SWIM-SM IMPLEMENTATION REPORT ON THE DEVELOPMENT AND APPLICATION OF THE (MONEVA SYSTEM) TO MONITOR...

Sustainable Water Integrated Management - Support Mechanism (SWIM- SM)

Project funded by the European Union

.....Water is too precious to Waste

SWIM-SM IMPLEMENTATION REPORT

ON THE

DEVELOPMENT AND APPLICATION OF THE (MONEVA SYSTEM) TO MONITOR AND EVALUATE THE PARTICIPATORY IRRIGATION

MANAGEMENT (PIM) AND IRRIGATION MANAGEMENT TRANSFER (IMT) PROCESS

LESSONS LEARNT FROM ITS APPLICATION IN TWO PILOT COUNTRIES JORDAN AND TUNISIA

November 2014

(SWIM-SM Work Package 1, Activity 1.2.8.4)

Version Title of document Authors Review and Clearance

V4 SWIM-SM IMPLEMENTATION REPORT ON THE DEVELOPMENT & APPLICATION OF THE

MONEVA SYSTEM TO MONITOR AND EVALUATE PIM/IMT PROCESS.

LESSONS LEARNT FROM ITS APPLICATION IN TWO PILOT COUNTRIES: JORDAN & TUNISIA

Suzan Taha and Juan Antonio

Sagardoy

Hosny Khordagui, and Vangelis

Constantianos



SWIM-SM IMPLEMENTATION REPORT ON THE DEVELOPMENT & APPLICATION OF THE MONEVA SYSTEM TO MONITOR AND EVALUATE PIM/IMT PROCESS. LESSONS LEARNT FROM ITS APPLICATION IN TWO PILOT COUNTRIES: JORDAN & TUNISIA 2

The SWIM Programme (2010 – 2014)

Contributing to Sustainable Water Integrated Management in the Mediterranean

Funded by the European Commission with a total budget of approximately € 22 million, Sustainable Water Integrated Management (SWIM) is a Regional Technical Assistance Programme aiming to contribute to the effective implementation and extensive dissemination of sustainable water management policies and practices in the South-Eastern Mediterranean Region in view of increasing water scarcity, combined pressures on water resources from a wide range of users, desertification processes and in connection with climate change.

The SWIM Partner Countries (PCs) are: Algeria, Egypt, Israel, Jordan, Lebanon, Libya1, Morocco, the occupied Palestinian territory, Syria and Tunisia.

SWIM aligns with the outcomes of the Euro‐Mediterranean Ministerial Conferences on Environment (Cairo, 2006) and Water (Dead Sea, 2008) and also reflects on the four major themes of the draft Strategy for Water in the Mediterranean (SWM), mandated by the Union for the Mediterranean, namely: Water Governance; Water and Climate Change; Water Financing and; Water Demand Management and Efficiency, with particular focus on non-conventional water resources. Moreover, it is operationally linked to the objectives of the Mediterranean Component of the EU Water Initiative (MED EUWI) and complements the EC‐financed Horizon 2020 Initiative to De‐Pollute the Mediterranean Sea (Horizon 2020). Furthermore, SWIM links to other related regional processes, such as the Mediterranean Strategy for Sustainable Development (MSSD) and the Arab Water Strategy elaborated respectively in the framework of the Barcelona Convention and of the League of Arab States, and to on-going pertinent programmes, e.g. the UNEP/MAP GEF Strategic Partnership for the Mediterranean Large Marine Ecosystem (MedPartnership) and the World Bank GEF Sustainable Mediterranean.

The Programme consists of two Components, acting as a mutually strengthening unit that supports much needed reforms and new creative approaches in relation to water management in the Mediterranean region, aiming at their wide diffusion and replication.

The two SWIM Components are:

A Support Mechanism (SWIM-SM) funded with a budget of € 6.7 million and

Five (5) Demonstration Projects funded with a budget of approximately € 15 million

For more information please visit http://www.swim-sm.eu/ or contact [email protected]

1 The situation in spring 2012 is that following formal EC decision activities have been stalled in Syria while Libya has officially become a Partner Country of the SWIM Programme

http://www.swim-sm.eu/

mailto:[email protected]




Acknowledgement:

SWIM-SM would like to acknowledge the strong support provided by Eng. Saad Abu Hamour (the Secretary General of the Jordan Valley Authority (JVA)) and his commitment to the pilot application of the M&E system to monitor and evaluate the participatory irrigation management (PIM) and irrigation management transfer (IMT) processes during 2014.

Particular thanks are due for Eng. Qais Owais (JVA Assistant Secretary General (ASG) for the Northern & Middle Ghors) for his unlimited support and effective cooperation as the focal point for the pilot experience in Jordan, and for his personal championship of the pilot throughout its implementation.

The enthusiasm and keen interest of the leadership in JVA including the ASG for planning; Khalil Absi and the newly appointed director of the WUA directorate in JVA; who joined the pilot in August 2014; Khaled Qsous, contributed to the smooth implementation of the pilot with the assistance and dedication of their staff. Associated with the pilot is the following staff of JVA whose dedication and diligence played a major role in the timely completion of the activities during a short period; namely: Ali Omari (WUA unit director), Anwar Al-Adwan (WUA Unit Auditing Division), Fadi Abu Sahyoon (Head of O&M North Ghors), Faten Khaldi (North Ghors Operation), Mamon Al-Kharabsheh (Head of Irrigation and Maintenance Karameh who distinguished themselves in so many ways. Our deep appreciation is also extended for the IT staff in the JVA control centre; Khulood Bishtawi (Head of Control System) whose deep knowledge of the information system at JVA facilitated the compilation of many relevant data. Together with Ayed Horani (computer specialist), they both made the training in June 2014 possible, with their availability and proactive assistance to support the project in the system installation and testing. Special mention should be made of Ali Mustafa, President of WUA No. 91 and its water official Shafiq Habash for putting up with SWIM experts during the long meeting hours, and for unlimited ambition to make their WUA an example for PIM/IMT in Jordan, and for Zaki Rabab’a the president and Water officer of WUA. No 41 whose diligence cannot be overlooked.

In Tunisia, particular thanks are due to M. Ridha Gabouj, General Director of DG/GREE (the General Directorate of Rural Engineering and Exploitation of waters - Direction Générale du Génie Rural et de l'Exploitation des Eaux) for his encouraging belief in the added value of the M&E system. Our deep appreciation is extended to the focal point for the pilot experience in Tunisia; M. Abdelhamid Mnajja (Assistant Director for the promotion of Water Users Associations (WUAs) at the DG/GREE) for his unlimited support and for his personal championship of the pilot in Tunisia.

The personal commitment of the partners at all levels (national, regional and local) is duly recognised. There are many of them: At the DG/GREE level, special mention should be made of Najet Gharbi (Director DGGREE), Anis M'hir, Mouna Ben Noureddine, Salah Aouididi, and Yasmina Essid. Special thanks are extended to the staff from the regional offices (CRDA) and the Cellules de promotion des GDAs of Kairouan, Monastir and Sousse that actively participated in the workshops and the data collection; and for supporting the WUAs during the pilot implementation; namely from (1) CRDA Kairouan: Ayoub Tarek, Directeur Hydraulique, Equipement Rural, Abdeljebbar Jemli, Chef Service, Hanen Soula, Ingénieur Principal and Mohamed Gazzah, Chef d'arondissment et Exploitation des PI (2) CRDA Monastir: Fethi Chatti,




Ingénieur Cellule GDA, Nabil Majdoub, Périmètres Irriguées (PI), Ingénieur Principal, Abdel Majid Zammit, Cellule GDA, Ingénieur Principal and (3) CRDA Sousse: Emna Dhakouani, Ingénieur Principal, Latifa Chouchene, PI Sousse, Ingénieur Principal, and Hayen Aguir, Cellule GDA, Technicien Supérieur.

The active collaboration of the Presidents and the staff of the 3 WUAs that participated in the workshops is also much appreciated: Ali, Khchaiem, GDA Chott Mariem, Directeur Technic, Mohamed Otay, GDA Bled Abida, Agent d'exploitation, Selim Khadraoui, GDA Bekalta, Directeur Technic. The collaboration extended by Sarra Touzi, program manager (GWP-Med /SWIM-SM) is also acknowledged with thanks. Thanks are also due to Mr. Abdelkader Hamdane for his valuable contributions during the evaluation workshop.

From outside, SWIM-SM is especially thankful for the participation and collaboration extended by the representatives of the EC, GIZ and USAID in Jordan including the ISSP project. The input of both Alaa abu Ali (GIZ) and Haidar Malhas (ISSP) is particularly acknowledged with due thanks for their valuable support. .

The preparation of the computer application for the M&E which was entrusted to the “International Centre for Advanced Mediterranean Agronomic Studies – the Agronomic Mediterranean Institute of Bari (CIHEAM2)/IAMB3)” and the strong support extended by Nicola Lamaddalena (the Director of the Land and Water Resources Management Department) to this activity has been much appreciated. Special thanks are due to Roula Khadra, Senior Researcher at the IAMB and Marco Daurù, IT Specialist, for their strong dedication in the development of the MONEVAS computer application.

Finally special thanks are expressed to SWIM-SM international and local experts/consultants; namely; Mr. Juan Antonio Sagardoy, Water Management Consultant and Amor Bayouli, Irrigation and Evaluation Consultant for their strong dedication in the implementation of the pilot.

Disclaimer:

This document has been produced with the financial support of the European Union. The

contents are the sole responsibility of the implementing Consortium and can in no way be taken

to reflect the views of the European Union

2Centre International de Hautes Études Agronomiques Méditerranéennes 3 Istituto agronomico mediterraneo Bari




List of Acronyms CIHEAM International Centre for Advanced Mediterranean Agronomic

Studies

CRDA Commissariats Régionaux au Développement Agricole (Regional Offices for Agricultural Development - Tunisia)

CROP Commission Régionale des Organisations Professionnelles

DG/GREE Direction Générale Du Génie Rural Et de L'Exploitation Des Eaux

EC European Commission

EGM Experts Group Meeting FAO Food and Agriculture Organization FR Financial Resources GDA Groupement de développement Agricole (Agriculture Development

Group – Tunisia) GEF Global Environmental Funds

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit

GWP-Med Global Water Partenership – Mediterranean HR Human Resources IAMB Istituto Agronomico Mediterraneo di Bari

IFAD International Fund for Agriculture Development IMT Irrigation Management Transfer ISSP Institutional Support and Strengthening Program

IWMI International Water Management Institute JCC Jordan Cooperative Corporation

JVA Jordan Valley Authority KE Key Expert

M&E Monitoring and Evaluation

MAP Mediterranean Action Plan MED EUWI Mediterranean component of the European Water Initiative MONEVA System Monitoring and Evaluation System

MSSD Mediterranean Strategy for Sustainable Development

NGO Non-Governmental Organisation NKE Non-key Expert

O&M Operation and Maintenance PCs Partner Countries: Algeria, Egypt, Israel, Jordan, Lebanon, Libya,

Morocco, Palestine, Syria and Tunisia

PDF Portable Document Format PI Périmètres Irriguées PIM Participatory Irrigation Management

SWIM Sustainable Water Integrated Management

SWIM – SM Sustainable Water Integrated Management- Support Mechanism UNEP United Nations Environmental Programme

UNEP/MAP-GEF MedPartnership

Strategic Partnership for the Mediterranean Large Marine Ecosystem




US$ Dollar of United States

USAID United States Agency for International Development

WB World Bank WP1 Work Package 1 WUA Water Users Associations




TABLE OF CONTENTS

1 BACKGROUND ...................................................................................................................... 13

2 OVERVIEW OF THE M&E SYSTEM ......................................................................................... 13

2.1 Background .................................................................................................................................. 13

2.2 The main challenges of the proposed M&E system .................................................................... 14

2.3 The outputs and outcomes of the M&E system .......................................................................... 15

2.4 The evaluation criteria of the M&E system ................................................................................. 16

2.5 The main features of the computer application MONEVAS ........................................................ 18

2.5.1 Welcome & Login ............................................................................................................. 18

2.5.2 Settings of the system ...................................................................................................... 19

2.5.3 Monitoring (data entry) ................................................................................................... 21

2.5.4 Evaluation ......................................................................................................................... 23

2.5.5 Reporting .......................................................................................................................... 25

2.5.6 Utilities and tools ............................................................................................................. 25

3 IMPLEMENTATION APPROACH , RELATED CONSTRAINTS & CHALLENGES & MEANS OF ADDRESSING THEM ..................................................................................................................... 25

3.1 Selection of the Pilot Countries ................................................................................................... 26

3.2 Kick-off Meetings with the National representatives .................................................................. 26

3.2.1 The role of the focal point for the pilot testing ............................................................... 27

3.2.2 Challenges/Constraints and means to address them ...................................................... 27

3.3 Selection of the indicators ........................................................................................................... 28


3.4 Prepare the TOR for the system developer and develop the system .......................................... 29


3.5 System Installation and Testing ................................................................................................... 31


3.6 Apply the system in the two pilot areas ...................................................................................... 31


3.7 Conduct in each pilot area a 3-day self-evaluation workshop .................................................... 34


3.8 Modify the M&E system and its application to account for the experience of the partners ...... 34





3.9 Organize and conduct a regional meeting to present the system ............................................... 35


4 LESSONS LEARNT WITH A VIEW FOR REPLICATION IN OTHER PILOT AREAS/COUNTRIES ...... 36

4.1 Lessons learnt from the development and implementation of the MONEVA System ................ 36

4.2 Lessons learnt from the pilot implementation process ............................................................... 37

4.2.1 Kick off Phase: .................................................................................................................. 37

4.2.2 Selection of indicators: ..................................................................................................... 38

4.2.3 System Installation and Testing and the Application of the system in the pilot areas .... 38

4.2.4 Conducting the self-evaluation workshop ....................................................................... 39

5 IMPLICATIONS OF THE LESSONS LEARNT ON THE M&E SYSTEM ........................................... 39

6 RECOMMENDATIONS FOR INCREASED VISIBILITY AND SUSTAINABILITY OF THE MONEVA SYSTEM AND FOR REPLICATION OF THE ACTIVITY ....................................................................... 40

6.1 Ensuring visibility ......................................................................................................................... 40

6.2 Sustaining the system and its application in the region .............................................................. 41

6.3 Replicating the efforts in SWIM countries and increasing replication potential ......................... 41

OVERALL RECOMMENDATION FOR SWIM ACTIVITIES DURING 2015 AND BEYOND ..................... 42

ANNEX 1: REGIONAL OFFICE REGISTRY .................................................................................................. 43

ANNEX 2: LOCAL OFFICE REGISTRY ........................................................................................................ 44

ANNEX 3: WUA MODIFICATION REQUEST FORM .................................................................................. 45

ANNEX 4: ROLE OF THE FOCAL POINT FOR THE PILOT IMPLEMENTATION ........................................... 46

ANNEX 5: PROPOSED CRITERIA FOR THE SELECTION OF THE PILOT AREA ............................................ 47

ANNEX 6: SCREEN SHOT OF THE FORMS USED IN THE FOCUSED MEETINGS ........................................ 48

ANNEX 7: HARDWARE & SOFTWARE REQUIREMENTS FOR THE MONEVA SYSTEM APPLICATION TO MONITOR PIM/IMT PROCESS ................................................................................................................. 49

ANNEX 8: AGENDA FOR THE EVALUATION WORKSHOP ........................................................................ 52

ANNEX 9: ACTION PLAN TO IMPROVE PIM/IMT PROCESS AT THE NATIONAL LEVEL (2015-2017) - JORDAN. ................................................................................................................................................. 54

ANNEX 10: ACTION PLAN AT THE REGIONAL LEVEL (NORTH DIRECTORATE AND KARAMEH DIRECTORATE) - JORDAN ....................................................................................................................... 55

ANNEX 11: ACTION PLAN AT THE LOCAL LEVEL (WUA 41 (NORTH DIRECTORATE) AND WUA 91 (KARAMEH DIRECTORATE)) - JORDAN ................................................................................................... 61




ANNEX 12: ACTION PLAN TO IMPROVE PIM/IMT PROCESS AT THE NATIONAL LEVEL (2015-2017) - TUNISIA .................................................................................................................................................. 64

ANNEX 13: ACTION PLAN AT THE REGIONAL LEVEL (KAIROUAN, MONASTIR AND SOUSSE) - TUNISIA66

ANNEX 14: ACTION PLAN AT THE LOCAL LEVEL (BLED ABIDA (KAIROUANE), HEDLIA (MONASTIR) AND CHATT MARIAM (SOUSSE)) – TUNISIA ................................................................................................... 69

LIST OF TABLES:

Table ‎2-1: Selected Outcomes and outputs of Module A ............................................................. 16

Table ‎2-2: Example of the evaluation of an output as a function of the points obtained for the

indicators that monitor its achievement ....................................................................................... 18

Table ‎3-1: Challenges/Constraints related to the Kick off phase and means to address them .... 27

Table ‎3-2: Challenges/Constraints related to the selection of indicators & means to address

them .............................................................................................................................................. 29

Table ‎3-3: Challenges/Constraints related to the system development & means to address them

....................................................................................................................................................... 30

Table ‎3-4: Challenges/Constraints related to the application the system in the two pilot areas &

means to address them ................................................................................................................. 33

Table ‎3-5: Challenges/Constraints related to MONEVAS refinement & means to address them . 35

Table ‎3-6: Challenges/Constraints related to the Regional Workshop ......................................... 36

LIST OF FIGURES

Figure 1: Opening screen of MONEVAS: ........................................................................................ 19

Figure 2: Example of the scoring criteria for an indicator ............................................................. 20

Figure 3: Example of screen where indicators can be selected or deselected ............................. 21

Figure 4: Data flow among the local, regional and national levels ............................................... 23

Figure 5: Example of the evaluation form for a specific outcome and output ............................. 24




EXECUTIVE SUMMARY Based on the request of the project countries during the first year of the project implementation, SWIM-SM engaged in the development of a proposal for a regional M&E system to monitor and evaluate the Participatory Irrigation Management (PIM) and the Irrigation Management Transfer (IMT) process throughout its different phases.

