to disseminate best practices.

Sub-Task 4.2.3: Follow Up and Supportive Supervision of WARIDI Activities


Delivery Mechanism

(How to Implement)


Institutions


a. Follow up of post training LGAs action plans facilitated by IRs

Field visit, Tools developed by MEL and IRs technical leads

USAID IPs USAID TZ

All Q1-Q4 Each LGA has 3 action plans: MUS, CCA, GIYI which are being followed-up on by EAs

b. Follow up and supervise EAs to ensure data for all IRs are reported to MEL team

Field visit All Q1-Q4 Ongoing

c. Facilitate joint quarterly LGA and WARIDI monitoring visit


All Q1-Q4 COWSO and ODF visits on-going

d. Identify, document and disseminate good practices from first 5 LGAs

Filed visits, Consultations Learning sessions

1.1,1.5 Q1 & Q2

Completed in Q2, final report to be shared in Q3

e. Participate in National, regional and district forums focusing on IWRM and WATSAN

Public meetings Consultations

Community, DWE, CDOs, VEOs and COWSOs

All Q1-Q4 On-going

Task 4.3: Communications

During Q3 USAID/WARIDI implemented communications tasks aimed at promoting USAID/WARIDI brand and raising public awareness about the project. Other tasks included strengthening linkages and collaborative partnerships with stakeholders. Specifically, supported compliance on USAID branding and visibility. A communications guide for grantees and staff was developed and shared to help them understand what one should say to acknowledge USAID support during radio and video interviews when presenting WARIDI project initiatives. Support was provided to grantees, staff and other partners to ensure USAID/WARIDI visibility and compliance with USAID branding and marking. The WARIDI Fact sheet was updated and uploaded on Google Drive. The materials were printed as needs arose.


Weekly Updates on WARIDI progress continued to be shared with all staff and USAID. Additionally, the shared platform on Google drive launched during Q2 for easy access to information and photos was frequently updated during Q3.

Sub-Task 4.3.1: Promote USAID/WARIDI Brand among Key Stakeholders


Delivery Mechanism


Institutions


Update WARIDI branding materials (Banners, Factsheets etc.) with new contents & photos

-Get new pictures - Design & printing

Printing Company

Q1 Fact sheet updated, uploaded on Google Drive SharePoint. Printed as need arises

Support IR1 in branding of sign posts in all 16 water schemes

Obtain branding approval

USAID 1.1 Q1 Completed in all 16 water schemes

Ensure USAID/WARIDI branding marks/stickers are placed in grantees’ equipment purchased by WARIDI

Obtain and fix stickers

Grantees USAID

1.3, 1.4 Q1-Q4 Done for items procured in Q1, Q2, ongoing

Design and manage WARIDI Facebook page

Designed by Tetra Tech Home office & Managed in TZ

TT home office USAID approval

Q1-Q4 USAID suggested WARIDI continue using web platforms that currently exist; include USAID Tanzania Website

Support grantees and partners in preparing their branding materials that include USAID Logos

-Advise -Obtain approval

Grantees USAID

1.3 Q1-Q4 Done in Q1, Q2 and is ongoing

WARIDI received media coverage in both local print and electronic media as well as other global platforms. News stories featuring WARIDI construction works of water infrastructures at Nyameni Village were covered by Independent Television (ITV) and Radio One station. Link to access the media coverage: https://www.youtube.com/watch?v=W2OyN7QKPGo (WARIDI story is featured from 29:38 – 32:18s) Other media coverage during the reporting period include newspaper articles on ODF intervention works by HAPA, a WARIDI grantee in Malinyi. Stories were featured in the Guardian (April 25, 2019) and Uhuru (April 27, 2019) Newspaper.

News stories about WARIDI interventions in sanitation in Chalinze were featured in the Swahili local newspaper, Majira, on May 7th, 2019. Other media coverage during Q3 include social media whereby water resources management activities implemented by Wami-Ruvu Basin Water Board were also reported.

Additionally, WARIDI’s works on gender issues were highlighted through a social media platform, Tetra Tech Inspires. Featured news articles on project works can be accessed through the link: https://medium.com/@TtInspires/christina-sudi-tanzania-f1056195e02a

During the quarter WARIDI produced and disseminated the WARIDI newsletter which featured stories on various project interventions implemented by WARIDI and reached over 350 readers. Gathering information materials is ongoing for production of next issue of the newsletter in Q4.

https://www.youtube.com/watch?v=W2OyN7QKPGo

https://medium.com/@TtInspires/christina-sudi-tanzania-f1056195e02a


Sub-Task 4.3.2: Raise Public Awareness about USAID/WARIDI Project, Interventions and Successes

Major Inputs/

Activities

Delivery Mechanism


Institutions


Produce and Disseminate at least 36 WARIDI success

-Comms and EAs field visits -Obtain approvals

Tetra Tech USAID

1.1-3.4 Q1-Q4 Provided support to the Engagement Agents and grantees to produce success stories. Edited stories received from grantees, 6 approved by USAID for wider dissemination. Ongoing,

Produce and disseminate Bi-Monthly WARIDI Newsletter

-Design -Obtain Approvals

USAID Designer

1.1-3.4 Q1-Q4 Produced and disseminated WARIDI newsletter with stories featuring project interventions. Collecting information materials is ongoing for next issues of the newsletter

Prepare and air a 5-minute documentary on WARIDI Water schemes

Contract Video Production company or STTA

1.1 Q2 Processes to engage a local company was initiated, being done. Production to be completed in Q4

Design, print and disseminate Communications Materials

-Content preparation -Contract with printer

Printing company

1.1-3.4 Q1 & Q2 Done. Ongoing activity.

Prepare and disseminate Factsheet for WARIDI intervention in each LGA in Swahili and English

-Preparation of content -distribute to LGAs

LGAs COWSOs

Q2 Done in Q2. In Q3 WARIDI Fact sheet was updated, disseminated as needed

Prepare and disseminate factsheets for each IR for training and exhibition purposes

-Content preparation & approval -Sharing of the factsheet

USAID Q2 Updated in information for each IR in the WARIDI general Fact sheet

The Communications Specialist provided support to Engagement Agents and Grantees to produce success stories. Several stories were received, edited and submitted to the DOC at USAID Mission for review/approval. Six (6) success stories were approved for wider dissemination through various platforms during the quarter. Two of the approved stories were requested by USAID for its website. Another story is expected to be published in USAID’s East Africa Environmental Newsletter.

Training to WARIDI staff including drivers to take pictures during field visits was cancelled as drivers have no phones able to capture good quality photos. However, the program procured a camera for


engineering teams and technical support on how to capture photos was provided by the Communications Specialist as per individual requests.

Sub-Task 4.3.3: Build WARIDI Institutional Communication Capacity to Implement and Manage Activities


Delivery Mechanism


Institutions


Train WARIDI Staff including Drivers to take pictures during field visits

Workshop STTA Q1 Training cancelled as drivers have no phones able to capture quality photos

Procure 3 cameras for Morogoro, Ifakara and Iringa offices to facilitate staff taking good photos on field

Procurement contract

Q2 Procured camera for engineering team

Support Engagement Agents who were trained to produce success stories on Monthly basis

Advising and Editing their work

Q1-Q4 Done, ongoing. Several have been collected, edited and finalized

Work with grantees to document success stories and lessons learnt

Advising and Editing their work

Grantees 1.1, 1.2, 1.3

Q1-Q4 Done, ongoing

Facilitate staff to document lessons learned (positive and negative)

Research Q1-Q4 Done, ongoing

WARIDI Senior Management continued engagement with GoT officials through meetings such as with the Malinyi and Kilombero District Executive Director, Mr. Mussa Mnyeti and Eng. Stefano K. Bulili respectively. Such engagement provided opportunity for sharing information on WARIDI works and progress. WARIDI is looking towards participating in the Nane farmers exhibitions scheduled for August each year. WARIDI’s High-level Annual Water Resources Management Stakeholder’s Forum is scheduled for Q4.