A preliminary version of the system was first vetted with the project countries during a three-day experts group meeting held in Athens between 2 and 4 September 2013, and subsequently refined to reflect the results and recommendations of the invited experts in the said meeting. However its application in practice required substantial additional work and for this purpose a new activity was planned and approved.

The objectives of the new activity were to:

1. Design and implement a user-friendly regional monitoring and evaluation (M&E) system for the monitoring and evaluation of the PIM/IMT process and customize it to suit the national and local conditions in the pilot areas.

2. Enable national and local authorities in addition to Water Users Associations (WUAs) in two pilot areas to examine and explore the applicability of the M&E system with due consideration to the country’s particular context/ local specificities,

3. Document the approach and the lessons learnt during implementation for potential replication within the same and/or in other countries.

In order to carry out the planned activity seven major tasks were identified and carried out during the year 2014. This report provides details on how these tasks were carried out and the main constraints/challenges that were encountered as well as the actions taken to resolve them. The report also provides a summary of the lessons learnt as a result of the pilot implementation with a view for potential replication within the same country or in other SWIM countries. The salient points of the report are summarized here.

The preliminary version of the M&E system presented in excel files in Athens (September 2013) consisted essentially in the application of the Logical Framework Approach to the PIM/IMT process at the national and local (WUAs) levels. As a result, outcomes and outputs were defined and the indicators necessary to verify their achievement were also identified for each level. The initial version was improved with the contributions of the participants. Based on the preliminary version of the system, the Mediterranean Agronomic Institute of Bari was commissioned for the development of the software application to permit the management of a large number of data with a view to apply the system in numerous WUAs, regional offices and central offices of the irrigation agencies supporting the WUAs in the concerned countries. The developers of the programs were responsible for the technical development of the software, the provision of the necessary technical support (training, installation, participation in the evaluation workshops and technical support for a year after completion of the activity).

The main features of the software application are described in the text with certain degree of detail. The development of the software application, called MONEVAS, has proven to be more complex than expected due to several challenges that had to be resolved. One of the major challenges was the need to adapt the system to local experiences that were substantially different in Tunisia (where the PIM/IMT process was completed in 2007) and Jordan (where the




process has started since few years. An additional reason was the need to incorporate the regional level of the irrigation agency as part of the evaluation; being active partners in the PIM/IMT process. This second reason has greatly contributed to increase the number of indicators since those applied at the national level had to be used again (with adequate modifications) at the regional level.

The above constraints were successfully overcome and the final product was developed with a number of tools that permit a high degree of adaptation to the local circumstances of the different countries. To this effect, a country is able to deactivate the indicators that may not be relevant to their specific context while in another it may remain in use. Furthermore, in the MONEVA System, it is possible to adapt the scoring criteria to local experience. The system is now very complete in terms of monitoring and evaluation since it covers the national, regional and local levels.

The data entry in the MONEVA System has been structured in 3 levels of data to be entered annually, every 3 years and once in the life of system. This permits to reduce the data flow required every year but still the system is rich in data entry particularly the first time that it is applied. The data collection required significant efforts from the SWIM-SM staff since some of the data were not available in the required form and required transformation or calculations of the original data. Nevertheless practically all the required information was available for the evaluation workshops.

The main purpose of the MONEVA System is to arrive at a yearly evaluation of the monitored data to assess the degree of achievement of the different outcomes and outputs and identify corrective actions. When an output or outcome is assessed by the MONEVA System it shows also the indicators where low values have been obtained and therefore where improvements are needed. In a way, the proposed application can also serve as a decision support system since it identifies the activities that need to be improved to achieve the stated outcomes and outputs. This was demonstrated during the workshops that were conducted in September 2014 for the evaluation of PIM/IMT process as a result of applying the MONEVA System in both pilot countries. In this sense the MONEVA System has fully achieved the primary purpose of its development.

Participants in the evaluation workshops expressed their satisfaction with the system that was an “eye opener” to clearly identify where corrective actions were needed. However, they felt that additional support (particularly more hands-on training) may be needed for a certain time (6-12 months) to use the MONEVA System with all its potential.

During the workshops Actions Plans were prepared by each group (national, regional and local levels) which contain many specific actions to be implemented and should result in a considerable improvement of the performance of the implementation of the PIM/IMT programmes.

The implementation process of this activity and the results obtained were presented at a Regional event that was held in Athens between 17 and 18 November 2014 in order to introduce the system to the partner countries and relevant regional and international organisations , disseminate the lessons learnt with a view for replication of the activity in other pilot areas or SWIM countries (Section 5), and identify recommendations for actions to ensure




the system visibility and sustainability and enable replication of the pilot implementation (Section 7).




1 BACKGROUND

Within the scope of Work Package 1 (WP1), the EU-funded “Sustainable Water Integrated Management – Support Mechanism” (SWIM-SM) Project performed several tasks to promote best practices in support of priority areas for the successful establishment and functioning of Water Users Associations (WUAs) in the Partner countries (PCs).

Based on the request of the project countries during the first year of the project implementation, SWIM-SM engaged in the development of a proposal for a regional M&E system to monitor and evaluate the Participatory Irrigation Management (PIM) and the Irrigation Management Transfer (IMT) process throughout its different phases.

A preliminary version of the system was first vetted with international experts and national experts from project countries during a three-day experts group meeting held in Athens between 2 and 4 September 2013, and was subsequently refined to reflect the results and recommendations of the invited experts in the said meeting. However, converting the system into an IT application and testing it required substantial additional work and for this purpose a new activity was planned and approved to be undertaken within the SWIM-SM workplan of 2014.

The specific objectives of this activity were to: 1. Design and implement a user-friendly M&E system for the monitoring and evaluation of

the PIM/IMT process in the project countries and customize it to suit the national and local conditions in selected pilot areas of two project countries.

2. Enable national and regional authorities in addition to WUAs in pilot areas of two countries to examine and explore the applicability of the M&E system with due consideration to the country’s particular context/ local specificities,

3. Document the approach and the lessons learnt during implementation and disseminate the results for potential replication within the same and/or in other countries.

2 OVERVIEW OF THE M&E SYSTEM

2.1 Background

The process of sharing or transferring management responsibilities of irrigation systems from the government agencies to private entities, mostly Water Users Associations, which was initiated in the early 1970’s, had its peak in the 1990’s and has been tried out with different degrees of intensity in more than 60 countries. Despite the fact that it can be considered as a worldwide phenomenon in the irrigation sector, not much is known to date about the results obtained from such transfer. Based on the literature review that was undertaken by SWIM-SM prior to the development of the system, only the FAO has undertaken a survey covering 33 countries to assess the results of these efforts.

Perhaps the following quote from the FAO & IWMI, 20074 may illustrate well the variety of results and the need for learning from each experience:

4 FAO and IWMI, 2007. Irrigation Management Transfer. Worldwide efforts and results. : FAO Water report No. 32, Land Water

development Division. Rome. Can be downloaded from: www.fao.org

http://www.fao.org/




“Overall, the results of the IMT process undertaken across the globe can be perceived as a mixture of successes and failures. Now that the process is better understood and its implementation has taken hold, efforts should concentrate on the M&E component of the process. This will allow feedback to make corrections for both past and on-going IMT efforts”.

The complexity of the PIM/IMT process makes M&E an essential learning tool that should accompany any effort made on this type of institutional reform. However, experience shows that M&E systems are rare companions of such reforms. This gap has been the main driver to develop an M&E system that could have a wide application and that will be specifically addressed to monitor the PIM/IMT processes at national, regional and local levels.

2.2 The main challenges of the proposed M&E system

The theory of M&E is already highly developed and therefore the proposed system follows the well-established principles. However, significant challenges were met in the development of the system: a) Any M&E system is based on a number of outputs and outcomes to be achieved that are

well defined from the very beginning. However in most of the PIM/IMT processes the final objectives are sometimes defined but outcomes and outputs to be reached in a shorter time are very rarely defined. Defining a set of outputs and outcomes that could fit the great diversity of PIM/IMT processes was a major challenge

b) The evaluation part of any M&E system is the most complex part because any type of evaluation tends to include a certain degree of subjectivity. Developing an evaluation system that would eliminate the subjectivity of the evaluation was also a significant challenge.

c) No matter what system of M&E is proposed, it should have a user friendly interface that will allow a large range of users to have an easy access to the system and obtain the results rapidly and manage a large number of files.

d) In the PIM/IMT process three main kinds of stakeholders are always involved: the national/central irrigation agency and other governmental organizations related to the process, the regional offices of the governmental offices that are often the implementers of the PIM/IMT process and the local level made of the new farmers’ organizations and the farmers. The M&E system must integrate the three levels otherwise some of the stakeholders will not be involved in a process that directly concerns them.

e) The M&E system should have a high degree of flexibility since it will be applied under different conditions and varying contexts. For example, in Jordan the PIM/IMT process is still under development and the WUAs are highly dependent of the Government Agency (the Jordan Valley Authority (JVA)). In Tunisia the process was completed in 2007 and the WUAs presently have limited support from the government agency. While in other countries such as Algeria, the concept of users’ participation has been introduced but the process has not been adopted. Accordingly any M&E system should take into consideration the breadth of experiences in the PIM/IMT process and the development stage of such process in the project countries.




f) Another important challenge was arising from the fact that WUAs have limited ability and knowledge in the use of computers and even some may not have a computer at all and therefore the flow of data should take into consideration this constraint.

In the following sections details are provided regarding how these challenges were resolved.

2.3 The outputs and outcomes of the M&E system

The first step in the definition of the outputs and outcomes of the proposed M&E system emanated from the stated overall objective of the system as approved by the PCs in the second project steering committee meeting of October 2012: These objectives are:

1) The system should enable monitoring the degree of political commitment towards the PIM/IMT process,

2) It should provide the basis for evaluating government interventions to establish and support WUAs including; the adequacy of the upgraded or newly enacted legislations in support of PIM/IMT and of WUA establishment, the suitability of the awareness campaigns with respect to the WUAs roles and responsibilities, and the appropriateness of the capacity building and training programs undertaken to develop the WUAs’ management, technical and financial capabilities, etc.,

3) It should assess the level of progress of WUAs and their institutional, financial and technical performance in order to identify the ones which are not performing well and where additional support is needed, and investigate reasons for good and bad performance and transfer lessons learnt to other WUAs,

4) It should allow the assessment of the results/impacts of the government interventions and the establishment of the WUAs in the country.

In order to meet the above objectives, four different modules were proposed to assess the performance of the three main stakeholders: national agency, regional offices and Water Users Associations. The four modules were: 1) Module A: assesses the degree of political commitment towards the PIM/IMT process and

the adequacy of the existing institutional and legal arrangements in support of the establishment of the WUAs

2) Module B: assesses the performance of the responsible irrigation agencies in the implementation of the PIM/IMT program particularly at the national and regional level

3) Module C: Assesses the institutional, financial and technical performance of Water Users Associations

4) Module D: Assesses the impact of WUAs' establishment

Within each module a number of outcomes were defined based mostly on the international and regional literature review undertaken by SWIM-SM and the experience of the SWIM-SM consultants. To achieve the mentioned outcomes, a set of outputs needed to achieve the stated outcomes were also defined. Finally in order to achieve the desired outputs, a set of indicators reflecting good practices in the implementation of PIM/IMT process, were also defined. All this material was structured in large tables that were presented to all the participants of the Experts Group Meeting in Athens (September 2013), who reviewed the material in workgroups and made a substantial number of modifications, improvements and deletions. A concise example of such table is provided in Table 2-1:




Table ‎2-1: Selected Outcomes and outputs of Module A

Outcomes and outputs of Module AModule A

A.1 The implementation of the

PIM/IMT program is supported

politically

1. A government statement declaring the PIM/IMT

program a national priority is available 1

A.2 The PIM/IMT program has been

institutionalized for the planning

and implementation phases

1. Coordination mechanism is in place

3

1. A national PIM/IMT Plan with financial and human

resources allocated is available 3

2. Annual budget for rehabilitation available1

1. Legal framework for WUAs formulated or revised

and in use 5

2. Existing legal framework is used but plans to reform

it exist 2

A.5 Irrigation agency functioning

effectively according to a new

institutional framework

1. Legal framework of irrigation agency revised and

administrative reforms made 4

Total 19

Number

of

outcome

Number of

Indicators

A.3

Government effectively regulating

WUAs establishment and

functioning

A.4

Assumed Outcomes Outputs

The PIM/IMT program is

supported with a national

PIM/IMT Plan which is

operational

2.4 The evaluation criteria of the M&E system

The evaluation is the most important part of any M&E system. Data collection and monitoring can only be meaningful if followed by evaluation. However, this is the weakest point of most M&E systems. While the monitoring can be developed with a high degree of accuracy and detail, the evaluation part is left to the good sense of the evaluator and guidance can be usually provided in general terms. This problem was addressed right during the conceptual development phase of the system, whereby a specific and precise evaluation system was designed as part of the M&E system, as explained below.

The main purpose of the proposed evaluation system is to track the degree of the country’s achievement with respect to the set of desired outputs and outcomes depicted in the M&E system. If the outputs or outcomes have not been fully achieved, the system permits to identify the main causes behind unsatisfactory performance through further investigation of the respective indicators where low scores have been obtained. Besides this main purpose the evaluation system also permits:

To examine implementation processes (timeliness, efficiency of planning, utilisation of resources, accountability )

To analyse unintended results To enable corporate learning on what works and what does not work and why;




To provide lessons, highlight significant accomplishments or program potential, and offer recommendations for improvement

For the M&E system, a simple evaluation system has been developed that is based on a point system where the maximum score that can be obtained for each output-related indicator is 2 points, the minimum is 0 point and 1 point for intermediate results. This evaluation arrangement applies to the three types of indicators that were used in the M&E system in the following way:

For the logical indicators where the possible answers are only YES or NO, the number of points (scores) that can be obtained are respectively either 2 or 0. The scores are based in international experience and logic.

For the qualitative indicators, the range of answers is grouped in 3 categories that will receive the scoring of 2, 1, or 0 points. Example: High, Medium or low

For the numerical indicators the score can be 2, 1, or 0 depending on the value of the indicator vis-à-vis an accepted range of values that is acquired through international experience or recommended by the experts in Athens, and later by the countries involved in the pilot implementation.

It is possible that some of the of the criterion used for scoring each indicator (based on internationally recommended values) may not fit the irrigation management conditions or the PIM/IMT experience in a country or region, but as it will be illustrated later, the computer programming of the M&E system takes that into account, whereby, the country has the capacity to change the scoring criteria for any indicator. This feature provides great flexibility to the system and makes it applicable to the specific experiences of the different countries.