Sub-Task 4.3.4: Strengthen Capacity, Linkages and Collaborative Partnerships with Stakeholders


Delivery Mechanism


Institutions


Support WAMI/RUVU and RUFIJI BWBs to implement their communications Strategies

Advise, edit and design contents

WAMI/RUVU & BWBs

2.7 Q1 – Q4

Done after signing the MoU between WARIDI and the BWBs

WARIDI Senior Management will conduct at least 4 courtesy call meetings

Meetings and Briefings on WARIDI progress

RASs, LGAs

Q2 Done. To be continued as needs arise.

Participate in MAJI Week, Sabasaba, Nane exhibitions to showcase WARIDI work

Engage WARIDI trained farmers to participate

TOT farmers, LGAs -New Partners

Q1-Q4 Done, WARIDI participated in Maji Week held in Dodoma. Looking


Sub-Task 4.3.4: Strengthen Capacity, Linkages and Collaborative Partnerships with Stakeholders


Delivery Mechanism


Institutions


towards Nane Nane taking place in August

Engage media in commissioning of the Water schemes

Facilitate Journalists

Journalists

1.1, Q1 & Q4

Completed, got broad media coverage

Organize WARIDI’s High-level Annual Water Resources Management Stakeholder’s Forum

Workshop Facilitation

National & Regional Stakeholders

Q4


3.0 SCIENCE, TECHNOLOGY, AND INNOVATION

WARIDI is pushing the boundaries of science, technology and innovation through investments in activities ranging from water treatment to handheld smart-phone applications. Brief profiles on each which have made significant progress in Q3 or not previously been highlighted are shared below.

Citizen Science for Monitoring the Weather

WARIDI’s citizen science initiative matches and deploys low-cost automatic weather stations with identified partners in support of climatic data collection that is mutually beneficial to these partners and Basin Water Boards. This quarter WARIDI installed a total of 4 stations, 2 in commercial farms (Fox Farm and Unilever Tea Company) and 2 in secondary schools (Makamboko and Mgololo). Participants were oriented on the proper handling of installed stations and sharing of data with the BWBs for sustainability purposes. The installed automatic weather stations are set to record climatic information at 15-minute intervals which will support availability of sufficient data for the BWBs and partners to make informed decisions and plans on management of water resources, farming and related activities. Additional stations will be installed in Ruaha National Park and water supply authorities in Q4.

Water Treatment Systems

WARIDI has implemented drip chlorination for water treatment which uses a simple bucket and valve design. This system is used in all gravity fed systems and might be considered for borehole pumping schemes in the future as well. This innovative design was installed at all schemes and 16 COWSOs were trained by regional water laboratories on operations and maintenance of the chlorination system. In Q3 WARIDI conducted a comprehensive follow up study on this technology. Each COWSO was visited by their Engagement Agent and a member of the engineering team. The team conducted focus group discussions and measured residual free chlorine levels at the tanks and distribution points with the COWSOs. Initial results are promising, with 12 of the 16 COWSOs continuing treatment and 11 of them having detectable levels of free chlorine at distribution points. A full report with recommendations for future implementation is being finalized.

Mobile Data Collection for Keeping Water Scheme Construction On-Track

The WARIDI Engineering Internship program uses iFormBuilder, a mobile data collection platform, to collect data from construction sites on a daily basis. Each intern, known as a site s upervisor, is a recent engineering graduate that applied and was accepted into WARIDI’s program. They are provided with a week-long training on WARIDI's Quality Assurance and Quality Control (QA/QC) approach, and a tablet with a monthly mobile data package.

The site supervisors live on-site and are responsible for monitoring construction works daily and submitting daily reports with narrative and photos using the iFormBuilder application. They fill out a survey on the works completed, any challenges the site is facing, and other items such as number of contractor's employees on site, environmental compliance monitoring, safety issues, weather, visitors, etc. Each report requires multiple photos that serve as a daily progress “snapshot” for program management and engineering teams in central offices. These surveys are then submitted each day via mobile data and an email copy is sent to WARIDI's Water Services Technical Lead, Senior Engineer, Lead Engineer and Junior Engineer in charge of that site, the WASH Advisor and Winrock's home office Program Manager who can take any necessary actions based on the


information reported. The survey data is also stored in the cloud and WARIDI can do limited data analysis on the submitted surveys by downloading data in bulk.

Interns are using this cutting-edge technology that coaches them in their daily supervisory duties, reminding them to check on each aspect of the project so that they can answer the required questions. Contractors are also reminded that WARIDI takes supervision and QA/QC seriously, and Local Government Authorities (LGA) are appreciative that we’re using technology to ensure quality works on site are being supervised and issues are swiftly being addressed. These reports are supplemented by frequent visits from the Lead Engineer of the site and WARIDI's Senior Engineer. The Lead Engineer is always present for any major works. As of Q3 WARIDI has 15 intern engineers on 12 construction sites sending daily reports.


4.0 MANAGEMENT AND ADMINISTRATIVE ISSUES

WARIDI submitted the FY19 Semi-Annual and Q2 Quarterly Report report as schedule by April 30th and received comments from COR on June 12th. The revised report with COR’s comments incorporated was resubmitted on July 8th and no approval had been received as this report was being prepared.

WARIDI received support from several consultants and home office staff during the quarter including; Water4Life’s Bart Hilhorst and Brad Garner, Winrock home office Project Manager Mark Trible as well as partner project SERVIR East and Southern Africa staff members Denis Macharia and Anastasia Wahome from Nairobi Kenya. The latter started supporting activities on climate change in the quarter and will continue in subsequent quarters. Local consultant Shukuru Nyagawa is supporting WARIDI in development of Village Land Use Plans (VLUPs) for three climate change hotspot villages in WAMI/RUVU and Rufiji BWBs and the activity will continue in Q4. Another STTA, Haule Leodgard, supported WARIDI and the Ministry of Water in developing a capacity building plan (CBP) and training manuals for water user associations (WUAs). Work is still in progress. When completed, the CDP and manuals will be used for capacity development of WUAs not only in Wami/Ruvu and Rufiji BWBs but also in other River basins nationwide.

The Tetra Tech home office conduct an internal compliance review (on overhead) covering the period from January 1, 2018 to March 31, 2019. The fieldwork portion of the review was conducted in Morogoro from April 29, 2019 to May 12, 2019 by Tetra Tech’s Internal Compliance Officer, Keven Price. The review report addressed internal control weaknesses and other issues of noncompliance requiring corrective action by the project team. Overall, the review resulted in zero (0) significant findings, seven (7) moderate findings and twenty-one (21) minor findings. The team is currently implementing the recommendations on corrective actions.

Former Engagement Agent for Iringa Rural District, Joshua Dismas, changed position and responsibilities to become Basin Support Specialist for Wami-Ruvu Basin water Board, replacing Keven Roberts who resigned during Q2. Sophia Mbalinga started her duties on 8th April 2019 as a Data Entry Operator to strengthen the team. Lwitiko Ephraim was employed on 8th April 2019 as Procurement and Logistics Specialist, replacing Wilson Bicco who resigned in Q2. Hakam Mohamed joined the IR3 team and started working as an Enterprise and Partnerships Specialist on May 13. Former WARIDI Climate Change and Adaptation Specialist Erneus Kaijage, resigned during the quarter and he formally left the project on 31st May 2019. No replacement has been proposed, instead his duties have been partly taken over by Asha Msoka, Basin Support Specialist for W/R basin and an STTA who is engaged in the land use planning activity. Iringa-based Sanitation Lead Hashim Habibu passed away during the quarter and his position has not been filled.

During the quarter, WARIDI deployed fifteen engineering interns who are working on various construction sites as site supervisors. This is part of USAID/Tanzania WARIDI’s efforts to support career development for young engineers through provision of practical field training opportunities. As of June 30th, 2019, the 15 interns were assigned duties at construction sites in Kilosa District (8), Mvomero (1), Kilolo (2), Kilombero (1), Mufindi (2) and Gairo District (1).


5.0 ENVIRONMENTAL MANAGEMENT AND COMPLIANCE

During the quarter WARIDI participated in a USAID training on environmental compliance, developed procedures for review and approvals for environmental compliance, and discussed effective reporting requirements. The Mission Environmental Officer (MEO) and Contracting Officers Representative (COR) shared their recommendations and provided guidance on where WARIDI needed to make improvements in mitigation, monitoring and reporting as well as exchanged ideas with nine WARIDI staff on environmental compliance challenges and learning opportunities. As a result, WARIDI revised the project’s Environmental Mitigation and Monitoring Plan (EMMP) and submitted it for USAID approval during the quarter. WARIDI also submitted for USAID review and approval 13 site screening forms for water supply and 25 for school WASH construction during the quarter. WARIDI has submitted environmental checklists for all sites under construction. In this quarter, WARIDI also supported water quality testing, environmental flows assessment, and water permitting for new construction schemes. Additional details on environmental compliance are included in the Environmental Mitigation and Monitoring Report (EMMR), Annex 15a and 15b.


6.0 GRANTS MANAGEMENT The WARIDI grants program was launched in May 2017 with an award to TFCG (see Sub-Task 2.3.2). Ten grants were then awarded to seven NGOs for a district-wide COWSO capacity-building and ODF campaigns in September and October 2017 for the first five WARIDI selected districts (i.e. Kilolo, Iringa, Kilombero, Kilosa and Mvomero). Six more grants were awarded to six NGOs for district-wide ODF campaigns in Chalinze, Bagamoyo, Mufindi, Wanging’ombe, Malinyi and Ulanga districts. WARIDI also awarded two In-kind grants to the two Basins of Wami/Ruvu and Rufiji for strengthening Hydrometeorological observation capacity which were then followed by awards of eight grants for a district-wide COWSO capacity-building in Bagamoyo, Gairo, Mufindi, Wanging’ombe, Malinyi, Morogoro, Njombe and Ulanga districts and two more grants for a district-wide ODF campaigns in Gairo and Mbarali districts. SEMA grant for a district-wide ODF campaigns in Morogoro district was then approved and awarded in August 2018.

WARIDI ensured that grantees complied to environmental management though most of activities conducted by grantees were based on trainings, awareness, capacity building programs and regular follow ups and technical backstopping for interventions made to communities which have no major impact to the environment. During the capacity building program, grantees trained COWSO leaders and village/ward leaders on climate change adaptation to build their capacity on environmental protections when they are doing their livelihood activities including agriculture. COWSO grantees considered the issue of environmental protection during the rehabilitation and extension of water infrastructures.

During October to December 2018 quarter, a total of 10 grants awarded to the first five LGAs for a district-wide COWSO capacity-building and ODF campaigns in September and October 2017 came to an end and WARIDI managed to close out all 10 grants during the quarter. On top of this, WARIDI received a USAID Technical Concurrence in March 2019 and managed to award a ten-month ODF follow-on grants to the first five LGAs. It was agreed for HAPA, SAWA and SEMA to be considered for a follow-on in Kilombero, Kilosa and Mvomero districts respectively. PDF was not recommended for follow-on grants in Kilolo and Iringa districts due to performance issues in the first grants. It was agreed to award a new grant (small grants) to IECA and MAMADO for Iringa and Kilolo district respectively since they were doing a nice work in their LGAs.

During this quarter, WARIDI received a USAID Technical Concurrence to award a six-month ODF extension grants to nine ongoing ODF grants in Bagamoyo, Chalinze, Gairo, Morogoro, Malinyi, Ulanga, Mufindi, Mbarali and Wang’ingombe districts. Grants packages to support these proposed extensions were prepared and approved by USAID; WARIDI has already facilitated the signing of these grant extensions and all grants are ongoing. On top of this, a total of 8 grants awarded to the second and third eight LGAs for a district-wide COWSO capacity-building came to an end in June 2018 and WARIDI managed to close all of them in this quarter. Final technical reports for these grants are included in Annex 3.

This made WARIDI to award a total of 35 grants with a total commitment of $5,652,196.87 as per Annex 14. 18 grants (5 ODF and 13 COWSOs) have successfully been completed and closed.

6.1 Grants Performance for All Ongoing Grants during the Year

Tanzania Forest Conservation Group (TFCG – Forest Conservation and PES in Kilolo and Kilombero): In May 01, 2017, WARIDI signed a standard three-year grant agreement with TFCG worth $628,632.81 with a grantee contribution of $217,776.59 to improve water, forests and livelihoods activities through integrated water, forest and land resources management and climate change resilience in the Udzungwa Mountains. During the quarter, TFCG submitted both technical and financial report for the period of January to March 2019 which were reviewed and approved. Among the outputs achieved by TFCG during this quarter include; 152 (51 women) from 8 villages


trained on forest restoration, 13 FFS established, 286 FFS farmers trained on CA making total of 624 FFS members, 1034 community members in 17 villages are aware on CA, and Environmental education is integrated in 17 schools in Mufindi, and Kilombero district.

Health Actions Promotion Association (HAPA – ODF Extension Kilombero): On March 01, 2019, WARIDI signed a ten-month Fixed Amount Award grant extension with HAPA worth $105,769.67 with grantee’s contribution of $3,906.57 to Contribute to Improvement of Sanitation and Hygiene Behaviors in Kilombero District. During this quarter, HAPA submitted both technical and monitoring and evaluation reports for milestone one deliverables. A total of TZS27,165,215.00 (equivalent to $11,967.06) was reimbursed/paid to the grantee for milestone 1 deliverables which included; minutes of the inception meeting with LGA Officials and a signed attendance register for 28 participants; quarterly report showing updated sanitation and hygiene information (baseline) in the district; copies of signed and stamped village summary forms for 99 villages; Sanitation and hygiene promotion refresher training report and signed attendance register for 99 VEOs and 2 WEOs (70 males and 31 females) from 99 villages; and minutes of inception meetings and copies of detailed institutional WASH assessment of 5 schools.