In theory, some indicators are more important than others and therefore one could have thought of a system where certain indicators would have a higher scoring weight than others, depending on their relative importance. Due to the subjective nature of such a decision, this feature was not contemplated in the M&E system and all indicators were assigned the same weight.

The system of points/scores proposed for the evaluation has also the advantage that permits assessing the degree (percentage) of achievement of the PIM/IMT process within a country on the set of the desired outputs or outcomes. This is made possible through the aggregation of scores for all the indicators related to a given output first at the output level, then aggregating the scores for all the outputs related to one outcome (i.e. at the outcome level). Table 2-2 provides an example where the maximum number of points for an output is 10 (five indicators with a maximum score of two points each) but the actual score (number of points) obtained for that output is seven. Therefore the degree of achievement on the reference output is 70 %; indicating that it has not been fully achieved and that some improvements are needed. In order to arrive at 100 % achievement of the said output, the system (through its reporting capabilities) allows the user to prioritise the actions needed for full achievement on a given output. In this particular case, and referring to table 2, the first priority would be to improve the performance on the activities related to indicator No. 3 (where the score = zero) followed by those of second priority related to Indicator No. 1 (score = 1). Hence the system points out to




the user where improvements are needed, and in this sense, the system can be considered as a decision support system.

Table ‎2-2: Example of the evaluation of an output as a function of the points obtained for the indicators that monitor its achievement

Indicators 2 points 1 point 0 points Total

Output 1

Indicator 1 1 1

Indicator 2 2 2

Indicator 3 0 0

Indicator 4 2 2

Indicator 5 2 2

Total 6 1 0 7

The above example also applies on outcomes, the achievement of which depends on several outputs.

It is important to note, that an evaluation system based on the assignment of points according to some established criteria can never be complete without the human input which is essential to explain the reasons behind low performance of a given indicator. For this reason, it is indispensable that the evaluation provided by the M&E computer application (referred to later as MONEVAS), be complemented with an evaluation session where the numerical results are analysed in view of the local experience. What is even more important is that, such evaluation process should be concluded with an annual Action Plan aimed to correct the major deficiencies and gaps in the PIM/IMT process. In this respect, the pilot experience has proved to be very successful.

2.5 The main features of the computer application MONEVAS

Based on the principles above stated, a contract was signed with the “International Centre for Advanced Mediterranean Agronomic Studies (CIHEAM) / the Agronomic Mediterranean Institute of Bari (IAMB)” to develop the computer application that was subsequently called MONEVA System. The details of the development of this task are mentioned in greater detail in Section 3 of this report. Here we concentrate on the description of the technical features of the application.

2.5.1 Welcome & Login

Figure 1 illustrates the Welcome and Login screen of the MONEVA System. To open the system the user must enter the corresponding password of its level: national or, regional. The passwords are allocated by the system administrator at any level.




Figure 1: Opening screen of MONEVAS:

2.5.2 Settings of the system

It became evident with the development of the system that some settings are needed to be defined. Such settings need to be entered by the National Administrator, before the system is put into use by the country. The menu of the settings includes the following sub-menus:

PIM/IMT important dates: These include the following:

a. The year in which the PIM/IMT process was started, b. The expected duration of the PIM/IMT program, c. The reference year (i.e. the year when M&E started and up to which

cumulative data for certain indicators need to be entered), d. The number of years for which the PIM/IMT program is expected to be

extended, and e. The date of the last update of the time setting.

The date (a) above is used to determine the age of the PIM/IMT process, which is needed for the evaluation of some indicators the scoring criteria of which depends on the stage of the development of the PIM/IMT5. The dates related to b, c and d are needed to

5 For example, the performance of an indicator measuring the change in the allocation of financial or human resources during

two consecutive years would be considered good if, during the first five to ten years of the PIM/IMT life time, the value of the indicator was increasing. After 5-10 years, and as more areas and O&M tasks are transferred to the WUAs, less governmental resources should be allocated, and hence a decrease in the value of the indicator is warranted.




decide the expected date of completion of the PIM/IMT process, in order to activate certain indicators that are used for end of PIM/IMT evaluation, while the date (c) on its own is intended to account for the experience in PIM/IMT prior to the start of use of the M&E system

The currency setting establishes the exchange rate of the US$ with the local currency. This is used in some indicators where the scoring criteria is based on values set in US$ and where conversion from local currency to US dollars are needed.

The scoring criteria: This setting permits the National Administrator to change the scoring criteria for any indicator to reflect the local experience of the country. In addition, it allows changing the period setting; which refers to the number of years after which the scoring criteria for an indicator might vary. For example a growing number of staff working in the National agency is desirable during the first development phase (the first period, figure 2) of the PIM/IMT programme, but as time evolves (say after some ten years; referred to as the second period in figure 2) the number of staff should decrease annually. See Figure 2 for an example of changing the period setting and the scoring criteria for a given indicator, in this case indicator M03020R. This is an outstanding feature of the MONEVA System that permits the adaptation of the scoring criteria to the specific experience of a given country.

Figure 2: Example of the scoring criteria for an indicator

User & passwords: With this sub-menu, the Administrators can define the passwords of the different users at the national and regional levels.

Regional office registry: This is a registry of the Regional Offices that are/will be involved in the PIM/IMT and the M&E. For each office, a unique code is defined and some other specific data as per Annex 1.




Local office registry: This is very similar to the above and is a registry of the WUAs that will participate in the M&E system (Annex 2). In this context, it should be noted that “local offices” refers to the “WUAs”.

Applicable indicators: This is another remarkable feature of the MONEVA System. In this section all the indicators of the system are presented and the National Administrator can select those indicators that are considered more appropriate or applicable to his/her country. Figure 3 illustrates the screen where this selection can be made. Figure 3 shows that for every indicator, there are two buttons with the headings: “active” and “scored”. If the “active” button is pressed (See the first button on the left side of figure 3), the indicator will be inactivated; and the overall maximum scoring of the related outputs and outcomes will be adjusted accordingly. Being inactive, all the variables that are used to calculate such indicator will also be deactivated and put out of use. Likewise, if the “scored” button is pressed for a given indicator, then the overall maximum scoring of the outputs and outcomes related to the said indicator will be adjusted as if the indicator is de-activated, while still maintaining all the variables that are used to calculate the said indicator. This second alternative is relevant to maintain certain variables that are used to calculate more than one indicator. National Administrators must therefore study carefully the variables that determine one indicator before deactivating it. This can be done through close examination of the structure of the system which is easily accessed in a dedicated section of the system (under utility and tools). Should the country decide to use the indicator later, both de-activation and de-scoring can be reversed.

Figure 3: Example of screen where indicators can be selected or deselected

Sending setting to the regional offices: Although the system settings should remain rather stable, it is likely that some of them may have to be changed periodically. Only the National Administrator has the capacity for changing the settings and sending them to the regional offices. This guarantees that at any time, users of the system utilize the same settings nation-wide, a procedure which is indispensable for the standard processing of the information throughout the country.

2.5.3 Monitoring (data entry)




The monitoring menu is the one used to collect all the monitoring data needed by the system. Not all the indicators require the same frequency of data collection. Highly variable indicators are collected every year, while those that change less frequently are collected every 3 years and some permanent information6/cumulative historical data related to the Reference Year is collected only once in the life of the PIM/IMT process. Therefore data collection at the national, regional and local level has been structured around these 3 categories. This reduces considerably the amount of information that need to be collected annually. A greater amount of data will however be required every 3 years.

Normally annual data should be entered at the end of the year and for some indicators, historical data need to be accumulated for successive years7. The system also allows entering historical data for all the years since the start of the PIM/IMT process.

Another significant feature of the system is that some selected monitoring data are aggregated from the local level to the regional and finally to the national level so that at any moment, updated figures are available at all levels. For example, O&M cost recovery which is calculated for each local office (WUA), is aggregated at the regional level as an average for all the WUAs in the designated region, while at the national level, an average cost recovery is calculated for all the WUAs in all the regions.

The data flow between the local offices and the regional Offices is summarized in figure 4. In order to ensure that the WUAs have the capacity to deal with the system, the WUAs only have to fill the required data in PDF forms (which generates a document that can be transmitted to the regional office), or manually; on a printed version of the PDF forms (in the absence of a computer). These PDF forms comprise all the indicators (related to modules C & D; i.e. the indicators which are applicable at the local/WUA level). The forms are categorised according to the frequency of data collection. Once filled, the PDF forms will be sent to the regional office by email or by hand where it can be either retrieved by or entered into the MONEVA System (as applicable) installed at the regional office. As soon as the evaluation is performed at the regional office, the evaluation report is sent back to the WUAs for feedback and comments using a standard modification request form (See Annex 3). Following the finalisation of the evaluation report at the regional office based on the WUAs feedback, the WUAs should undertake analysis of the results based on which the annual action plan is developed. In this way the absence of computers at the WUA level can be overcome.

As in the case of the local procedures, once regional data entry is completed, then using a wizard, the software installed at the regional level allows exporting both the regional the data files to the national office.

6 Example: information related to the starting date of PIM/IMT needed for the respective levels; national, regional and local. Example of permanent data at the national level: Number of staff working in the irrigation agency fully dedicated to the O&M of the irrigation system at the starting date of PIM/IMT. 7 Accumulation starts from the beginning of the PIM/IMT process up to the year for which the first monitoring data is entered. Example Cumulative number of WUAs established since the PIM/IMT process started, up to the year of entry of the first monitoring data.




The system structure at the regional level contains relations and processes that integrate the data and make them viewable through reports and graphs. The different hierarchical levels have access to different levels of information, and compilation in the different modules A, B, C and D forming the database

Figure 4: Data flow among the local, regional and national levels

2.5.4 Evaluation

The main criteria of the evaluation were already explained in Section 2.4. In the MONEVA System, the user selects the outcome(s) for which the evaluation for a given year is desired and the system produces a form with the evaluation results of all the related outputs and indicators.

Figure 5 provides an example of such an evaluation form. It show-cases an outcome (B.2 – “Water users are informed and sensitized to the PIM/IMT program”), with five related outputs as follows, and their respective indicators:

Output B.2.1: “Awareness needs assessment to increase farmers awareness of PIM/IMT was carried out“,

Output B.2.2: “Information and communication materials are produced and available”,

Output B.2.3: “Awareness campaigns were carried out”,

Output B.2.4: “Targeted water users are informed of their roles and responsibilities and involved in the preparation of PIM/IMT program” and




Output B.2.5: “Effectiveness and impact of approaches and materials assessed and improvements introduced”).

It can be seen that the score values in the year 2007 are reported for all the indicators, outputs and the selected outcome. For this specific outcome the number of points obtained was 18 while the maximum scoring value that can be obtained for that outcome is 18. Therefore the percentage of achievement on the said outcome is 100%.

Figure 5: Example of the evaluation form for a specific outcome and output




2.5.5 Reporting

This menu of MONEVA System provides additional information for the evaluation of indicators. The first sub-menu provides graphics information about some of the numerical indicators. This feature is particularly useful when information is available for several consecutive years as it permits to see historical trends in the evolvement of indicators and as such allows what is referred to as second level reporting - compared with first level reporting involving the generation of annual evaluation reports (as per figure 5 - Section 2.5.4 above) The last sub-menu provides statistical information (maximum, minimum, average) for the numerical indicators.

This section also contains some useful tools to export the monitoring data either as Excel or PDF files.

2.5.6 Utilities and tools

This menu has a number of tools that are particularly useful to the administrator of the system. “Utilities and tools” essentially permit to export and import data under two modalities: (a) retrieving data at the national and regional level and (b) “migrating data in or out” It has also an archive of the PDFs used at different levels. A particularly useful feature is the “structure” submenu that permits to see the interrelation between all the outcomes, outputs and indicators. This feature is important for the National Administrators when deciding to eliminate indicators as it allows seeing all the variables relevant for the indicator and where else these variables are used (if any), and hence the consequences of eliminating an indicator can be better assessed. The “Help” and the “Info version” sub-menus complete this menu.

3 IMPLEMENTATION APPROACH, RELATED CONSTRAINTS & CHALLENGES & MEANS OF ADDRESSING THEM

During 2013, SWIM-SM, activities were focused around the development of a regional monitoring and evaluation (M&E) system for Participatory Irrigation Management (PIM) and Irrigation Management Transfer (IMT) Process. To this effect, two reviews were carried out by SWIM-SM:

1) A review of the existing M&E systems in the PCs that are used by the countries to monitor and evaluate the PIM/IMT process with a view to identify existing gaps and good practices in M&E implementation and the availability of relevant statistical data and information needed to develop a regional M&E system

2) A review and compilation of international experience in M&E systems; focusing on (a) the practices recommended by selected international organisations with regards to the process of designing and implementing M&E systems in development projects and (b) the M&E methodologies used to assess the PIM/IMT programs in their different phases




and recommended practices and suitable indicators

Based on the above two reviews, a proposal for the regional M&E system was prepared using essentially the application of the Logical Framework Approach to the PIM/IMT process at the national and local (WUAs) levels. As a result, outcomes and outputs were defined and the indicators necessary to verify their achievement were also identified for each level. The proposed system was vetted with the project countries during a three-day experts group meeting (EGM) which was held in Athens between 2 and 4 September 2013, after which the M&E system was refined; including for the most part the incorporation of an evaluation framework to guide the countries in interpreting the results of the indicators.

As mentioned in section 2.3 above, the system comprises four modules; modules A and B; related to the monitoring and evaluation of the government’s interventions in PIM/IMT implementation and modules C and D related to the assessment of the performance of the WUAs and the socio-economic and environmental impacts related to their establishment.

During 2014, SWIM-SM converted the M&E system into a computer program (now called MONEVAS) with the assistance of CIHEAM/IAMB and tested its applicability in two pilot countries; namely Jordan and Tunisia.

3.1 Selection of the Pilot Countries

One of the outcomes of the EGM of Athens was the initial selection of the pilot countries. These were chosen for having clear policy in matters of promotion of WUAs and representing the two geographical areas of SWIM (Mashreq and Maghreb). Ideally, in order to adopt module C of the M&E system at the local level, meeting a third criteria pertaining to the level of maturity of the WUAs, would be desirable. Initially, Egypt was also one of the candidate pilot countries that were keen on participation in testing the M&E system. Due to the political situation in the country after July 2013, only Jordan and Tunisia were thought to be more suited. Combining both Jordan and Tunisia offered the advantage of testing the system under two opposite ends of the PIM/IMT spectrum; with Jordan representing early experience with PIM/IMT while Tunisia offering a process that was completed. This allowed assessing, in addition to the WUA performance in both countries, the PIM/IMT implementation in Jordan, and enabled end of PIM/IMT evaluation in Tunisia.

3.2 Kick-off Meetings with the National representatives

During these meetings, the national representatives of the irrigation agencies involved in PIM/IMT in the two countries (the Jordan Valley Authority (JVA) and the Tunisian Directorate General of Agricultural Engineering and Exploitation of Water (DG/GREE8) were briefed on and familiarised with the M&E system as presented in Athens. In the case of Jordan, the meeting was also attended by representatives of bilateral organizations; the GIZ and the USAID-funded “Institutional Support and Strengthening Program (ISSP), who had later a major role in assisting the partners during the pilot implementation phase, (see Section 3.6 and Section 3.6.1….).

8Direction Générale Du Génie Rural Et de L'Exploitation Des Eaux

http://www.google.jo/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&ved=0CCQQjBAwAQ&url=http%3A%2F%2Fwww.iamb.it%2Fmod%3Dstatic_content%2C359%2C359%2Cciheam.htm&ei=099QVIzbCdXjavi3gRg&usg=AFQjCNFKHG9nttHa1qFHNiK5cx8jwIkyNg

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The proposed implementation strategy, approach and indicative workplan for the application of the M&E system in the pilot areas were also presented during the kick off, in addition to the role of SWIM-SM in the implementation process and the suggested role of the national partners including the focal points. The following were the major outcomes emanating from this meeting:

Familiarity of the partners with the M&E system

Approval of the DG/GREE to engage in the pilot implementation

Agreement on the implementation approach and workplan

Nomination of the focal point for the pilot testing and agreement on his role

Identification of potential WUAs to participate in the pilot

3.2.1 The role of the focal point for the pilot testing

A key element for the successful implementation of the pilot testing is the selection of a focal point at the leadership level who believes in the added value of the system, and who has the authority to make things happen. The focal point acts as the main channel of communication between the SWIM-SM staff and the irrigation agency in each country, the regional offices and the pilot WUA(s). Specifically his role is to coordinate the actions required at the national and local levels for testing M&E system within the scope of the pilot experience. A detailed proposal for the role of the focal point (as submitted to both countries) is available in Annex 6.

3.2.2 Challenges/Constraints and means to address them

Below is a summary of the main challenges that were identified during this phase of implementation and the actions undertaken to address them. (Table 3.1)

Table ‎3-1: Challenges/Constraints related to the Kick off phase and means to address them

Challenges/Constraints Actions taken

A large number of WUAs, at different levels of development exist in both countries (more so for Tunisia than for Jordan) from which the selection for the pilot testing should be made

Criteria were developed for the selection of the WUAs (See Annex 4) and field visits were made to those potentially meeting the requirements. Accordingly, two WUAs were selected in Jordan and 3 in Tunisia.

Disaggregation of information at 3 levels (National, regional and local) could present problems in timely collection of information.

- Nomination of a national focal point to coordinate data collection and other related actions. (The focal point can also be assisted by focal points at the regional and local levels) - Prepared specific terms of reference for the coordination activities to be carried out (Annex 5).

The DG/GRRE (Tunisia) has its own M&E system with a reduced number of indicators that is operative since 1990. The system is mostly a tool of the DG/GREE to follow up on the development and performance of WUAs in the country.

Although the two M&E systems are considerably different, it will be necessary to ensure complementarity of both systems. This was taken into account during the focused meetings with the national partners when selecting the indicators, to ensure harmony between the two M&E systems.




During the meetings considerable interest of the participants in this activity became evident. This was reflected by the fact that the number of WUAs selected was two and three from Jordan and Tunisia; respectively, while according to the initial design of the activity, only one was required in each pilot country.

3.3 Selection of the indicators

In order to perform this task, the key Expert (KE) in Jordan conducted several focused meetings with the stakeholders to revise and select the list of the proposed indicators, check the applicability of the scoring criteria for the local conditions, find out about data availability, and broadly identify the sources of information and the respective departments hosting this information. The focused meetings included the relevant national and regional partners in the case of modules A & B. For Modules C&D, partners from all levels were represented including the water officials from the WUAs. Such meetings offered a good opportunity to further familiarise the partners (at the national, regional and local levels) with the system and could be therefore considered as hands-on-training.

Due to decentralisation of irrigation management in Tunisia, there was a need for dedicated initial sessions to sensitise the partners at the regional and local levels to the value and the usefulness of the system for both the “CRDAs”9 (the Regional Offices for Agricultural Development) and the “GDAs”10 (the Agriculture Development Groups ), before boarding on the selection of the indicators. This was undertaken by the Tunisian non-key Expert (NKE), partially at the expense of the time dedicated for the selection of indicators. Due to time constraints and the need to adhere to deadlines required by the MONEVA System developer, stakeholders’ participation in the selection of the indicators was limited initially. Instead, the system was mostly reviewed based on the Tunisian NKE expert judgement in close cooperation with the focal point of the M&E pilot implementation.


In general terms, most of the proposed indicators were accepted in Jordan. Scoring criteria were also revised based on the countries’ local specificities. In the case of Tunisia, the scoring criteria (thresholds) for a considerable number of indicators have been changed based on the local experience with the PIM/IMT process. This necessitated the customisation of the system for each country.

On the other hand, having completed the PIM/IMT since 2007, Tunisia was more interested in undertaking post-completion process evaluation. With this view in mind, a lot of additional indicators and variables became necessary to allow end of PIM/IMT evaluation. This affected the structure of the system which was originally geared to “annual monitoring of the PIM/IMT process and WUAs’ performance and impacts”. Accordingly, several changes to the system design had to be accommodated, including the introduction of (a) new variables to accumulate data between the beginning and end of PIM/IMT and (b) the time settings or PIM/IMT important dates, presented briefly in Section 2.5.2 above in order to allow the computation of

9 Commissariats Régionaux au Développement Agricole 10 Groupement de développement Agricole




the scheduled and revised date of PIM/IMT completion and activate those indicators relevant to the end of the process.

Table 3.2 lists the most relevant challenges identified during this phase, together with the actions undertaken to solve them.

Table ‎3-2: Challenges/Constraints related to the selection of indicators & means to address them

Constraints identified Actions proposed to address constraints

Most of the information regarding the operation and maintenance of the WUAs was available mostly at the regional offices (in both Tunisia and Jordan).

Two regional offices were selected in Jordan and 3 in Tunisia to participate in the pilot experience.

Resistance of the government staff to the system at the CRDA level in Tunisia and lack of acceptance by the WUAs

Dedicated sessions for sensitisation to the objective and the value of the system and its usefulness for the CRDAs and the WUAs in order to reduce resistance by the government staff and ensure acceptance by the WUAs and their effective involvement.

Lack of familiarity with the M&E system - Sufficient time was dedicated to carry out focused meetings; involving relevant staff from the national and regional offices for modules A & B, in addition to the water officials of the WUAs for modules C & D - In Tunisia, preliminary translation of variables and indicators into French (Modules A&B) and Arabic (Modules C&D) was necessary to ensure the full involvement of the CRDAs and the WUAs staff. This task was done by the NKE and the national focal point - In order to ensure adequate understanding of the indicators, it is very important to examine the “extended definition of the indicators” (See Annex 6) and the “evaluation guideline” in the proposed M&E system. Both of these fields help better appreciate the value of the indicator, and why it is used. Using the Arabic version of the excel sheets once finalised by end of November 2014 will also improve understanding

3.4 Prepare the TOR for the system developer and develop the system

The preliminary version of the M&E system presented in Athens was prepared in Excel tables but the need for the management of large data coming from the three levels (national, regional and local) throughout the PIM/IMT process made the use of database management software essential. The software should (a) permit entry of data through simple forms (b) allow internal




validation of the entered data as applicable, (c) process the information to derive the values of the indicators, (d) aggregate the evaluation with respect to the achievements of the outcomes and outputs and (e) provide an easy file management, while (f) incurring no costs to the project countries. Since most the staff of the WUAs does not speak except Arabic, provisions were made to develop an interface in Arabic instead of French (including users’ manual).

With these purposes in mind, the TORs for the development of the required system application (software) were prepared. Given the specialized subject of the application necessitating solid experience in developing M&E software for the PIM/IMT process, and the potential cost of the contract, it was considered that the best candidate was the Mediterranean Agronomic Institute of Bari (MAIB) which is part of the International Centre for Advanced Mediterranean Agronomic Studies (CIHEAM). The Institute, besides having experience in the subject and being associated with the implementation of the SWIM-SM project in the past is a non-profit International organization. After analysis of the proposal it was considered technically and financially adequate and approved. CIHEAM/IAMB was then responsible for the development of the software, training of the stakeholders on the software and assisting them in the system installation. They also participated in the evaluation workshops for the analysis of the M&E results emanating from the application of the system (MONEVAS) in the country, and will remain available for providing support for one year after the completion of the application.

Following the contract signature, a meeting took place in Bari with the system developer/subcontractor to familiarize them with the initial system, discuss and clarify open questions needed for the ample design and development of the application and identify potential synergies with the KE and NKEs.


Most of the constraints and challenges that were encountered during this phase were related to the system development. Table 3-3 below lists a summary of those challenges and constraints and the solutions advanced to mitigate them.

Table ‎3-3: Challenges/Constraints related to the system development & means to address them


- The staff at the WUA level cannot be so fluent in French or English. - The time allocated in the contract corresponded to the development of the “interface” in both English and French.

- Changing the language of the “interface”, the “system administration”, “data entry”, “system structure and outputs” and training manual to “English” and “Arabic” rather than “English” and “French”. - More level of effort was dedicated by CIHEAM to accommodate the changes

The design phase usually involves converting the requirements identified during the initiation and planning phases into unified design specifications that developers use to script programs during the development phase. During the pilot experience, the design had to take place in parallel to the

- Different versions/releases of a large container and open/flexible system were planned and executed, with a feature allowing for the migration and export of settings and tools from a release to another with a tremendous programming effort; - On line interim users’ guides were




planning and development, undertaken as an evolving process fed by the feedback from the countries.

prepared - An additional training was implemented in Jordan to elucidate the updates on the system, especially customized after Tunisia feedbacks (Retrospective M&E).

Excessive customization - The countries experiences being much diversified, the system had to allow somehow to an excessive customization, while keeping in mind its applicability for the whole region. This was accounted for with the development of a user friendly feature accessible from the interface which allows for customization (Activation/deactivation of an indicator; new setting of scoring criteria) and a direct accounting of scores and totals calculation.

Being open for all kinds of possibilities in the region, the system is data intensive and was developed through a participatory process which made it difficult to run it and test it in the short available time

- The first tests were run using fictitious data, later on data were collected in the countries and implemented by the project staff; and evaluation based training was achieved later on.

3.5 System Installation and Testing

A first preliminary version of the computer application, called the MONEVA System was developed by June 2014, the main features of which were used for the training workshops (Section 3.6). A list of the software and hardware requirements (See Annex 7) for the utilization of the MONVA System at each level was prepared and disseminated to the focal points of the pilot implementation in the two countries, with the purpose to ensure the adequacy of the computers at each level for the respective part of the system. Inadequately equipped computers were upgraded accordingly, while the system was installed before the training.


The only constraint that presented itself during this phase was the lack of computers in some regional offices. In the case of Jordan, the GIZ; which is actively involved in Jordan in supporting PIM/IMT, provided the two offices with computers of good specifications, while in Tunisia; the system was installed mostly on the laptops of the participants.

3.6 Apply the system in the two pilot areas

The main sub-tasks were: i. Training of the stakeholders on the application

ii. Follow upon the application of the M&E system in the two countries to ensure timely completion and solving problems as they arise.

The training sessions were carried out in June 2014 and lasted 4 days in each country. The sessions were hosted in government training premises, and were organised in close




coordination with the focal points of the pilot implementation in the two countries. The training course was structured in two parts in order to achieve the course objectives:

Part I targeted the partners at the national and regional levels implicated in the pilot implementation of the M&E system. In the case of Jordan the training was also attended by (a) IT specialists who were to be responsible for installing the system and providing support to the users during the pilot implementation, (b) designated GIZ and ISSP representatives who were trained on the utilisation of the MONEVA System as part of the efforts to sustain the system beyond SWIM life

Part II involved the local levels (the selected WUAs) concerned with the pilot implementation of the M&E system, in addition to the regional offices dealing with the selected WUAs.

In the case of Tunisia, the local and regional partners were also introduced to the indicators for the first time through dedicated sessions during the two parts of the training (parts I and II).

The evaluation of the training sessions was highly rated by the participants and no significant constraints were identified. However, at the time of the training, some parts of the application were not yet operative but they were not essential for the data collection efforts scheduled to start immediately after the training.

As of the beginning of August 2014, the second version of the M&E system application (MONEVAS) was available. The system was installed in a cloud (Dropbox) from where users at the different levels could download the application.


Apart from the training of the partners in each country, the original design of the activity did not foresee more than limited support from SWIM-SM; mostly geared to follow up on the application of the M&E system in the two countries and the provision of ad-hoc support as the need arises. A total duration of 2-3 months was envisaged initially for data collection, entry and testing of the system; to be implemented by the partners with regular reporting to SWIM-SM. However, based on the realities on the ground, this exercise turned out to be (a) more concentrated in time than initially envisaged in the design of the activity, as it coincided with the holy month of Ramadan and summer vacations and (b) more demanding from SWIM-SM due to the following reasons:

Since in Tunisia, the review of the indicators was not done at the beginning in a participatory manner (See Section 3.3), the partners at the regional and local levels did not have a good grip of the indicators. Although these indicators were introduced to the participants during the training mentioned above, further familiarisation was needed including guidance on how to calculate the variables. Several meetings were therefore held at all levels involving field visits to the regional offices and the WUAs to assist in this regard.

The changes that had to be acquired in the system to accommodate the Tunisian needs for end of PIM/IMT evaluation reserved the time of SWIM-SM key expert which could have been freed for earlier availability for the provision of technical support to the partners in Jordan.




Unlike Tunisia, which had most of the data relevant to the system involving well established data collection procedures, the situation in Jordan was completely different. Most of the data that are necessary for the deployment of the system had to be collected and in several cases extracted from existing information systems and/or further processed in a standardised manner to comply with MONEVAS requirements. Intensive efforts were therefore required from SWIM-SM to support the computation of indicators from the raw data.

Table 3-4 presents an overall view of the challenges and actions undertaken to address them

Table ‎3-4: Challenges/Constraints related to the application the system in the two pilot areas & means to address them


The overlap between the customization of the M&E system/selection of indicators and the design of the IT application due to the deadline of the completion date.

Design and use of a simplified Excel application for data processing and entry (Jordan) and for preliminary evaluation (Tunisia)

The collection of field data and entering into the system slowed down during July and part of August due to several local factors (Ramadan, and summer holidays)

- Concentration of efforts during the second part of August and September - Intensive involvement of SWIM-SM and relevant staff in both countries. - Involving donors, associated with PIM/IMT in Jordan (this included assistance in data collection (GIZ), and in assessing the O&M costs for the WUAs (ISSP project)) - - The use of Excel application to accelerate self-evaluation in Tunisia.

During the training sessions and other interactions with the users of the system, it became apparent the need to adapt MONEVAS to different realities in the concerned countries.

The developers provided the application with several tools that permit a high degree of local adaptation that makes the MONEVA System highly flexible.

The need for the customization of the application to local circumstances and the substantial increase in the number of indicators that resulted from the inclusion of the regional level and the end of PIM/IMT evaluation requested from the Tunisian partners caused additional work in the development of the application and subsequent delay (as per Section 3.3.1).

SWIM-SM and CIHEAM provided additional manpower to cope with the increase in the complexity of the application. Meanwhile, data collection continued in Excel tables that were afterwards entered into the application.

While some data needed were available, much more were not in the form needed by the MONEVAS system (the case of Jordan)

Extra support from SWIM-SM staff needed to orient local staff of the intermediate calculations or transformations necessary to arrive to the data in the required form.




Despite the a/m difficulties and delays in the collection of data, the contributions of all those involved made it possible to collect all the data needed and in some cases, like in Jordan, it was possible to collect some historical data that allowed the testing of the system with respect to second level evaluation depicting historical trends in the evolvement of indicators (See Section 2.5.5 above). Hence all the information needed for the evaluation workshops were available and mostly entered into the application.

3.7 Conduct in each pilot area a 3-day self-evaluation workshop

The main purpose of the M&E system proposed is to arrive at a yearly evaluation where the degree of achievement of the different outcomes and outputs is assessed and corrective actions are identified. When an output or outcome is assessed by the MONEVA System it also shows the indicators where low values have been obtained and therefore where improvements are needed. In a way, the proposed application is a decision support system because it identifies the activities that need to be improved to achieve the stated outcomes and outputs.

A major outcome of the evaluation workshop was the elaboration of action plans at the national level, for each region and for each WUA. Examples of the Actions Plans prepared by the participants are provided in Annexes 9, 10 and 11 for Jordan and Annexes 12, 13 and 14 for Tunisia.

An example of the agenda for such evaluation is provided in Annex 8.


Perhaps the only minor challenge that could be pointed out is that the number of actions emanating from the evaluation of PIM/IMT was quite numerous for all levels, but this is the result of the application of the system for the first time. The future corrective actions and the repetitive application of the system should result in a gradual reduction in the number of corrective actions needed (assuming that the country and the WUAs progressively implement the corrective actions (in time).

3.8 Modify the M&E system and its application to account for the experience of the partners

During the evaluation workshops the participants identified several indicators for which the scoring criteria should be modified to account for the local experience. Also the definition of some indicators should be changed to improve the understanding of the underlying concept. These tasks are being undertaken SWIM-SM and a revised version of MONEVAS will be distributed by the end of November. The distribution of revised version of the system does not imply any loss in the data that have been already entered into previous versions, since these data can be migrated into the new version with the tools provided in MONEVAS precisely for this purpose. However, it is possible that if the national administrator, whose responsibilities include such a task, does not have adequate computer skills, he/she may find some difficulties in this operation, which necessitates assistance from computer experts.