Sustainable Environment Management Action (SEMA – ODF Extension Mvomero): On March 01, 2019, WARIDI signed a ten-month Fixed Amount Award grant extension with SEMA worth $121,904.80 with grantee’s contribution of $3,383.88 to Contribute to Improvement of Sanitation and Hygiene Behaviors in Mvomero District. During this quarter, SEMA submitted both technical and monitoring and evaluation reports for milestone one deliverables. A total of TZS36,182,840.63 (equivalent to $15,939.58) was reimbursed/paid to the grantee for milestone 1 deliverables which included; minutes of the inception meeting with LGA Officials and a signed attendance register for 28 participants; quarterly report showing updated sanitation and hygiene information (baseline) in the district; copies of signed and stamped village summary forms for 130 villages; Sanitation and hygiene promotion refresher training report and signed attendance register for 130 VEOs and 25 WEOs (102 males and 53 females) from 130 villages; and minutes of inception meetings and copies of detailed institutional WASH assessment of 5 schools

Sanitation and Water Action (SAWA-ODF Extension Kilosa): On March 01, 2019, WARIDI signed a ten-month Fixed Amount Award grant extension with SAWA worth $147,151.10 with grantee’s contribution of $11,327.42 to Support to Sustainable Improvement of district Sanitation and Hygiene behaviors in Kilosa District Council. During this quarter, SAWA submitted both technical and monitoring and evaluation reports for milestone one deliverables. A total of TZS 40,261,949.29 (equivalent to $17,736.54) was reimbursed/paid to the grantee for milestone 1 deliverables which included; minutes of the inception meeting with LGA Officials and a signed attendance register for 36 participants; quarterly report showing updated sanitation and hygiene information (baseline) in the district; copies of signed and stamped village summary forms for 139 villages; Sanitation and hygiene promotion refresher training report and signed attendance register for 139 VEOs and 40 WEOs (127 males and 52 females) from 139 villages; and minutes of inception meetings and copies of detailed institutional WASH assessment of 5 schools.

Ileje Environmental Conservation Association (IECA-ODF Iringa): On March 01, 2019, WARIDI signed a ten-month Fixed Amount Award grant agreement with IECA worth $119,870.46 with grantee’s contribution of $6,445.79 to Contribute to Improvement of Sanitation and Hygiene Behaviors in Iringa District. During this quarter, IECA submitted both technical and monitoring and evaluation reports for milestone one deliverables. A total of TZS29,422,108.75 (equivalent to $12,961.28) was reimbursed/paid to the grantee for milestone 1 deliverables which included; minutes of the inception meeting with LGA Officials and a signed attendance register for 36 participants; quarterly report showing updated sanitation and hygiene information (baseline) in the district; copies of signed and stamped village summary forms for 134 villages; Sanitation and hygiene promotion refresher training report and signed attendance register for 134 VEOs and 26 WEOs (109 males and 51 females) from 134 villages; and minutes of inception meetings and copies of detailed institutional WASH assessment of 5 schools.


Maji na Maendeleo Dodoma (MAMADO-ODF Kilolo): On March 01, 2019, WARIDI signed a ten-month Fixed Amount Award grant agreement with MAMADO worth $124,311.51 with grantee’s contribution of $5,656.88 to Contribute to Improvement of Sanitation and Hygiene Behaviors in Kilolo District. During this quarter, MAMADO submitted both technical and monitoring and evaluation reports for milestone one deliverables. A total of TZS37,192,687.50 (equivalent to $16,384.44) was reimbursed/paid to the grantee for milestone 1 deliverables which included; minutes of the inception meeting with LGA Officials and a signed attendance register for 14 participants; quarterly report showing updated sanitation and hygiene information (baseline) in the district; copies of signed and stamped village summary forms for 110 villages; Sanitation and hygiene promotion refresher training report and signed attendance register for 110 VEOs and 11 WEOs (77 males and 44 females) from 110 villages; and minutes of inception meetings and copies of detailed institutional WASH assessment of 5 schools

Wami/Ruvu Basin Water Board (WRBWB) and Rufiji Basin Water Board (RBWB): On April 11, 2018, WARIDI signed eighteen-months In-kind grant agreements with WRBWB and RBWB worth $1,069,529.31 in total with $633,797.39 to RBWB and $435,731.92 to WRBWB aiming at contributing to Strengthening Hydrometeorological (Hydromet) Observation Capacity and Sustainability, through improved Hydromet monitoring in the Basins. During this quarter, WARIDI managed to purchase and deliver various equipment, 2 Experts Visit for capacity Building and hands- on trainings on use of the received equipment.

Water and Environmental Projects Maintenance Organization (WEPMO-ODF Bagamoyo): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with WEPMO worth $91,110.00 with grantee contribution of $8,017.27 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Bagamoyo District. During this quarter, WARIDI awarded a six-month grant extension to WEPMO which increased a grant approved amount to $134,856.36 with grantee contribution of $11,662.27. WEPMO submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 39,714,166.67 (equivalent to $18,051.89) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sanitation and hygiene status for 40 ODF potential villages; List of 16 (out of 30) villages that have been verified as ODF (universal); Quarterly report (Database) showing 15% Households with improved latrines; Report on sensitization made to the community and key topics discussed; Post triggering report showing the status of households with improved latrines (15%); and a success story.

Environmental Engineering and Pollution Control Organization (EEPCO-ODF Ulanga): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with EEPCO worth $98,884.32 with grantee contribution of $3,800.00 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Ulanga District. During this quarter, WARIDI awarded a six-month grant extension to EEPCO which increased a grant approved amount to $140,815.00 with grantee contribution of $5,040.91. EEPCO submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 34,063,000.00 (equivalent to $15,483.18) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sanitation and hygiene status for 40 ODF potential villages; List of 21 (out of 30) villages that have been certified as ODF (universal); Quarterly report (Database) showing 25.3% Households with improved latrines; Report on sensitization made to the community and key topics discussed; and a success story.

Peoples’ Development Forum (PDF-ODF Chalinze): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with PDF worth $117,316.59 with grantee contribution of $8,950.00 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Chalinze District. During this quarter, WARIDI awarded a six-month grant extension to PDF which increased a grant approved amount to $166,823.59 with grantee contribution of $12,175.00. PDF submitted both technical and monitoring


and evaluation reports for milestone five deliverables in this quarter. A total of TZS 44,305,750.00 (equivalent to $20,138.98) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sanitation and hygiene status for 40 ODF potential villages; List of 16 villages that have been certified as ODF (universal); Quarterly report (Database) showing 15% Households equivalent to 103,660 people have improved latrines; Report on sensitization made to the community and key topics discussed; and a success story.

Health Actions Promotions Association (HAPA-ODF Malinyi): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with HAPA worth $90,657.94 with grantee contribution of $5,567.11 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Malinyi District. During this quarter, WARIDI awarded a six-month grant extension to HAPA which increased a grant approved amount to $125,059.97 with grantee contribution of $7,964.30. HAPA submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 31,261,240.00 (equivalent to $14,209.65) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sanitation and hygiene status for 32 ODF potential villages; List of 18 (out of 30) villages that have been verified as ODF (universal); Quarterly report (Database) showing 15% Households (out of 21.8% Households) with improved latrines; and a success story.

Maji na Maendeleo Dodoma (MAMADO-ODF Wanging’ombe): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with MAMADO worth $118,023.98 with grantee contribution of $13,581.25 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Wanging’ombe District. During this quarter, WARIDI awarded a six-month grant extension to MAMADO which increased a grant approved amount to $170,681.31 with grantee contribution of $19,667.33. MAMADO submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 43,995,562.50 (equivalent to $19,997.98) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sensitization made to the community and key topics discussed; Report on sanitation and hygiene status for 50 ODF potential villages; List of 31 (out of 30) villages that have been certified as ODF (universal); Quarterly report (Database) showing 31,649 Households equivalent to 151.915 people have improved latrines; and a success story.