See table 3.5 for a summary of the challenges and solutions




Table ‎3-5: Challenges/Constraints related to MONEVAS refinement & means to address them


Migration of data collected to the updated versions of MONEVAS may present some difficulties for the national administrator

Preparation of specific guidelines for the import and export of data.

More “hands on” training may be required for the national administrator and collaborators

There is still potential for further development that would require significant level of efforts. Examples include:

a. Development of an interface in French

b. On-line system documentation

c. Improved system’s interactivity

d. Creating professional tutorial video

e. Customisation of the system for small WUAs (request made by Tunisia)

f. Migration of data from the existing M&E system in Tunisia to the MONEVAS (request made by Tunisia)

Only those changes which are relevant to the scope of CIHEAM for this year were committed

3.9 Organize and conduct a regional meeting to present the system

In order to disseminate the MONEVA system, and present the findings of its application in the two pilot countries, including the lessons learnt (Section 4), SWIM-SM organised a 1.5-day regional workshop in Athens - Greece (17-18 November 2014) with the following objectives:

Introduce the system to the project countries, donors, and regional and international organisations, involved in the implementation of PIM/IMT, and disseminate it as a system of reference for the monitoring and evaluation of the PIM/IMT process throughout its phases, that embeds best practices in PIM/IMT planning and implementation and WUAs operationalisation.

Promote the application of the system in the PCs. Present the experience of the two countries who participated in the pilot implementation and disseminate the results of the M&E system application in the pilot countries/areas and lessons learnt

Promote north-south and south-south exchange of information and sharing of experience

Identify recommendations for future actions including those needed to sustain the system and its application in the region, and replicate the efforts in other countries.

Identify the role of donors and international and regional organisations in this regard.


Below are the constraints identified during this phase, which are reflected in the table. They should be considered as part of the process of organizing any event and not as significant constraints.




Table ‎3-6: Challenges/Constraints related to the Regional Workshop


The time initially allocated of one day for the event has not been considered sufficient given the extensive number of contributions expected and the extensive material available about the M&E system.

The agenda of the event has been expanded to 1.5 days. Nevertheless participants thought a minimum of two days would have been more adequate

Limited turnout of regional and international organisations in the meeting. This is due to the fact that the month of November is a busy month for such organisations as FAO, IFAD and the WB. This may undermine the visibility of the system amongst the major players in the establishment and operationalisation of WUAs in the region, and may reduce the opportunities for potential replication of the SWIM-SM experience in other Project countries

- Partnership with CIHEAM (known for its extensive regional and international network) for the development of the system offers a strategic entry point for the dissemination of the system amongst the regional and international organisations - Proposals for increased replication potential and enhancing visibility and the sustainability of the system utilisation were discussed extensively during the regional workshop and are summarised in section 7

4 LESSONS LEARNT WITH A VIEW FOR REPLICATION IN OTHER PILOT AREAS/COUNTRIES

4.1 Lessons learnt from the development and implementation of the MONEVA System

The preliminary M&E system presented in Athens placed more emphasis on the monitoring at the national and local level than at the regional level. With the development of the computer application and the interactions with the stakeholder it became evident that the regional level was equally important since much information is more concentrated / detailed at this level. In addition, the evaluation at the regional level may reveal inequitable support from the irrigation agency to the regional offices involved in PIM/IMT. Inequity between the regions could present itself in several aspects; such as the lack of financial, and human resources, insufficient allocation of budget for the rehabilitation of networks in a region; prevailing inadequate recovery of O&M costs by the WUAs in that region, etc. The consequence of this was the need to apply at the regional level a number of indicators similar to those used at the national level with a considerable increase of the total number of indicators and added complexity to the computer application.

The application of the MONEVA System in the two pilot countries has evidenced the adequacy of the system for use at any time in the life of the PIM/IMT. This is particularly relevant to the SWIM countries which are at different levels with respect to the PIM/IMT process. Accordingly, it is believed that a country can adopt the system (a) immediately following the initial declaration of PIM/IMT policy statement, (b) in cases where PIM/IMT is still an on-going process (the case of Jordan), or (c) at the end of




process. In the case of Tunisia whereby PIM/IMT was completed in 2007, the system was tested with PIM/IMT data of 2007 at the national and regional levels allowing to draw lessons from the past with a view to guide further irrigation sector reform. While at the local level, data for the pilot WUAs were entered for 2013, thus allowing evaluation of their performance and identification of the necessary actions to improve it.

The innovative character of the initial M&E system and the subsequent computer application created some learning difficulties amongst the stakeholders, but once these were overcome, participants were highly satisfied with the results obtained during the evaluation workshops.

Using the Arabic interface is vital to facilitate the understanding of the indicators at all levels in the Mashreq region, and particularly at the WUAs level in the Maghreb region. The development of the French interface is also warranted for use by the DG/GREE and CRDAs

The MONEVAS capacity for customization in terms of scoring criteria and indicators to be used was found as one of the most successful features of the MONEVA System and has been much appreciated by the users.

The evaluation reports derived from the MONEVA System have demonstrated the system’s capacity to identify issues that need to be addressed and the necessary actions to improve PIM/IMT performance in agreement with recommended best practices. In this sense the MONEVA System has achieved the primary purpose of its development.

Finally, the MONEVA system can be applied to medium and large WUAs. In a country with heterogenic WUAs landscape, applying the MONEVA system to small WUAs would necessitate significant reduction in the indicators at the local level and further customisation of the system to enable additional evaluation according to the WUAs typology.

4.2 Lessons learnt from the pilot implementation process

The following points present a wrap up of the lessons learnt from the application of the implementation approach in the two pilot countries. These are based on the continuous interaction with the partners at all levels throughout the pilot implementation and on the result of the evaluation workshops which were conducted in both Jordan and Tunisia during September 2014. It should be noted that the lessons learnt which are documented in the respective workshop evaluation reports were discussed with a view to the countries’ specific context. Those relevant to replication were therefore synthesised to draw more general conclusions.

4.2.1 Kick off Phase:

The allocation/commitment of sufficient time (and resources) is of utmost importance to familiarise partners at all levels with the system and sensitise them to its value and usefulness mainly at the WUAs level. This was particularly the case of Tunisia; known for decentralised irrigation management and mature WUAs. The real added value of the




MONEVA system lies in its comprehensiveness (as it covers the different phases of PIM/IMT implementation process). Since the system is built around best practices for PIM/IMT implementation, it can serve as a reference guide throughout the process and can also help regulate the relationship between the government and the WUAs and within the WUAs).

Finding an appropriate internal champion within the leadership of the irrigation agency is a key element to the successful implementation of the pilot testing of the MONEVA System. The role of the internal champion goes beyond coordination of actions at all levels and may extend to building awareness and support to the value of the system in addition to motivating the government and local officers to be proactively engaged in data collection, entry and later evaluation (See Annex 1 for the proposed role of the focal point). Continuous and active involvement of all implicated partners at all levels (national, regional and local); is a role for the champion to play.

The involvement of donors right from the kick-off stage proved to be of high value in order to bring them into the same page with the project and the partners.

4.2.2 Selection of indicators:

The joint participation of the relevant national and regional partners in the focused meetings was essential to the combined review and selection11 of the applicable indicators for the country, since many of the indicators at the national level are also relevant to the regional level. Due to the specific role that the regional offices (which are implicated in PIM/IMT) play in supporting the functioning of the WUAs, their participation was also seen essential to the review of indicators with the WUAs.

The pilot experience has shown that the process involved in the focused meetings which also included review of the scoring criteria (needed for the customisation of the system in the country), was a time consuming exercise; necessitating the allocation of sufficient time for its completion.

4.2.3 System Installation and Testing and the Application of the system in the pilot areas

The pilot experience in Jordan demonstrated the role of cooperation with donors supporting PIM/IMT in the country, which presented itself in “kind” (getting trained and assistance during implementation), and in “equipment” (providing computers to the regional offices involved). Harnessing such cooperation offers a high potential for sustaining the system or replication of the experience in other areas within the country

Ensuring continuous training throughout the pilot and providing regular support as needed, is vital to reduce the learning difficulties throughout the process. The pilot experience has shown tremendous need for direct coaching to clarify concepts (to ensure reliable evaluation results; reflecting the intended meaning of the indicators/variables) and to standardise the methodology used for the calculation of the indicators and variables, at all levels.

11 based on data availability and the context of PIM/IMT in the country




Although it was not intended to be a part of the 2014 activities, but based on the preceding point, it is vital that any replication effort consider embracing the following additional tasks

o Customize modules C, D related to the assessment of the WUAs performance and impacts at the local level according to local conditions to ensure effective use of the system and full involvement of WUAs. This should be possible with further reduction of the indicators; a feature that is already built into the system

o Institutionalisation of the MONEVA System in the pilot areas, to enable the extension of the experience in other areas within the designated pilot country. These include at minimum the following:

develop (or update existing) data collection forms with a view to the MONEVA System needs,

establish and document procedures for computing the indicators from the raw data

Should sufficient resources permit, developing adequate data collection, exchange and processing procedures would also enable further institutionalisation of the MONEVAS into the business functions of the WUAs and the irrigation agency involved.

4.2.4 Conducting the self-evaluation workshop

In order to ensure that PIM/IMT evaluation results are put into use , replication may consider committing the decision makers to the adoption of selected main priority actions - to the extent that available budget allows, and to be agreed upon by the end of the replication. An alternative option could be to use them as a corner stone for targeted assistance by donors.

The role of the WUA as an active partner in self-assessment and evaluation is essential to ensure that the WUAs are key players, not just providers of data. It also offers an opportunity for building the analytical capacity of the WUAs officials to evaluate their performance and acquire the skills to develop action plans to improve such performance.

The joint sessions during the evaluation workshop was seen very conducive to the promotion of communication between the government and the WUAs and improved understanding of their problems and needs. The system offers good basis to improve this communication.

5 IMPLICATIONS OF THE LESSONS LEARNT ON THE M&E SYSTEM

Based on the lessons learnt, one can draw the following conclusions with respect to further development needs of the MONEVAS, listed according to high, medium and low priority:

Description Priority

Refinements emanating from the pilot implementation including improved procedure for filing and search of output reports

High




Develop a proposal for enhanced interactivity of the system and implement improvements

High

On line documentation Option 1: Integrate the online version of the documentation into the system to be displayed on the screen or printed out, and incorporate "find" functionality

High

Develop the French interface (this includes translation of the structure and translation the application into French)

High

Create professional tutorial video High

On line documentation Option 2:. Integrate a help system , with the documentation embedded into the program to display the required information depending on the user's position (context) in the application.

Medium

Customisation of MONEVAS for small WUAs Medium

Migration of the data in the existing M&E system in Tunisia with the MONEVA System

Low

6 RECOMMENDATIONS FOR INCREASED VISIBILITY AND SUSTAINABILITY OF THE MONEVA SYSTEM AND FOR REPLICATION OF THE ACTIVITY

Based on the outcomes of the regional workshop that was held in Athens (17-18 November 2014) – See Section 3.9, a list of recommendations for future actions was identified in order to:

Enhance the visibility of the system

Ensure the sustainability of the MONEVA System and its application in the region,

Replicate the efforts in other countries and increase replication potential

6.1 Ensuring visibility

At the international level

a) Disseminate the system to international and regional organisations. For this purpose the following means could be used:

Prepare dissemination material (a brief about the system, brochures, etc.) to be distributed widely and included in relevant websites (SWIM, EC, IAMB, etc.). Identify the benefits that the application of MONEVA may generate and integrate them in the dissemination material. In the long term, using the results of the MONEVA system to evaluate its effect - by comparing the situation before and after the application of the system - can demonstrate further its benefits

organize presentations with international/bilateral organizations like FAO, IFAD and others

Participate in international or regional events that could offer a potential for disseminating the work in the Mediterranean Region (for example the Arab Water Council).




b) Link the future activities of the M&E system (MONEVA) with other related programs or projects run by international/bilateral organizations (FAO; WB; UNEP, USAID, etc.), addressing similar issues.

c) Find financial and technical support for the dissemination strategy. Explore possibilities with other donors besides EC.

At the national level d) Sensitize relevant authorities and policy makers to take ownership of the system

(encourage political will) e) Promote the dissemination of the results at national level by organizing national

dissemination events with the engagement of the media. In the dissemination efforts involve all the stakeholders of the water sector (industry, drinking water, agriculture, and others) as the principles of MONEVA can apply to all water uses.

f) Externalize the activity of evaluation (to be done by external auditors, such as NGOs)

6.2 Sustaining the system and its application in the region

a) Project activities should be extended in the pilot countries until reliability and sustainability are ensured. The institutionalization of the system in the pilot countries would contribute to sustainability. Hence, dedicate sufficient efforts to ensure that the system utilisation becomes a part of the normal operations of the key players at all levels (national, regional and local).

b) Produce a procedural guide for the application of the monitoring and evaluation system, c) Strengthen training and the capacity of the SWIM countries to use the system. Training

for trainers can be organised at sub-regional level (Mashreq versus Maghreb). Capacity building of the local team is also essential. This legacy will ensure sustainability.

d) Countries should show ownership of the system and aim at using it to cover most of the WUAs operating in the country. Donors can help in this regard. In the subsequent phases a shift from a donor programme to an institutionalized program must take place.

e) Create a regional network among the M&E system users and stakeholders. This will contribute to a better use of the system.

f) Introduce the MONEVA system in the Curricula of Universities or as an extra activity of researchers and research centres. It is envisaged that introducing the system to the research centres and the academia, can help further develop the system, considering its high potential of utilisation by WUAs (regardless of water use type). Further development can include integrating additional modules to evaluate the performance of small WUAs and federations of WUAs. Where WUAs are using treated wastewater such as the case of Palestine, some adaptation of the system will be required.

6.3 Replicating the efforts in SWIM countries and increasing replication potential

a) Strengthen the countries that joined the pilot experience with additional means for the expansion and the institutionalisation of the use of the MONEVA system.

b) Encourage exchanges between countries within the same sub-region (Mashreq and Maghreb) to benefit from the results of the experience.

c) Use the dissemination material recommended under (4.3.1-a) above to lobby with decision makers; showing the importance and potentialities of the system for the




development and success of the PIM/IMT programs. The dissemination material should show the success stories/studies done in the pilot countries.

d) Explore the possibility of continuing the project for countries that were not involved in the pilot experience. This may require approaching donors for financing this activity.

e) Identify national focal points to coordinate and achieve the above mentioned activities. Research centres can be effective focal points, when properly trained in the use of the system, as they can also approach donors.

f) Research centres can play an important role by monitoring the use of the system and identifying future complementary needs, advantages and potential. The SWAT technique could be used for this purpose. Research centres are able to work with all the stakeholders and use research capacities to give feed backs reflecting the real needs on the ground. Universities and governmental research centres can be strong supporters of the practical application of the system. NGOs can also play a substantial role by introducing the system and advertise it among the donors. They can also mobilize the farmers to be part of the associations and promote the use of the system.

g) Future training activities in Jordan and Palestine should include participants from other interested countries of the Region. Training for freshly graduated irrigation engineers should also be considered in the expansion of the programme.

OVERALL RECOMMENDATION FOR SWIM ACTIVITIES DURING 2015 AND BEYOND

Considering the limited resources that may be available for the continuation of the activity during one more year, the possibilities of either intensifying the actions in the pilot countries to ensure their sustainability or replicating in other SWIM countries appear to be mutually exclusive. If SWIM-SM is to continue this activity in 2015, and based on the feedback obtained from the regional workshop, the only alternative that should be considered is the intensification of the actions in the pilot countries to ensure the institutionalization of the system therein, while dedicating some attention to training of trainers and dissemination activities, including the development of a brochure about the value of system. Such activities should be followed up during SWIM II, with more intensive and dedicated dissemination activities, and lobbying with countries and with donors and international and regional organisations to adopt the system in relevant programs.




ANNEX 1: REGIONAL OFFICE REGISTRY




ANNEX 2: LOCAL OFFICE REGISTRY




ANNEX 3: WUA MODIFICATION REQUEST FORM




ANNEX 4: ROLE OF THE FOCAL POINT FOR THE PILOT IMPLEMENTATION

1. Act as the main channel of communication between the SWIM-SM staff and the irrigation agency and the pilot WUA(s).

2. Coordinate and monitor the actions that may be required at the national and local levels for testing the M&E System within the scope of the pilot experience. The Focal Point may be assisted in his/her duties by local focal points designated by the President of the selected WUA(s).

3. Ensure that the agreed Work Plan is implemented according to the time schedule. 4. Specifically the Focal point will:

a. Facilitate for SWIM-SM experts, the organisation of the focused meetings with the relevant government partners/stakeholders. The focused meeting are planned in order to (a) select the indicators that will be actually used from the M&E system according to the national context and local specificity (based on data availability) and (b) to delineate data flows needed to plan the monitoring and evaluation arrangements for the M&E system (i.e. identification of responsibilities for data collection, data validation, processing and analysis, and evaluation, reporting, etc.)

b. Provide feedback on the monitoring plan to be developed by SWIM-SM c. Ensure that the M&E system is installed in the related departments and in the

selected WUA(s) with the assistance/facilitation of the relevant computer experts, and that the M&E system is properly maintained.

d. Organize the training sessions for the use of the M&E system planned to be implemented by SWIM-SM and targeting

i. The national and regional staff concerned with modules A and B ii. The staff and leaders of the selected WUA(s) for modules C and D.

5. Organize and ensure the timely collection and entry of data and information needed for the M&E system by:

i. The national and regional staff for modules A and B ii. The staff and leaders of the selected WUA(s) for modules C and D.

6. Distribute any technical material (user’s manual, M&E system etc.) related to the training or collection of information as mentioned above.

7. Ensure that any technical problem with the M&E system application is communicated to the system developer as necessary and resolved.

8. Ensure that all problems and difficulties arising during the pilot implementation (e.g. problems related to data collection, technical problems related to the system installation, etc.) are documented and reported to SWIM-SM, with a view to identify lessons learnt.

9. Jointly work with SWIM-SM designated experts to organize a 3 days self-evaluation workshop of the results of the application of the M&E system

10. Collaborate as required with the SWIM-SM designated experts and the system developer in the implementation of the Work Plan.




ANNEX 5: PROPOSED CRITERIA FOR THE SELECTION OF THE PILOT AREA

1. Transferred task to the WUA should include: responsibilities for water distribution and some sort of maintenance. It would be desirable if it has also control of illegal use, and help in the collection of fees.

2. Documentation on water distribution/consumption quantities and cropping pattern should be available for at least 3 years.

3. The WUA should have good communication means (Email, telephone) and an office.

4. The WUA should be representative of the most predominant type of WUAs in the country. It would be desirable if the size of the WUA is between 500 and 1500 ha and have more than 100 members.

5. The WUA should have several employees.

6. The WUA should have been established for at least for 3 years but a longer time would be preferable.

7. The WUA should be responsible for the irrigation of mixed vegetables and trees (i.e. irrigation is provided throughout the year).

8. The water distributed to the WUA should be metered (bulk water supply meter)

9. The water distributed to the farmers should preferably be metered

Sustainable Water Integrated Management (SWIM) - Support Mechanism


ME Implementation report(Clean) Pagina 48/75

ANNEX 6: SCREEN SHOT OF THE FORMS USED IN THE FOCUSED MEETINGS

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IQ CODED

VALUEExtended definition

Short definition

A.1

A IL 12 A01010 Y N Y N

Existence of a government statement declaring the PIM/IMT program a national priority.

"A government statement about PIM/IMT is a formal document where the objectives and justification

of the programme are described but also other information regarding the scope and the policies to be

implemented"

Existence of a government statement

declaring the PIM/IMT program a

national priority

A.2

A IL 36 A02010N Y N Y N

A coordination mechanism has been established

"A Coordination Mechanism refers to any institutional set up i.e. steering committee , working group,

special commission, task force, etc., where the concerned governmental stakeholders share

information and propose actions regarding the PIM/IMT process. The steering committee may consist

of for example the Irrigation agency, the Ministry of Finance, the implicated Donors if needed, and the

A coordination mechanism has been

established

IL 36 A02010R

A coordination mechanism has been established

"A Coordination Mechanism refers to any institutional set up i.e. steering committee , working group,

special commission, task force, etc., where the concerned governmental stakeholders share

information and propose actions regarding the PIM/IMT process. The steering committee may consist

of for example the Irrigation agency, the Ministry of Finance, the implicated Donors if needed, and the

Cooperative Ministry, or any Ministry responsible for registering the WUA, etc."

A coordination mechanism has been

established

A IQ 12 A02020N 2 1 0 2 1 0

coordination

effectiveness is:

(2) satisfactory

(1) medium

(0) not at all.

Degree of effectiveness of coordination among the institutions participating in PIM/IMT program.

"Coordination is effective when all participating institutions carry out their responsibilities as agreed

in the Coordination Mechanism."

Degree of effectiveness of coordination

among the institutions participating in

PIM/IMT program

IQ 12 A02020R

coordination

effectiveness is:

(2) satisfactory

(1) medium

Degree of effectiveness of coordination among the institutions participating in PIM/IMT program at the

regional level.

"Coordination is effective when all participating institutions carry out their responsibilities as agreed

in the Coordination Mechanism."

Degree of effectiveness of coordination

among the institutions participating in

PIM/IMT program at the regional level.

A IL 36 A02030N Y N Y N

Roles and responsibilities of the actors involved are clearly defined with respect to PIM/IMT.

"Clear roles and responsibilities of the actors refer to clear documentation of the roles and

responsibilities of all the members of the Coordination Mechanisms who also know their

responsibilities and actions to be taken"

Roles and responsibilities of the actors

involved are clearly defined with

respect to PIM/IMT

IL 36 A02030R

Roles and responsibilities of the actors involved are clearly defined with respect to PIM/IMT.

"Clear roles and responsibilities of the actors refer to clear documentation of the roles and

responsibilities of all the members of the Coordination Mechanisms who also know their

responsibilities and actions to be taken"

Roles and responsibilities of the actors

involved are clearly defined with

respect to PIM/IMT




ANNEX 7: HARDWARE & SOFTWARE REQUIREMENTS FOR THE MONEVA SYSTEM APPLICATION TO MONITOR PIM/IMT PROCESS

Below is a brief description of the hardware and software requirements for the utilization of the M&E system to monitor and evaluate the PIM/IMT process at the local level (By the WUAs), regional offices responsible for a group of WUAs (CRDAs in Tunisia) and at the National level (relevant department at the headquarters of the irrigation agency) LOCAL LEVEL (WUA) REGIONAL LEVEL NATIONAL LEVEL

1. Requirements for a Personal Computer running under Windows Operating System:

1,3 GHz or faster processor

Microsoft® Windows® XP with Service Pack 3 for 32 bit or Service Pack 2 form 64 bit, Windows Server® 2003 R2 (32 bit and 64 bit), Windows Server 2008 or 2008 R2 (32 bit and 64 bit), Windows Vista with the latest Service Pack (32 bit and 64 bit), Windows 7 (32 bit and 64 bit), Windows 8 or 8.1 (32 bit and 64 bit)

256 MB of RAM (512 MB recommended)

320 MB of available hard-disk space

1.024x768 screen resolution

Internet Explorer 7, 8, 9, 10 or 11, Firefox Extended Support Release, Chrome

Adobe Acrobat Reader XI

The system requirements to use the selected database management software, are as follows:

1 gigahertz (Ghz) or faster x86- or x64-bit processor with SSE2 instruction set

Required operating system: Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012

Required memory: 1 GB of RAM (32 bit); 2 GB of RAM (64 bit)

3 GB of available hard-disk space

Graphics hardware acceleration requires a DirectX 10 graphics card and 1024 x 576 resolution

Required .NET version: 3.5, 4.0 o 4.5

Microsoft Access 2013 Windows

The system requirements to use the selected database management software, are as follows:

1 gigahertz (Ghz) or faster x86- or x64-bit processor with SSE2 instruction set

Required operating system: Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012

Required memory: 1 GB of RAM (32 bit); 2 GB of RAM (64 bit)

3 GB of available hard-disk space

Graphics hardware acceleration requires a DirectX 10 graphics card and 1024 x 576 resolution

Required .NET version: 3.5, 4.0 o 4.5

Microsoft Access 2013 Windows

2. Requirements for a Personal Computer running under Mac Operating System:

Intel® processor

Mac OS X v. 10.6.4, 10.7.2 or 10.8

1 GB of RAM

350 MB of available hard-disk space

1.024x768 screen resolution

Safari 5.1 for Mac OS X v. 10.6.8 or 10.7.2;

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Mac Operating System

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Mac Operating System




LOCAL LEVEL (WUA) REGIONAL LEVEL NATIONAL LEVEL

Safari 5.2 for Mac OS X v. 10.8; Safari 6.0 for Mac OS X v. 10.7.4 or 10.8

Adobe Acrobat Reader XI

3. Requirements for a Personal Computer running under Linux Operating System:

32 bit Intel Pentium® processor or equivalent

Red Hat® Linux® WS 5, SUSE® Linux Enterprise Desktop (SLED) 10 with Service Pack 2 or Ubuntu 7.10, GNOME or KDE Desktop Environment

512 MB of RAM (1 GB recommended)

150 MB of available hard-disk space(additional 75MB required for all supported font packs)

GTK+ (GIMP Toolkit) user interface library, version 2.6 or later

Firefox 2.x or 3.0

OpenLDAP and CUPS libraries

Adobe Acrobat Reader 9

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Linux Operating System

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Linux Operating System

4. Requirements for a Personal Computer running under Solaris Operating System:

32-bit Intel Pentium processor or equivalent

Solaris™ 10 u5 or OpenSolaris™ 2008.11, GNOME or KDE Desktop Environment (GNOME only for Solaris 10)

512 MB of RAM (1 GB recommended)

200 MB of available hard-disk space (additional 75MB required for all supported font packs)

GTK+ (GIMP Toolkit) user interface library, version 2.6 or later (on Solaris 10; also works

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Solaris Operating System

Microsoft Access 2013 runs only on Personal Computer under Windows 8, Windows 7, Windows Server 2008 R2 or Windows Server 2012 Operating System, and it’s not compatible with Solaris Operating System




LOCAL LEVEL (WUA) REGIONAL LEVEL NATIONAL LEVEL

with GTK 2.4.9)

Firefox 2.x or 3.0

OpenLDAP and CUPS libraries

Adobe Acrobat Reader 9

P.S. In case a Water Users’ Association is provided with a computer running with an older or different Windows or Mac Operating Systems, Adobe Acrobat Reader 9 will be compatible if the following requirements are provided, depending on the platform: Windows

1,3 GHz Intel processor or equivalent

Microsoft Windows 2000 with Service Pack 4, Windows Server 2003, 2008 or 2008 R2, Windows XP Professional, Home Edition or Tablet PC Edition with Service Pack 2 or 3 (32 bit and 64 bit), Windows Vista Home Basic, Home Premium, Business, Ultimate or Enterprise with Service Pack 1 or 2 (32 bit and 64 bit), Windows 7 Starter, Home Premium, Professional, Ultimate or Enterprise (32 bit and 64 bit)


335 MB of available hard-disk space (installation requires additional hard-disk space)

Internet Explorer 7 or 8, Firefox 3.6 or 10 (ESR)

Mac OS

PowerPC® G4, PowerPC G5 or Intel processor

Mac OS X v. 10.4.11–10.5.8 (PowerPC), Mac OS X v. 10.4.11–10.6.3 (Intel)


405 MB of available hard-disk space (installation requires additional hard-disk space)

Safari 3.0.4 or later versions




ANNEX 8: AGENDA FOR THE EVALUATION WORKSHOP

Day 1

Time. Description Speaker

8:30 – 9.00

Registration

9:00 - 9:15

Welcome remarks Workshop objectives and progress to date

Eng. Qais Owais: JVA Assistant Secretary General Eng. Xavier Farrero: Representative of EU delegation to Jordan Suzan Taha: SWIM-SM Key water expert

9:15 - 9:30

Short presentation about evaluation in the context of M&E systems

Juan A. Sagardoy; Senior Water Management Consultant, SWIM-SM non-key expert

9:30 - 10:00

Overview of the M&E system Roula Khadra (M&E specialist – CIHEAM/Bari) and Marco Dauru (IT specialist)

10:00 - 10:30

Presentation of the evaluation results at the national level

Roula Khadra

10:30-10:45

Coffee Break

10:45-11:35

Presentation of the evaluation results at the national level (Continued) Open discussion on the evaluation results at the national level (30 minutes)

Roula Khadra All participants

11:35-13:35

Presentation of the evaluation results at the regional l level

Region 1 30 minutes Open Discussion 30 minutes

Region 2: 30 minutes Open Discussion 30 minutes

Roula Khadra All participants Roula Khadra All participants

13:35–14:35

Lunch Break

14:35 – 14:45

Proposal for the preparation of the action plans (all levels)

Suzan Taha

14:45 – 15:45

Preparation of action plans at the National and Regional levels

All participants organized in two working groups with 2 facilitators

15.45–16:00

Coffee Break

16:00 - 17:00

Presentation of the action plans at the national and regional level

- Presentation National Level (15 minutes + 15 minutes discussion)

- Presentation Regional Level: (15 minutes + 15 minutes discussion)

Nominated persons by the working groups




Day 2

Time. Description Speaker

9:00 – 10:00

Live testing of the system All participants

10:00 – 11:30

Presentation of the evaluation results by the WUAs WUA 1: 60 minutes Open Discussion 30 minutes

J.A. Sagardoy

11:30 – 11:45

Coffee Break

11:45 -13:15

Presentation of the evaluation results by the WUAs (Continued)

WUA2: 60 minutes Open Discussion 30 minutes

J.A. Sagardoy

13:15-14:15

Preparation of action plans at the local level All participants organized in two working groups, Facilitators: Roula Khadra and Suzan Taha

14:15 – 15:15

Lunch Break

15:15 – 16:15

Presentation of the action plans:

WUA 1 (15 minutes + 15 minutes discussion)

WUA 2 (15 minutes + 15 minutes discussion)

Nominated persons by the working groups

16:15 – 16:30

Coffee Break served during sessions

16:30 – 17:30

Lessons learnt and proposals for refinements All participants




ANNEX 9: ACTION PLAN TO IMPROVE PIM/IMT PROCESS AT THE NATIONAL LEVEL (2015-2017) - JORDAN.

Responsibility: JVA -WUA Administration Outcome Output Indicator(s) Action Required Support from Deadline

A.2 - The PIM/IMT program has been institutionalized for the planning and implementation phases

A.2 - 1 A coordination mechanism is in place and is effective

A02020N Establish coordination committee. Prepare scope of work for the committee and define roles and responsibilities of all stakeholders. Conduct Regular meetings

Support at the Executive level Apr.

2015

A.3 - The PIM/IMT program is supported with a national PIM/IMT Plan which is operational

A.3.1 - A national PIM/IMT Plan with adequate financial and human resources allocated is available

Indicators A03010 to M03020

Prepare PIM/IMT plan that includes the development of a vision, identification of objectives and issues to be resolved, actions needed to achieve the desired objectives and to resolve the prevailing issues; including the role of the different stakeholders, and the human and financial resources that need to be mobilised to achieve the proposed action plan. The financial requirements should also cover the need for rehabilitation (while distinguishing between maintenance and rehabilitation works) and take into consideration potential sources of funds. Note: In order to ensure equity between the different regions, proposed actions should be delineated per region (as applicable)

GIZ and relevant JVA departments (planning unit, O&M, Human Resources (HR) and Financial Resources (FR) departments

Dec. 2015

A.4 - The government is effectively regulating WUAs establishment and functioning and the implementation and management of the PIM/IMT programme

A.4.1 - A legal framework for WUAs is formulated or revised and in use

A04010, A04011, A04021, A04022

Update existing legal review and make conclusions / recommendations accordingly

Planning Department, Legal Department, Donors (GIZ and USAID)

Jun. 2015

Draft laws (preferably dedicated WUA law) to define the legal status of the WUA, its role and rights and the rights of the users.