Ileje Environmental Conservation Association (IECA-ODF Mufindi): On April 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with IECA worth $106,327.50 with grantee contribution of $7,368.18 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Mufindi District. During this quarter, WARIDI awarded a six-month grant extension to IECA which increased a grant approved amount to $149,328.64 with grantee contribution of $10,143.18. IECA submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 34,398,500.00 (equivalent to $15,635.68) was reimbursed/paid to the grantee for milestone 5 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sensitization made to the community and key topics discussed; Report on sanitation and hygiene status for 40 ODF potential villages; List of 21 (out of 30) villages that have been certified as ODF (universal); Quarterly report (Database) showing 15% Households with improved latrines; Current inventory of fixed assets; and a success story.

Sanitation and Water Action (SAWA - ODF Gairo): On May 25, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with SAWA worth $104,911.07 with grantee contribution of $10,641.29 to Support to Sustainable Improvement of district Sanitation and Hygiene behaviors in Gairo District. During this quarter, WARIDI awarded a six-month grant extension to SAWA which increased a grant approved amount to $156,493.19 with grantee contribution of $15,821.15. SAWA submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 43,017,837.23 (equivalent to $19,553.56) was reimbursed/paid to the grantee


for milestone 4 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Database) in the district; Report on sanitation and hygiene status for 40 ODF potential villages; List of 22 (out of 30) villages that have been certified as ODF (universal); Quarterly report (Database) showing 49.85% Households with improved latrines; Report on sanitation promotion events made to the community and key topics discussed; and a success story.

Community Development and Relief Trust (CODERT - ODF Mbarali): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with CODERT worth $126,358.91 with grantee contribution of $7,797.09 to contribute to achieving improvements in health in Mbarali district through the improvement of sanitation and hygiene behaviors. During this quarter, WARIDI awarded a six-month grant extension to CODERT which increased a grant approved amount to $180,765.18 with grantee contribution of $10,763.82. CODERT submitted both technical and monitoring and evaluation reports for milestone four deliverables in this quarter. A total of TZS 45,366,400.00 (equivalent to $20,621.09) was reimbursed/paid to the grantee for milestone 4 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Baseline) in 298 sub villages of the district; Report on sensitization made to community and key topics discussed; Report on sanitation, hygiene and latrine improvement status for 0 ODF potential villages; and a success story.

Ileje Environmental Conservation Association (IECA-COWSOs Mufindi): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with IECA worth $96,290.59 with grantee contribution of $3,952.27 to improve accessibility and sustainability of water through capacity building of COWSOs and establishment of new COWSOs with Collaboration with Mufindi district. During this quarter, IECA submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 46,372,950.00 (equivalent to $21,078.61) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to improve system functionality and reliability; Status report on tariff calculations, water user registry, business plans and metering plan for all 13 COWSOs; Copies of water user registry, business plans, tariff calculations and metering plan for all 13 COWSOs; A copy of MoU and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on learning visit conducted in Iringa and signed attendance register for 26 people participated in the visit; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Enterprise Coaching and Development (ECD -COWSOs Ulanga): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with ECD worth $114,984.09 with grantee contribution of $8,408.64 to contribute to improvements in health and water supply management through the establishment and support of Community Owned Water Supply Organizations (COWSOs) in Ulanga District. During this quarter, ECD submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 45,145,416.67 (equivalent to $20,520.64) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to improve system functionality and reliability; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; A copy of MoU and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; a Success Story.

Maji na Maendeleo Dodoma (MAMADO - COWSOs Wang’ingombe): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with MAMADO worth $109,851.82 with grantee contribution of $9,584.77 to contribute to improvements in health and water supplies management in Tanzania through the establishment and support of Community


Owned Water Supply Organizations (COWSOs) in Wanging’ombe District. During this quarter, MAMADO submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 49,064,958.33 (equivalent to $22,302.25) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to make water supply improvements and support COWSO; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; A copy of MoUs and sustainability plans for the COWSOs; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Empowerment of Marginalized Communities (E-MAC Tanzania - COWSOs Gairo): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with E-MAC worth $109,891.64 with grantee contribution of $4,907.09 to contribute to improvements in accessibility and sustainability of water through capacity building of COWSOs and establishment of new COWSOs with collaboration with Gairo district. During this quarter, E-MAC submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 39,595,566.67 (equivalent to $17,887.98) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to improve system functionality and reliability; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; A copy of MoUs and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Empowerment of Marginalized Communities (E-MAC Tanzania - COWSOs Morogoro): On June 11, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with E-MAC worth $126,070.05 with grantee contribution of $9,498.00 to contribute to improvements in accessibility and sustainability of water through capacity building of COWSOs with collaboration with Morogoro district. During this quarter, E-MAC submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 48,493,900.00 (equivalent to $22,042.68) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to make water supply improvements; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; A copy of MoUs and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Environmental Management and Economic Development Organization (EMEDO - COWSOs Malinyi): On June 18, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with EMEDO worth $108,949.36 with grantee contribution of $6,889.82 to contribute to community empowerment for sustainable supply and management of water and sanitation services in Malinyi District. During this quarter, EMEDO submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 42,300,900.00 (equivalent to $19,227.68) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to make water supply improvements; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff


calculations and metering plan; A copy of MoUs and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Tanzania Association of Environmental Engineers (TAEEs - COWSOs Bagamoyo): On June 18, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with TAEEs worth $120,026.59 with grantee contribution of $7,586.36 to contribute to improvements in health and water supply management through the establishment and support of COWSOs in Bagamoyo District. During this quarter, TAEEs submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 48,514,833.33 (equivalent to $22,052.19) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to make water supply improvements; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; A copy of MoUs and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Southern Highlands Participatory Organization (SHIPO - COWSOs Njombe): On June 25, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with SHIPO worth $116,018.08 with grantee contribution of $16,772.31 to contribute to improvements in water supplies and heath management through the support of Community Owned Water Supply Organizations (COWSOs) in Njombe District Council. During this quarter, SHIPO submitted both technical and monitoring and evaluation reports for milestone five deliverables including a final project report for this grant. A total of TZS 48,161,818.50 (equivalent to $21,891.74) was reimbursed/paid to the grantee for milestones 5 deliverables which included; Report on technical support to COWSOs to improve system functionality and reliability; Status report on tariff calculations and updated report on financial documents, water user registry, business plans and metering plan; Copies of water user registry, business plans, tariff calculations and metering plan; A copy of MoUs and sustainability plans for the COWSOs; A copy of CWST follow up and monitoring plan; Report on 2nd capacity assessment conducted to establish/assess the impact of the trainings on the COWSOs performance and the services provided by the water point; Report on regular field monitoring visits conducted for quality assurance; Final Activity Completion report; and a Success Story.

Sustainable Environment Management Action (SEMA -ODF Morogoro): On August 01, 2018, WARIDI signed a one-year Fixed Amount Award grant agreement with SEMA worth $131,028.64 with grantee contribution of $6,548.86 to contribute to achieving Improvements in Health in Tanzania through the Improvement of Sanitation and Hygiene Behaviors in Morogoro District. During this quarter, WARIDI awarded a six-month grant extension to SEMA which increased a grant approved amount to $182,313.75 with grantee contribution of $6,891.48. SEMA submitted both technical and monitoring and evaluation reports for milestone five deliverables in this quarter. A total of TZS 41,880,625.00 (equivalent to $19,036.65) was reimbursed/paid to the grantee for milestone 4 deliverables which included; Quarterly report showing updated sanitation and hygiene information (Baseline) in the district; Report on sanitation and hygiene status for 40 ODF potential villages; List of 7 villages that have been verified as ODF (Universal); and a success story.


7.0 MONITORING, EVALUATION AND LEARNING

7.1 Capacity Building and Supportive Supervision

In Q3 the MEL team continued with provision of capacity building and oversight of data monitoring and evaluation activities including mentoring and coaching technical staff to strengthen data quality and data use for decision making. This involved orientation of data collection tools and reporting requirements for five indicators supported under TFCG grant. The team also conducted field visits to eight (8) ongoing COWSOs grantees, providing technical support on data quality and reporting and orientation on revised tools that support capture of achievements. Specifically, the MEL team supported WARIDI staff and grantees in monitoring and verifying water point extensions and repairs made by COWSOs, monitoring of COWSOs ability to address and adapt to climate change, and monitoring of how COWSO leaders are promoting gender equity. In addition, routine supportive supervision was provided to all grantees and partners to monitor administration of tools and proper documentation and filing, data verification, data use for decision making and to assess technical gaps that hinder data quality.

The MEL team conducted reflection meeting and refresher training with extended ODF grantees from the first five LGAs (Kilolo, Iringa, Kilombero, Kilosa and Mvomero) to discuss progress and challenges regarding data collection, analysis, quality and delays of quarterly data submission. It was noted that the issues of data quality and late submission are caused by late coordination processes done by sub village leaders and VEOs for beginning the data collection exercise. It was agreed that grantees in collaboration with DHOs will send notification letters at the beginning of the data collection exercise on 25th of the second month of the quarter and submit final supporting documents on first week of the following month of the new quarter. The MEL team will monitor this approach for improvements in progress reporting.

7.2 Data Systems Strengthening and Management

During this quarter MEL team worked with Tetra tech home office MEL Specialist to conduct a comprehensive indicator review, identifying areas in indicator definitions which should be considered for revision, data source reviews, improved reporting protocols, and creating a common understanding of indicator’s data calculation during reporting. This data review was conducted along with making improvements to the indicators database and the centralized summary indicator database. The MEL team also conducted a data quality review for all hard copy records and checked for consistency between hard copy records and the MELP. During the internal review all of the WARIDI indicators were covered. Furthermore, this review has identified several areas that will be included in recommendations for the required annual revision of the MELP.

The MEL team held two internal meetings, the first with IR1 water supply and second with the GIYI team to share internal review updates for indicator 1.1 on number of people gaining access to basic drinking water service and indicator 2.5 on number of community leaders and resources personnel promoting gender equity and women and youth empowerment within their spheres of influence. The meeting provided update of indicator progress among the team and the opportunity to discuss approaches to harmonization of data collection tools, data collection methodologies and reporting protocols as described in the MELP document.


7.3 Data Collection and Quality Issues

To ensure smooth data collection and quality issues the MEL team continued with data review, data entry, data analysis and proper filing of supporting documentation. In this quarter a massive amount of data for all 8 COWSOs grantees and 14 ODF grantees respectively were reviewed and confirmed for milestone reimbursement. In this quarter it was observed that ODF grantees have successfully increased the number of households with improved latrines by 28,418 households which is an 8.9% increase equivalent to136,406 people.20 12 out 14 LGAs have household latrine presence increase while two LGAs (Iringa DC and Kilombero DC) experienced a decrease. Some lessons learned from Iringa DC included:

• The data from some ward like Itunundu ward in Iringa DC where there are three villages (Itunundu, Mbuyuni and Kimande) the number of households interchanged with the number of people (population data) in last quarter, this were rectified in April-June.

• Failure of data collectors to visit and update Sanitation and Hygiene data in all households located in their sub – villages. for example, Makadupa and Usolanga village in Malengamakali ward Iringa DC because households are too scattered.

• In some villages lodge, local bar and churches were updated as households in Sanitation and hygiene register in the last quarters.

• Some households shift and leave their houses due to agricultural and fishing activities. For example, Itunundu, Mboliboli, Ilolompya and Migori ward.

• Inaccurate and willingness of village executive officers and data collectors in verifying and aggregating data from sanitation register to the village summary form. Grantees are putting more effort to resolve this.

• Repetition of head of household’s name in sanitation registers such as in Ikaning’ombe village within Masaka ward due to improper use of Sanitation and Hygiene register.

• Change of data collectors in the middle/beginning of data collection process due to unwillingness lack of commitment, and illness of data collectors.

• Some of sub – villages are located in very distance area where it is very difficult for data collectors to reach in the place. For example, Maperamengi village Mtera – Migori ward.

During Q3 8 COWSO grantees were monitored and a total of 140 COWSOs (14 newly formed and 126 existing) were reached through COWSO capacity building support activities by the end of grant milestone five. In order to determine COWSOs improved capacity to perform their responsibilities as water supply organizations, the MEL team reviewed their status before and after WARIDI interventions were completed. WARIDI used the Government of Tanzania COWSOs Competence Index Tool (CIT) to determine capacity gaps and status. The tool measures four parameters of capacity (Governance, Technical, Financial Management and Operational) which provides three levels of capacity level including: Minimally Operational 20-49 points; Partially Operational 50-74 points and Fully Operational 75-100 points. By the end of grant milestone five, reassessment indicates changes from the baseline whereby the Minimally Operational COWSOs have decreased to 12 from 75 COWSOs which is a great improvement. 90 COWSOs (79 existing and 11 new) have improved to Partially Operational from 4421 COWSOs during baseline and 38 COWSOs (2 newly formed and 36 existing) are fully operational whereas at baseline there were only 722. A total of 132 COWSOs out 140 demonstrate positive changes and hence have improved capacity in managing land and water issues. The figure below summarizes COWSO status before and after WARIDI intervention.

20 This is based on national average household size of 4.8 people. 21 Those were existing COWSOs 22 Those were existing COWSOs


0

20

40

60

80

100

Minimally operational Partially Fully Operational

COWSO Operational Status

Baseline Endline

In addition, it was observed that 71 COWSOs (12 new 59 existing) out of the 140 COWSOs carried out elections of new leaders following WARIDI GIYI training. The makeup of COWSO leaderships shows that out of 687 leaders elected, 298 leaders are youth and 169 are women. WARIDI is pleased to see that COWSOs in which WARIDI has invested are now led by 68% youth and women. Since baseline WARIDI has seen a 60% increase in youth leadership and a 75% increase in women leadership of COWSOs. The chart below summarizes the changes in top three most leadership position held by COWSO leaders before and after WARIDI intervention.

179126

534

298

169

687

0100200300400500600700800

Youth Women Total # leaders

Promoting Gender Equity in COWSO Leadership Position in 8 LGAs

Baseline Endline

Moreover, in comparing baseline and end line COWSOs capacity building results on climate change adaptation issues for indicator 2.7, a total of 131 out of 142 trained COWSOs were assessed as per indicators criteria to determine number of institutions with improved capacity to address climate change. Of these 86 (66%) COWSOs shows positive improvement in using climate change information in planning for activities and implementation of work plan budgeting. The COWSOs show progress in engaging and collaborating with other stakeholders/scientists and policymakers from other sectors such as agriculture, water, energy, and forestry, in technical meetings/ workshops to discuss climate change issues, plans or interventions related to water committees. The below chart summarizes assessment results while 45 COWSOs (34%) do not show significant changes in all parameters.


0

20

40

60

80

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120

140

In planningfor your

activities ?Implementatio

n of yourwork plan?

Included inyour ownbudget?

Engaging withother

stakeholdersin plans and

budgetdevelopment,

by lawsformulation to

ensure thatlocal

communitiesbenefit fromCCA efforts

andinvestmentsthrough your

COWSOsand water

committee?