Dec. 2016

Approve law and put it into use. Dec. 2017

A.5 - The irrigation agency is functioning effectively according to a new institutional framework and has an implementation strategy

A.5.1 - A legal framework of irrigation agency is revised and administrative reforms are made

- Detailed analysis of JVA functions, the process and methods used in their application and an assessment of its physical and human resources capacity. - Develop policy for the redeployment of staff from transferred responsibilities to establishment,

USAID & GIZ

Dec. 2015




Outcome Output Indicator(s) Action Required Support from Deadline

training and strengthening of WUAs and/or for their integration into the WUAs staff.

A.5.2 - Adequate policy/strategy adopted by the Irrigation Agency to ensure effective transfer of O&M responsibilities to the waters users.

Review the existing strategy for PIM/IMT implementation. This could be part of the preparation of the PIM/IMT plan that includes the development of a clear vision and objectives

See A3.1

ANNEX 10: ACTION PLAN AT THE REGIONAL LEVEL (NORTH DIRECTORATE AND KARAMEH DIRECTORATE) - JORDAN

Outcome Output Indicator(s) Action Required Support from

Applicable for Deadline

North Directorate

Karameh Directorate

B.1 - WUAs are established according to plan

B.1.1 - PIM/IMT target coverage of equipped area have been achieved

N01040 GENERAL ACTIONS NEEDED12 - Identify WUAs eligible for transfer within each region, and the human and financial resources required to effectuate the transfer. - Identify WUAs currently operating under PIM that need strengthening to qualify them for the transfer and the financial resources required - Develop an implementation plan13 accordingly.

Planning Department, O&M

and Financial Administration

Apr. 2015 with

Yearly update/revision

B.2 - Water users are B.2.3 - Awareness N02040 & GENERAL ACTIONS NEEDED: JVA WUA Jun. 2015 with

12 These refer to actions that should be undertaken under the responsibility of the WUA Administration of JVA, in close cooperation with the regional offices. All proposed activities should be carried out for the whole Jordan Valley and delineated per region. 13 This plan should be integrated with the PIM/IMT plan in order to enable estimation of all the total resources needed for the implementation of PIM/IMT plan and enable identification of sources of funds and their allocation






North Directorate

Karameh Directorate

informed and sensitized to the PIM/IMT program

campaigns were carried out and B.2.4 - Targeted Water users are informed of their roles and responsibilities and involved in the preparation of PIM/IMT program.

N02060 i. Develop awareness campaigns plan14 - Identify the targeted water users per region that need sensitisation to the PIM/IMT program, identify the messages required to raise their awareness and the tools needed (CDs, videos, brochures). - Develop awareness campaign plans to reach all those farmers within a planning period of three years. - Identify human and financial resources needed to carry out the awareness campaigns.

ii. Implement the campaigns accordingly for both farmers (and employees as needed).

iii. Monitor implementation on a quarterly basis and adjust plan as necessary Note 1: While planning, it is important to ensure that targets can be achieved considering the available resources

administration with the support from

donors and relevant JVA departments

(planning unit, O&M,etc.)


14This plan should be integrated with the PIM/IMT plan in order to enable estimation of the total resources needed for the implementation of PIM/IMT plan and enable identification of sources of funds and their allocation






North Directorate

Karameh Directorate

iv. Prepare Communication plan and identify communication tools for dissemination of announcements, invitations, meetings location and time, list of addresses, etc.)

Jun. 2015 with


REGION SPECIFIC ACTIONS NEEDED: - Carry out the meetings as planned (N02040). This should also increase the level of participation (N02060). - Monitor implementation of meetings on a quarterly basis and adjust plan as necessary

√ Annual

B.415 - WUAs leaders and staff know their responsibilities and have the necessary skills to carry out their work

B.416.2 - Training for the WUAs leaders and staff is implemented

N04030, GENERAL ACTIONS NEEDED - Carry out training needs assessment for the WUAs leaders and staff. - Identify training courses needed (both for technical staff and accountants and including M&E) - Develop a training plan17 - Identify the human

JVA WUA administration with

the support from donors and relevant

JVA departments (planning unit,

O&M, etc.)

Jun. 2015 with


15 The evaluation report mistakenly uses Outcome B2 “Water users are informed and sensitized to the PIM/IMT program” instead of the outcome B4 correctly inserted in the table 16 The evaluation report mistakenly uses Output B2.1, B2.2 and B2.3, instead of the respective outputs for outcome B4 17 This plan should be integrated with the PIM/IMT plan in order to enable estimation of the total resources needed for the implementation of PIM/IMT plan and enable identification of sources of funds and their allocation






North Directorate

Karameh Directorate

and financial resources required for the implementation of the training plan. - Monitor implementation on a quarterly basis and adjust plan as necessary

REGION SPECIFIC ACTIONS NEEDED - Provide technical, financial and logistic support for implementing the planned trainings in the North Directorate - Ensure that the training plan is achievable and in line with the available resources. - Regularly monitor the plan and adjust plan as needed

√ Annual

B.5 - Accounting management capacity of WUAs developed and operative

B.5.1 - Accounting training is implemented

N05030 GENERAL ACTIONS NEEDED Training assessment and plan under N04030 should include accounting

See B.4.2

REGION SPECIFIC ACTIONS NEEDED Ensure that training on accounting and financial matters is implemented for relevant WUA staff according to the plan, through regular follow up (on a quarterly basis)

√ √ Annual






North Directorate

Karameh Directorate

and adaptation of plan as needed

B.5.2 - The accounting system is installed

N05050 GENERAL ACTIONS NEEDED - Agree with the WUAs or Jordan Cooperative Corporation (JCC) to carry out training on accounting matters. - Should the WUA functions expand, there might be a need to uniformly acquire a dedicated financial system (software) throughout the WUAs

Coordination Committee

May 2015

REGION SPECIFIC ACTIONS NEEDED Follow up training with JCC to make sure that the training is implemented

√ √ Annual

B.6 - Government effectively regulating Federations of WUAs and implementing them according to plan

B.6.2 - WUA Federations are established according to plan

N06030 GENERAL ACTIONS NEEDED Undertake a feasibility study for the establishment of a federation of WUAs. Issues to be determined include whether to create one federation for all the WUAs or several federations (say one per region).

JVA WUA Administration with the support of donors (GIZ, USAID)

Jun. 2016

B.818 - A monitoring and evaluation (M&E)

B.8.119 - M&E system is defined and operative

N08030 GENERAL ACTIONS NEEDED Training assessment and plan

See B.4.2 Jun. 2015

18 The evaluation report mistakenly uses Outcome B1 “WUAs are established according to plan” instead of the outcome B8 correctly inserted in the table 19 The evaluation report mistakenly uses Output B1.1 “PIM/IMT target coverage of equipped area have been achieved” ” instead of the outcome B8.1 correctly inserted in the table






North Directorate

Karameh Directorate

system provides inputs for the evaluation of PIM/IMT program and improving the performance of WUAs

under N04030 should include training on M&E for the leaders and staff of the WUAs

REGION SPECIFIC ACTIONS NEEDED - Ensure that adequate M&E training for the WUAs with newly transferred tasks is undertaken according to the training plan. M&E allows taking corrective actions in time. - Ensure regular follow up (on a quarterly basis) and adaptation of plan as needed

√ √

B.920 - Reduced cost of operation and maintenance and greater availability of water in the irrigation systems transferred to WUAs

B.9.121-Rehabilitation needs in the irrigation systems transferred to the WUAs are identified and works undertaken

N09040 GENERAL ACTIONS NEEDED - Identify rehabilitation needs22 as part of the PIM/IMT plan. - Implement according to the plan. - Ensure regular follow up (on a quarterly basis) and adaptation of plan as needed

REGION SPECIFIC ACTIONS NEEDED Identify Rehabilitation needs and planning for rehabilitation

√

20 The evaluation report mistakenly uses Outcome B1 “WUAs are established according to plan” instead of the outcome B9correctly inserted in the table 21 The evaluation report mistakenly uses Output B1.1 “PIM/IMT target coverage of equipped area have been achieved” ” instead of the outcome B9.1 correctly inserted in the table 22 This should be integrated with the PIM/IMT plan in order to enable estimation of the total resources needed for the implementation of PIM/IMT plan and enable identification of sources of funds and their allocation






North Directorate

Karameh Directorate

in the northern region

ANNEX 11: ACTION PLAN AT THE LOCAL LEVEL (WUA 41 (NORTH DIRECTORATE) AND WUA 91 (KARAMEH DIRECTORATE)) - JORDAN


Applicable for

Deadline

WUA 41

WUA 91

C.2 - Governance bodies of the WUA functioning adequately

C.2.1 - General Assembly functioning regularly C02020

Conduct General Assembly Meetings on an annual basis

JVA WUA Administration to provide training

√ Yearly

P02010 Develop a plan to increase the number of the registered number of members in the WUA by 10% every year

√ 10% yearly

C2.3 - Women represented in governance bodies

C02063 Promote and motivate female farmers to become members of the WUA; targeting 2 female farmers by 2015

√ 2 female farmers

in 2015

C.2.6 - Internal communication and conflict resolution mechanism established and operational

C02120

- Establish a communication and conflict resolution committee to be selected from the General Assembly. - Document annual activities/conflicts and means of solving them and present to the General Assembly for approval.

JVA WUA Administration and

Regional Offices √ √

Next General Assembly

Meeting in 2015

C.5 - Improved level and efficiency of water delivery and more effective maintenance

C.5.1 - Procedures for improved operation and maintenance are established

C05010

WUA 91 to use the daily irrigation schedule (already printed) as an operation guideline (describing the main norms for operating the irrigation system and the corresponding responsibilities)


Regional Offices √ immediately

C05020

- Prepare maintenance guidelines describing the main criteria for undertaking maintenance work at the farm turnouts and corresponding responsibilities.


Regional Offices √ √ Feb. 2015





Applicable for

Deadline

WUA 41

WUA 91

- Expand the guidelines as more maintenance responsibilities are assigned to the WUA.

C05040

- Prepare Annual Operation Plan describing the main operation activities to be carried out with cost estimations and implementation schedule. - Include in the Transfer agreement


Regional Offices jointly with the

WUAs

√ √ Feb. 2015

C.5.2 - O&M activities implemented effectively.

C05060 & C05070

C07070 & C07080

Prepare annual surveys to measure 1) the degree of satisfaction of the farmers with the: - operation of the irrigation system (C05060) - maintenance of the irrigation system (C05070) - WUA performance (It is suggested to ask at random some 20- 30 farmers trough a questionnaire to be filled) (C07070) 2) the degree of satisfaction of the government staff with respect to performance of WUA (Survey to be carried out among the government staff of the concerned regional office working with the WUA in question) (C07080)



WUAs

√ √ Jun. 2015

C.7 - The level of service provision is improved

C.7.2 - Farmers of the WUA and government staff of the irrigation agency are satisfied with the performance of the WUA



WUAs

√ √

Conduct annual surveys √ √

C07070

Undertake the necessary actions to increase the degree of satisfaction of the government staff with respect to performance of the WUA

JVA (to rehabilitate the network

according to plans) √

Degree of satisfaction to reach 80% by

2015, and 88% by 2016

C.6 - Improved control of all

C.6.2 - Improved control of the total annual cost

C06080 Increase the fees collection rate

√ √ Collect 15% of

the balance





Applicable for

Deadline

WUA 41

WUA 91

technical and financial activities

during 2015 & 2016, to reach 25% by 2017

C.6 - Improved environmental conditions

C.6.1 - Improved environmental practices

D06010

Prepare environmental awareness programs (meeting, field visits) to address pollution due to nocive materials such as: used plastics of green houses, pesticides packages etc. and possible means to remove them. The plan is to be adopted as part of the annual work plan

Annual starting

from 2016




ANNEX 12: ACTION PLAN TO IMPROVE PIM/IMT PROCESS AT THE NATIONAL LEVEL (2015-2017) - TUNISIA

Outcome Indicateur Description Action Responsabilité Délai d’exécution

A2 - Le processus PIM/IMT a été institutionnalisé aussi bien pour la planification que la mise en œuvre

A02010N Un mécanisme de coordination a été établi??

Activation du Conseil National de L'eau/ mise en place d'un comité national de pérennisation des systèmes hydrauliques

MA-(DGGR et BPEH) 2015

A3 - Un plan national PIM/IMT est disponible et des ressources humaines et financières adéquates lui ont été allouées.

M03033N Montant Total (=>2007) par rapport Superficie totale transférée aux WUAs (GPPI&PMH)

Recrutement d’une Assistance Technique spécifique pour appuyer les associations d'irrigants et les arrondissements d'exploitation & Maintenance des PPI (relevant des CRDAs) pour s'adapter à leurs nouveaux rôles.

MA avec l’appui des bailleurs de fonds

En cours (2014-2016)

A4 - Un cadre juridique pour la promotion des WUAs a été formulé/ou révisé et il est appliqué

A04013 Les WUAs sont-elles régies par le même statut que les coopératives???

Approbation et publication du nouveau projet de statut régissant les WUAs. Principales ouveautés : les AUEs seront désormais de droit public et adhésion obligatoire ; contrôle technique et financier renforcé; tutelle clarifiée etc..

MA / Direction Générales des Affaires Foncières et Législatives

2014 / 2015

A5 - L'agence d'exécution fonctionne efficacement selon un nouvel organigramme (adapté aux exigences du PIM/IMT) et elle dispose d'une stratégie de mise en œuvre du PIM/IMT.

A05050 L'audit technique et administratif des WUAs a été intégré dans les nouveaux rôles de l'agence d'exécution???

Adapter le décret relatif à l’audit périodique obligatoire des systèmes d’eau pour couvrir le maximum de périmètre irrigués.

MA / Direction Générales des Affaires Foncières et Législatives

2014 / 2015

B3 - Les AUEs (WUAs) sont orientées et appuyées par les unités de promotion et de suivi des AUEs

N03031 %tage du Nb. De journées réalisées / au nb. De journées planifiées (2007, Service Central)

Renforcer les moyens de la SD/AUEs

(Water users Support Unit under

DGGREE) : déjà fait

Et impliquer le secteur privé et les

ONGs dans l’appui et le suivi-

DGGREE 2014-2016





évaluation des AUEs.

N03042 Nb. De journées de formation/an/ agent d'appui aux WUAs

Poursuivre et renforcer les programmes en cours pour le renforcement des capacités des Cellules d’appui des GDAs (C/GDAs).

MA/DGGREE 2015/2016

B4- Les leaders et les staffs des AUEs(WUAs) connaissent leurs responsabilités et ont les compétences nécessaires pour assumer ces responsabilités.

N04030 N04042 N04050R

N04030: %tage du nombre de cessions réalisées / Nb. De cessions planifiées (2007) N04042: Nombre total de cessions de formation (leaders &staff WUAs) durant le PIM/IMT / nombre total des WUAS (PMH+GPI) N04050R: %tage du nombre des WUAs qui ont reçu une formation technique durant le PIM/IMT (92-2007) / nombre total des WUAs.

Renforcer les moyens des C/GDAs et impliquer progressivement d’autres acteurs dans l’appui des GDAs (Secteur privé/ ONGs).

MA/DGGREE/CRDA 2015-2017

B5 - Les formations en "comptabilité" (gestion financière) sont réalisées.

N05030 N05062 B05070

N05030: Pourcentage du nombre de jours de formation réalisé / au planifié (2007) N05062: %tage du nombre total des WUAs utilisant le système comptable / au nombre total des WUAs (PMH+GPI). B05070: Les comptes financiers des WUAs sont périodiquement audités par un personnel indépendant du Gouvernement???

Renforcer le rôle des contrôleurs des Finances, impliquer le secteur privé et renforcer le contrôle interne au niveau des AUEs

Gouverneur/ CRDA 2015

B6 - Le Gouvernement assure d'une manière efficace la régulation des fédérations des AUEs (WUAs) et assure leur promotion/ développement selon le plan prévu.

Elaborer et mettre en œuvre un programme Régional de promotion et de renforcement des capacités des Fédération d’AUEs

Gouverneur/CRDA 2015-2017





B8 - un système fonctionnel de S&E fournit les éléments nécessaires pour l'évaluation des AUEs et l'amélioration de leur performances.

Elaborer un Système de S&E

spécifique et pratique pour les AUEs

et intégrer seulement les indicateurs

pertinents dans le système Régional

et National.

MA/ DGGREE 2015

B9 - Un coût réduit des opérations d'E&M et une meilleure disponibilité de l'eau pour les AUEs (WUAs).