Collaboratingwith other

stakeholders/scientists andpolicymakersfrom other

sectors suchas agriculture,water, energy,and forestry,in technicalmeetings/

workshops todiscuss CCissues, plans

orinterventions

for watercommittees

Average Percentage

Yes 93 88 75 88 88 86 66%

No 38 43 56 43 43 45 34%

38 4356

43 43 45

34%

93 8875

88 88 86

66%

COWSOs Implimenting Climate Change in Activities

Furthermore, a total of 1,071 individual COWSOs members were assessed to determine their ability to adapt to climate change issues before and after WARIDI climate change training as per indicator 2.8 definition. By the end of milestone five climate change assessment results showed 1,046 people (98%) showed significant changes and 25 (2%) do not show any capacity changes after training as shown in the chart below.


How wouldyou measure

yourunderstanding of CC andits causes

BEFORE thetraining?

How wouldyou measure

yourunderstanding of CC andits causes

AFTER thetraining?

How do youmeasure your

ability toidentify/see

anysigns/impactsof cc in your

areaBEFORE the

training?

How do youmeasure your

ability toidentify/see

anysigns/impactsof cc in yourarea AFTERthe training?

As a memberof the

COWSO,how do you

measure yourability onaddressingimpacts of

CC on waterbut also on

yourlivelihoods

BEFORE thetraining?

As a memberof the

COWSO,how do you

measure yourability onaddressingimpacts of

CC on waterbut also on

yourlivelihoodsAFTER thetraining?

How do youmeasure youraccessibility

on CCinformationfor decision

makingBEFORE the

training?

How do youmeasure youraccessibility

on CCinformationfor decision

makingAFTER thetraining?

Averagebefore

AverageAfter

Percentageimprovement

Grand Total 1071 1071 1071 1071 1071 1069 1071 1071 1071 1070.5

None 346 23 313 27 281 27 304 22 311 25 2%

Moderate 215 296 258 288 264 271 237 283 244 285 27%

Low 453 59 414 67 430 45 440 54 434 56 5%

High 4 153 12 154 10 196 7 176 8 170 16%

Good 53 540 74 535 86 530 83 536 74 535 50%

Individual COWSOs Members Climate Change Results


The MEL team also undertook a household verification activity of the water points that have been extended or repaired by COWSOs after WARIDI built their capacity. This verification exercise found that a total of 398 water points has been repaired/extended. Out of these, 57 water points are private connections supplying water to 249 people. 341 are public water points supplying water to 33,669 people. The results demonstrate that at least 33,918 people have gained access to basic drinking water services through these public and private water points. The full COWSO data verification report is attached as Annex 17.

The team also conducted meetings during the quarter with partners and staff to follow up on data quality and completeness of supporting documents. This included a full-day meeting and follow-up field verification activities with technical and management staff from TFCG. MEL and technical staff reviewed project results achieved to date, discussing available documentation for the reported data and identified data gaps, challenges and quality issues for correction, reporting on five relevant WARIDI indicators, harmonization of TFCG technical implementation plan and way forward on timely reporting and submission of supporting documents, and agreed on roles and responsibility of each party. TFCG’s lack of supporting documentation has inhibited effective reporting of results and thus leading to under achievements. WARIDI MEL team carried out a review of TFCG indicators and reflected on gaps in reporting, challenges and areas of improvement in preparation for this meeting. The results of results will be reflected in the upcoming reports.

7.4 MEL Challenges and Considerations for Future Quarters

During this quarter MEL team took initiative to address some of the existing challenges in reporting, organization of documentation and data collection. Both refresher training and internal meetings with working grantees, technical team and management were conducted to identify problems and solutions. On quarterly reporting of sanitation and hygiene data it was agreed that data will be collected early within the quarter period and submitted to WARIDI on first week of the following month of the quarter. As reported above, MEL Team worked with TFCG allocate additional time to harmonize project achievements as per available evidence and prepare and share a quarterly plan for monitoring progress on project implementation. Following the internal review activity, the MEL Team will ensure there is proper reporting, organization of documentation and data collection for both hardcopies and soft copy submission from technical team, grantees and partners.

7.5 Learning Activities

As per three WARIDI learning themes which include: Gender Integration and Youth Inclusion (GIYI), Climate Change and Private Sector partnership in WASH and livelihoods. In this quarter WARIDI worked on one learning theme in particularly, Gender Integration and Youth Inclusion. WARIDI is interested in better understanding: To what extent WARIDI activities effectively raising awareness of the benefits of women and youth involvement in water related decision making? Is that affecting women and youth participation in water related decision making spaces? Below are several results of this learning process.

How the use of Community Facilitation Team increased awareness of women and youth participation in water-related decision making?

The UPWARD (Uplifting Women’s Participation in Water-related Decision-making) is one of WARIDI’s mechanisms to address gender issues by transforming social norms regarding women’s participation in water-related decision-making. WARIDI’s Gender Integration and Youth Inclusion (GIYI) team designed a pilot intervention to shift gendered social norms by conducting structured community education sessions with community leaders and women’s groups. Another way in which WARIDI engages women in water-related decision-making is through training Local Government Authorities (LGA) and WASH governance institutions. The trainings for one day and half focused on strengthening LGA’s with skills and approaches for GIYI in their plans, budgets and activities. Together, these approaches address the underlying gendered social norms that inform attitudes and


behaviours relating to women’s participation in water-related decision-making and directly target behaviours and governance institutions. The project will also provide training to 10 Water Users Associations (WUAs) on GIYI in year 4 and 5 in order to capacitate WUAs with skills or involving both women and men in integrated water resources management. Participation by both women and men improves project performance and improves the likelihood of sustainability. In other words, a project is more likely to achieve its objectives if women and men are active participants and decision makers.

Why the use of Community Facilitation Teams?

Based on a literature review of the gendered social norms change field, WARIDI adapted the ACQUIRE Project (EngenderHealth & Promundo)’s model of a Community Action Team (CAT). The UPWARD design team recognized that recruiting and supporting teams of existing activists brought multiple benefits to the intervention, including:

• In depth knowledge of community-level gendered social norms; • Credible messengers for examining and altering the norms that inhibit women’s full participation; • A foundation for sustaining norms changes over time.

The GIYI Team established criteria for selecting a six-member community facilitation team (CFT) for each participating community (Lulanzi, Kilolo and Kanolo, Kilombero). The GIYI team designed and facilitated a 3.5-day Training of Trainers (TOT) for the CFTs and respective DCDOs and WCDOs—a total of 19 participants (10 women and 9 men). The workshop’s purpose was to strengthen the CFT member skills in facilitating gendered social norms change at the community level, including:

• Providing an opportunity to reflect on their own perceptions and assumptions related to gender and power;

• Expanding their understanding of gendered dynamics especially around water-related decision making;

• Strengthening their facilitation skills and ability to support gendered social norms change.

After previewing and practicing the UPWARD sessions, the CFT members developed community-specific action plans to identify participating leaders and women’s groups and schedule the group education/reflection/action sessions.

Over the course of four months Lulanzi and Kanolo CFTs organized and conducted multi-session programs for leaders and women’s groups. Each program consisted of eight sessions each for 2 hours with content including: sex and gender, gender and WASH, envisioning more constructive

TOT in gendered social norms change for Lulanzi and Kanolo CFTs – April 2018


norms, what to expect of leaders, increasing women’s role in public decision-making, public speaking skills, and inclusive decision-making approaches.

The following tables represent number of women and men reached with participatory, gendered social norms change sessions.