N09020 %tage des WUAs pour lesquelles les besoins en réhabilitation/améliorations ont été identifiés l'année dernière (2007) / au nombre total des WUAs (PMH+GPI)

Elaborer et mettre en œuvre un

programme complémentaire pour la

mise à niveau des Périmètres

transférés sans réhabilitation

adéquate

MA/ DGGREE 2015-2016-

2017

ANNEX 13: ACTION PLAN AT THE REGIONAL LEVEL (KAIROUAN, MONASTIR AND SOUSSE) - TUNISIA

Outcome Indicateur Description Action Proposée Responsabilité Délai d’exécution

A2- Le processus PIM/IMT a été intitutionnlisé aussi bien pour la planification que la mise en oeuvre

A2 / A02020R Degré de satisfaction de la coordination entre les acteurs impliqués dans le PIM/IMT??

Création d'un comité régional

pour l'eau ou conseil régional de

l'eau.

A court terme, il créer un comité

Régional pour la pérennisation

des Systèmes hydrauliques

M/ agriculture ;

CRDA.

Circulaire à établir

par le Gouverneur

2016.

2014

A3- Un plan Régional PIM/IMT est disponible et des ressouces humaines et financières adéquates lui ont été allouées.

A3/ M03033R M03040R M03033R: Montant Total (=>2007) par rapport Superficie totale transférée aux WUAs (GPPI&PMH) M03040R: %tage de l'effectif du personnel en 2007/ à 2006

Inscrire un budget spécifique

pour la formation et

l'encadrement des associations.

Création d’un Service spécialisé

indépendant d’appui des AUEs;

MA/ MF / CRDA

MA/ CRDA

2015

2016

A5 : L'agence d'exécution fonctionne efficacement selon un nouveau organigramme (adapté aux exiegences du PIM/IMT) et elle dispose d'une

A5/ M05090R %tage de diminution du staff E&M des PI à l'achèvement du processus(2007) par rapport à l'année de démarrage (1992)

Redéployer le Personnel CRDA 2015/2016





stratégie de mise en œuvre du PIM/IMT.

B2 - Les usagers de l'eau sont informés et sensibilisés sur le programme PIM/IMT

N02040R: Pourcentage du nombre de séances tenues par rapport à ce qui a été planifié (2007) N02060R: %tage des agriculteurs qui ont participé par rapport à ceux qui ont été ciblés

Renforcer les moyens humains et

matériels de la cellule d’appui des

GDAs (La demande est déjà faite

au Ministère).

MA/CRDA 2015/2016

B3 - Les AUEs (WUAs) sonr orientées et appuyées par les unités de promotion et de suivi des AUEs

N03042 Nb. De journées de formation/ agent d'appui aux WUAs

Poursuivre et renforcer les

programmes en cours pour le

renforcement des capacités des

Cellules d’appui des GDAs

(C/GDAs).

MA/DGGREE 2015/2016

B4 - Les leaders et les staffs des AUEs(WUAs) connaissent leurs responsabilités et ont les compétences nécessaires pour assumer ces responsabilités.

N04030, N04042 & N04050R

N04030: %tage du nombre de cessions réalisées / Nb. De cessions planifiées (2007) N04042: Nombre total de cessions de formation (leaders &staff WUAs) durant le PIM/IMT / nombre total des WUAS (PMH+GPI) N04050R: %tage du nombre des WUAs qui ont reçu une formation technique durant le PIM/IMT (92-2007) / nombre total des WUAs.

Renforcer les moyens des C/GDAs

et impliquer progressivement

d’autres acteurs dans l’appui des

GDAs (Secteur privé/ ONGs).

MA/DGGREE/CRDA 2015-2017

B5 - Les formations en "comptabilité" (gestion financière) sont réalisées.

N05030, N05062 & B05070 N05030: Pourcentage du nombre de jours de formation réalisé / au planifié N05062: %tage du nombre total des WUAs utilisant le système comptable / au nombre total des WUAs

Renforcer le rôle des contrôleurs

des Finances, impliquer le secteur

privé et renforcer le contrôle

interne au niveau des AUEs

Gouverneur/ CRDA 2015





(PMH+GPI). B05070: Les comptes financiers des WUAs sont périodiquement audités par un personnel indépendant du Gouvernement???

B6 - Le Gouvernement assure d'une manière efficace la régulation des fédérations des AUEs (WUAs) et assure leur promotion/développement selon le plan prévu.

Elaborer et mettre en œuvre un

programme Régional de

promotion et de renforcement

des capacités des Fédération

d’AUEs

Gouverneur/CRDA 2015-2017

B7 - Les AUEs (WUAs) sont financièrement autonomes

N07011R & N07021R N07011R: Nombre de WUAs pour lesquelles le taux de collecte des redevances est supérieur à 80% la dernière année (2007) N07021R: Nombre de WUAs pour lesquelles les coûts d'E&M sont totalement couverts par le montant des redevances collectées

Réviser les mécanismes de

recouvrement des dettes

relatives aux redevances d’eau

aussi bien au niveau des GDAS

qu’au niveau du CRDA

MA/ MF 2016

B8 - Un système fonctionnel de S&E fournit les éléments nécessaires pour l'évaluation des AUEs et l'amélioration de leur performances.

B08031, B08032 & N08030 B08031: Nombre de jours de formation réalisés au profit des leaders et staffs des WUAs en matière de S&E durant l'année dernière (2007)??? B08032: Nombre de jours de formation prévus au profit des leaders et staffs des WUAs en matière de S&E durant l'année dernière (2007)??? N08030: %tage du nombre de jours de formation (S&E) réalisés / nombre de jours

Elaborer un module spécifique

pour le suivi évaluation au niveau

des AUEs qui pourra être intégré

au système national (action en

cours dans le cadre de la mission

d’AT de la SCP financée par l’AFD)

Mission

SCP/DGGREE

2015





prévus l'année dernière (2007)

B9 - Un coût réduit des opérations d'E&M et une meilleure disponibilité de l'eau pour les AUEs (WUAs).

N09055 %tage du nombre des WUAs pour lesquelles les travaux ont été réalisés / nombre de WUAS pour lesquelles des travaux de réhabilitation ont été planifiés

Pourcentage des WUAs pour

lesquelles des travaux de

réhabilitation ont été effectués /

Nombre d’AUEs dont les

systèmes d’irrigation

nécessitaient une réhabilitation

au moment du transfert

DGGREE/ CIHEAM 2014

ANNEX 14: ACTION PLAN AT THE LOCAL LEVEL (BLED ABIDA (KAIROUANE), HEDLIA (MONASTIR) AND CHATT MARIAM (SOUSSE)) – TUNISIA

Outcome Indicateur Description Action Responsabilité Délai d’exécution Bled Abida

Hedhlia Chott Mériam

C1- L'AUE a été formellement établie

C01010bis le règlement intérieur de l'AUE est disponible.

Etablir un Règlement intérieur et le présenté à l'approbation du prochain AG

CA GDA avec l'appui de la CGDA

févr-15 Yes Yes

C2: L'AG fonctionne correctement et efficacement selon les règlements

C02020 Nombre d'AG tenues l'année dernière (2013)

Organiser l'AG CA GDA avec l'appui de la CGDA

févr-15 Yes

Tenir l’Assemblée Générale Bureau du GDA avec l’appui de la Cellule des GDAs du CRDA

févr-15 Yes

P02030 Taux de participation à la dernière assemblée générale

mise en œuvre d'un programme de sensibilisation au profit des bénéficiaires hommes et femmes pour qu'ils

l'ancien CA avec l'appui de la CGDA et les autorités locales

décembre 2014 et janvier 2015

Yes






participent à l'AG

P02040 Nombre de réunions tenues par le Bureau de l'AUE l'année dernière (2013)

sensibiliser les membres du CA sur l'importance de l'organisation des réunions périodiques

CGDA 2015 Yes

C02041 Nombre de réunions tenues par le Bureau de l'AUE l'année dernière (2013)

Sensibiliser les membres du Bureau du GDA et prévoir un nombre minimum de réunions du CA dans le règlement intérieur (par exemple une réunion par trimestre)

Bureau du GDA avec l’appui de la Cellule des GDAs du CRDA

A partir du 4ème trimestre 2014.

Yes

P02060 Taux de participation des femmes à la dernière AG.

Organiser des réunions de sensibilisation au profit des femmes afin de les encourager à participer à la prise décisions

Cellule des GDAs du CRDA avec implication d’ONGs locales.

A partir du 4ème trimestre 2015.

Yes Yes

P02060/C02063 Taux de participation des femmes à la dernière AG/Nombre de femmes membres du Bureau de l'AUE.

Organiser et mettre en œuvre une compagne de sensibilisation au profit des femmes pour les inciter à la participation aux AG et de présenter leur candidature aux élections du CA

CGDA 2015 Yes

C02070 Un comité d'audit (interne) a été établi au sein de l'AUE???

formé les Comité d'audit interne et améliorer leur compétences

CGDA avec l'appui des autorités locales

2015 Yes

C02080 Le rapport d'audit (interne) de l'année précédente a été approuvé par l'AG???

Organiser l'AG. il est à signaler que le rapport financier du GDA a été approuvé par l'auditeur

CA , les bénéficiaires avec l'appui de la CGDA avec l'appui du commissaire aux

févr-15 Yes






externe (commissaire aux comptes)

comptes

Former le Comité d'audit interne du GDA et améliorer ses compétences.

Cellule des GDAs du CRDA avec l’appui de l’AT SCP (AFD)

Au cours de l’année 2015.

Yes

C02090 Le rapport financier de l'AUE (pour l'année précédente) a été approuvé par l'AG???

Organiser rapidement l’AG et approuver le rapport financier des année 2013 et 2014.

Cellule des GDAs du CRDA avec l’appui de l’AT IGIP (KFW)

Début 2015, au plus tard.

Yes

C02100 Le Budget et le plan d'action annuel ont été approuvés par l'AG???

Selon le statut actuel le budget doit être approuvé par le Bureau du GDA et non par l'AG. Introduire une nouvelle disposition au niveau du règlement intérieur prévoyant la préparation du budget par le Bureau et son approbation par l’AG.

Cellule des GDAs du CRDA avec l’appui de l’AT IGIP (KFW)

Année 2015 Yes

C02110 Un comité chargé de la prévention et la gestion des conflits a été établi au sein de l'AUE???

proposer la création d'un comité de gestion et résolution des conflits lors du prochain AG

CA, avec l'appui de la CGDA et les autorités locales

fev, 2015 Yes Yes

Introduire une nouvelle disposition au niveau du règlement intérieur prévoyant la mise en place d’un comité de résolution des conflits (relevant directement de l’AG et indépendant du Bureau).

Yes






C02120 Le rapport annuel du comité de résolution des conflits a été approuvé par l'AG

formation, encadrement et assistance au profit du comité après sa création en matière de gestion de conflits et médiation

CGDA durant toute l'année 2015

Yes Yes

C4: La distribution de l'eau est assurée d'une manière régulière dans le respect des tours d'eau/quotas

P04010 Ratio période recommandée / période effective constatée

Sensibiliser les exploitants à respecter l'assolement et la vocation initiale du Périmètre irrigué recommandés par les Services techniques du CRDA.

CRDA : S PA et S vulgarisation.

Début2015. Yes

C04061 Pourcentage des exploitants qui sont satisfaits de l'uniformité du débit entre les différentes prises (échantillon de 30 exploitants)

Engager une évaluation de l'homogénéité de débit entre les secteurs et les bornes et sensibiliser les agriculteurs à l'importance des limiteurs de débits

CA avec l'appui de l'AEPI et de la CGDA

2015 Yes Yes

C5: Un service de l'eau de meilleure qualité et plus efficient et une maintenance plus efficace après le transfert.

C05020 Le guide de maintenance du système d'irrigation a été préparé et il est utilisé par l'AUE???

1- élaboration d'un manuel d'exploitation et d'entretien spécifique au PPI, 2- Formation et encadrement du CA et du personnel du GDA en la matière,

AEPI, CGDA 2015 Yes

P05080 Pourcentage du coût de la maintenance réalisée / coût prévu

Sensibiliser le Bureau du GDA sur l'entretien selon les normes ; Veiller au respect du contrat de transfert par le GDA ; Appuyer le GDA à faire le diagnostic annuel du système d'eau.

Cellule des GDAs avec l’appui des Services E&M des Périmètres irrigués

Déc. 2014 Yes






organiser des sessions de formation au profit du DT et des membres du CA en matière d'élaboration du budget et la réalisation de l'entretien préventif et curatif du système d'irrigation

CGDA et AEPI 2015 Yes

C6: Un meilleur contrôle de toutes les activités techniques et fiancières après le tranfert

P06091 Montant des dépenses effectuées au titre de la maintenance l'année dernière par hectare irrigable

1-appui au GDA pour l'élaboration d'un programme de maintenance préventive et curative, 2- inviter et encadrer le GDA et son personnel dans l'exécution de programme d'entretien,


P06050/P06070 Montant des dépenses réelles par hectare irrigable/Coût réel du m3 d'eau fournis en tête du réseau

améliorer la qualité des prévisions budgétaire : organiser une session de formation sur l'approche d'établissement du budget de GDA en tenant comptes de la variation des volumes d'eau disponibles,

CGDA avec l'appui de l'AEPI

déc-14 Yes Yes

P06070 Coût réel du m3 d'eau fournis en tête du réseau

Amélioration des prévisions budgétaires (formation et encadrement du GDA) 1-appui au GDA pour l'élaboration d'un programme de maintenance préventive et curative, 2- inviter et encadrer le GDA et son personnel dans l'exécution de programme







d'entretien,

P06092 Montant moyen des dépenses effectuées au titre de la maintenance durant l'année dernière par hectare irrigable

Sensibiliser le Bureau du GDA sur l'entretien selon les normes ; Veiller au respect du contrat de transfert par le GDA ; Appuyer le GDA à faire le diagnostic annuel du système d'eau.

Cellule des GDAs avec l’appui des Services E&M des Périmètres irrigués

Déc. 2014 Yes

C7: Le niveau (qualité) du service fourni est amélioré après le transfert

C07020 L'AUE dispose d'une politique de recrutement (et d'une politique salariale)???

Mise en œuvre du concept de professionnalisation des GDA déjà discuté est validée en 2013,

CGDA, AEPI et assistance technique

2015 Yes

C07040 Un système de communication avec les usagers est en place et fonctionnel (affiches, SMS,GSM, etc…)

Formation et encadrement des membres du bureau du GDA et des usagers en matière de communication et gestion des conflits

Cellule GDAs et AT IGIP (KFW)

Déc. 2015 Yes

C07050 l'AUE organise des sessions de formation pour les exploitants???

formation et encadrement du GDA en matière de communication, gestion des conflits

CGDA et AEPI déc-15 Yes

C8: Les coûts d'E&M ont été réduits après le transfert

C08052 Coût de maintenance recommandé par hectare (1% du coût d'investissement)

organiser des sessions de formation au profit des membres du CA et du personnel du GDA en matière de maintenance du

AEPI- service maintenance et CGDA

2015 Yes






réseau d'irrigation

P08052 Ratio du cout moyen effectif de la maintenance (sur 5 ans) sur le cout moyen recommandé

1-appui au GDA pour l'élaboration d'un programme de maintenance préventive et curative, 2- inviter et encadrer le GDA et son personnel dans l'exécution de programme d'entretien,


C9: Meilleures opportunités pour l'amélioration des performances de l'AUE après le transfert

C09010 L'AUE dispose de son propre système de S&E????

l'adaptation des modules (C et D) consacrés à l'évaluation des GDA et la formation des

CGDA avec l'appui SDPGH, le SWIM SM et le CIHEAM

2015/2016 Yes

C09024 L'AUE produit un rapport annuel présentant et analysant les résultats du système de S&E???

l'adaptation des modules (C et D) consacrés à l'évaluation des GDA et la formation des

CGDA avec l'appui SDPGH, le SWIM SM et le CIHEAM

2015/2016 Yes

Appuyer le GDA à mettre en place un système de S&E « sur mesure » tout en l’intégrant avec le modèle SWIM. Former les membres du bureau du GDA à l'utilisation du système en cours d'élaboration avec le SWIM et les encadrer en matière d'analyse des résultats et leur valorisation pour les prises de décision.

Cellule des GDAs avec l’appui du Service d’E&M des périmètres irrigués du CRDA

Déc. 2015 Yes

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