Table 32: Formal and traditional leaders trained

Village Women Men Total Lulanzi 24 12 36 Kanolo 8 17 25 Total 32 29 61

Table 33: Members of established women’s groups (e.g. VICOBAs) trained

Village: Sub village Women Men Total Lulanzi: Umoja 45 0 45 Lulanzi: Tuinuane 45 0 45 Lulanzi: Kilimani 5 0 5 Kanolo: Faraja 20 0 20 Kanolo: Haijalishi 15 0 15 Kanolo: Jikomboe 12 0 12 Kanolo: Winners 16 0 16 Kanolo: Upendo 10 0 10 Total 168 0 168

Exchange Visit and Community Meeting

As the Kanolo CFT were new to organizing community sessions in comparison to their peers in Kilolo who are experienced due to several NGO interventions that have already taken place, the GIYI team organized a study visit for two CFT’s from Kanolo to participate in the Community meeting in Lulanzi, Kilolo so that they could gain experience and replicate back in Kanolo.

As the UPWARD intervention neared its end, the broader communities of Kanolo and Lulanzi each requested an open UPWARD session to share the contentmost relevant to a wide audience. Thetwo-hour session featured an exercise to unpack commonly held gendered norms, as well as the Participation Ladder tool to gauge the degree of participation by women in recent community decisions. Total attendees are presented in the table below.

UPWARD consultant supporting members of the Lulanzi CFT in a community-wide meeting

UPWARD Community-Wide Sessions on Women in Water-Related Decision Making Participating Community

Total Attendance Women Attending

Men Attending

% Youth Among Attendees

Lulanzi 65 21 44 42% Kanolo 98 44 55 50%

Comparisons between Baseline and End Line

WARIDI has prepared a detailed end line evaluation report on UPWARD which is expected to be finalized in Q4. Both the baseline and the end line evaluations incorporated focus group discussions


and in-depth interviews as qualitative data collection methods. The end line evaluation was conducted in both participating communities—Lulanzi and Kanolo—as well as comparable control villages. The following table illustrates the gendered social norms observed in the UPWARD communities prior to and following the intervention.

Baseline Findings (Dec 2017) End Line Findings (Mar-Apr 2019) • Women’s involvement in water-related

decision-making is restricted to household aspects (such as payment of water bills and use of water in the home) but does not extend to broader community issues of access and availability

• Men view themselves as key decision-makers both in village meetings relating to water and in household questions surrounding purchase

• Women are expected to demonstrate respect to men by being shy and reserved, particularly in public

• Women who speak in village meetings are discouraged through scorn or ridicule by both women and men

• Men whose wives are publicly outspoken are “controlled” or “bewitched” by their spouse

• Greater support for women’s water-related knowledge and more encouragement for women’s participation in community settings

• Women feel a stronger sense of solidarity with other women

• Fewer reports of ridicule and discouragement from women and (to a lesser extent) from men

• Women are granted greater respect from men when they take an active role in village life

• More respect is given by men to other men when their wives contribute at the community level

• Greater acceptability for men to complete household chores typically within women’s domain

Advantages of Using CFTs

Across the eight-month engagement with the CFTs, WARIDI found the following advantages to the CFT model for facilitating the intervention:

• Critical knowledge and norms change facilitation skills were imparted to a small group of activists and replicated to a broad audience in each community.

• CFTs brought specific knowledge of their communities about everything from existing norms to community calendars. They developed an action plan for education sessions that was tailored to their community’s needs.

Disadvantage of Using CFT

• CFT’s were supported with transport and facilitation allowance and stationeries, for an activity which will not have enough funds it could be hard for them to reach some of sub villages which are far hence not reaching the large number, this also can create sense of dependence from CFT that without money they can’t facilitate.

For sustainability purpose, the CFTs are positioned to continue educating their fellow community members; through WARIDI training CFT acquired knowledge and skills, received a certificate to document their skill development, and earned recognition and respect from their community.

Conclusion and Way Forward on in Supporting Women’s Involvement in Water Resources Management

The UPWARD intervention provides a stark reminder that the challenges of accessing and obtaining safe water and improved sanitation are experienced disproportionately by women and girls. The largest burden of water collection and household activities requiring water fall on women, yet women’s needs are often underrepresented in the decision-making processes that guide community decisions around water point placement, water payment, and water-usage. Gendered social norms play a critical role in the marginalization of women’s interests and lower leadership capacity as


related to WRM. Targeting gendered social norms, the UPWARD intervention has catalysed shifts in norms relating to women’s participation in community discussions – relating to water and also more broadly – and has led to changes in behaviour namely in more active participation of women in community meetings and greater respect for women’s contributions from both women and men. In promoting gender equality by targeting gendered social norms, WARIDI is a more inclusive and equitable water resources management project that addresses the needs of all individuals.

Recommendations for WRM program design and implementation going forward: The implementation of the pilot UPWARD intervention has led to many lessons learned, such as:

• Focus on community-based governance structures from the outset; audit COWSO or WUA composition and ensure equitable representation of women within the group (as required by the Tanzanian Ministry of Water). Ensuring that women are represented in COWSOs and WUAs is a necessary but not sufficient condition to promoting equal participation of women and men;

• Consult with women’s groups in participating communities to identify and understand their barriers to participating in water governance. Determine meeting times, locations, and ways to publicize meetings that takes women’s interests into account. A needs assessment such as the one that WARIDI did as part of the GIYI assessment and the formative research for UPWARD is essential to designing inclusive and equitable WRM programs.

• Provide a gender social norms introductory session for COWSO or WUA members to engage them in identifying those norms that limit women’s participation and leadership; challenge members to consider meeting and decision-making practices that value women’s unique water-related knowledge and opinions. Not all individuals are aware of the role that social norms play in governing behaviors. Facilitating discussions with COWSO and WUA members and community leaders will raise awareness of social norms and also engage them in shifting these norms.

• Include gender integration expertise in WRM staffing plans. Build the and understanding of project staff—from leadership to community engagement agents—about gendered social norms that inhibit women’s full participation. WARIDI has focused on GIYI from the very beginning, an approach which has led to more inclusive activities.


8.0 SPECIAL EVENTS FOR NEXT QUARTER

• WARIDI will host the acting Ambassador to the United States at the Mgama water scheme in Iringa in July.

• Although postponed several times during Q3, WARIDI expects the Vice President to visit Kiberege scheme in Kilombero.

• WARIDI will host the touch base meeting with IPs in Iringa whereby the experience on ODF campaigns and community agreements will be shared with IPs.

• WARIDI will conducted its annual Work Planning exercise for FY20 August 14 and 15 and is looking forward to participation by USAID, Tetra Tech home office, Winrock, and Resonance home office staff members.


9.0 FINANCIAL SUMMARY This section has been removed and shared with USAID only


ANNEXES Annexes are not uploaded to DEC.

• Annex 1: Summary of Community Contributions for Construction • Annex 2: Summary of Scoping Trips for Water Construction • Annex 3: COWSO Grantee Completion Reports • Annex 4: CIT Results by LGA • Annex 5: Grantees School WASH Induction Training • Annex 6: Institutional Sanitation Technical Assessment • Annex 7: Trip Report Hilhorst May 2019 Submitted • Annex 8: Trip Report Memo Garner May 2019 Submitted • Annex 9: Service Concept Document SERVIR-WARIDI FY19 Joint Activities • Annex 10: WARIDI Roadshow Comprehensive Report • Annex 11: Assessment Report on Detergents and Antiseptics • Annex 12: Assessment Report on Agricultural Livelihoods in New Schemes • Annex 13: ODF Grantees GIYI Training Report • Annex 14: Summary of Grants Awarded • Annex 15: EMMR for Q3 and Accompanying Reports • Annex 16: Lessons Learnt – Working in the First Five LGAs • Annex 17: COWSO Verification Report – Repaired and New Water Points/

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