Water for Africa through Leadership and Institutional Support ...

The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development of the United States Government.

WATER FOR AFRICA THROUGH LEADERSHIP AND INSTITUTIONAL SUPPORT YEAR 3 ANNUAL REPORT: 1 OCTOBER 2017 – 30 SEPTEMBER 2018 YEAR 4 WORK PLAN: 1 OCTOBER 2018 – 30 SEPTEMBER 2019

JULIA EIGNER FOR USAID WALIS

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Program Title: Water for Africa through Leadership and Institutional Support (WALIS)

Sponsoring USAID Office: Bureau for Africa’s Office of Sustainable Development

Contract Number: AID-OAA-I-14-00049

Task Order Number: AID-OAA-TO-15-00034

Period of Performance: September 25, 2015–September 24, 2020

Contracting Officer: Jamie Raile

COR: Amanda Robertson

Ceiling Price: $12,383,704

Obligated Amount: $10,900,000

Contractor: DAI Global, LLC

Date of Publication: October 18, 2018

Authors: WALIS Team

Images: Julia Eigner / USAID WALIS

Submitted by: Richard Rapier, Chief of Party Water for Africa through Leadership and Institutional Support (WALIS) DAI Global, LLC 1440 G Street, NW Washington, DC 20005, USA [email protected] Telephone: 301.771.7600 www.dai.com

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CONTENTS

TABLES AND FIGURES VI ABBREVIATIONS AND ACRONYMS ..................................................................................................................... VII

YEAR THREE ANNUAL REPORT 1 PROJECT BACKGROUND ............................................................................................................................................ 1 EXECUTIVE SUMMARY .................................................................................................................................................. 1 KEY ACCOMPLISHMENTS ............................................................................................................................................ 2 TECHNICAL ACTIVITIES ............................................................................................................................................... 7 PROGRAM ADMINISTRATION ................................................................................................................................. 24

YEAR FOUR WORK PLAN 29 GOALS AND MISSION ................................................................................................................................................. 29 IMPLEMENTATION STRATEGY ................................................................................................................................ 29 STAKEHOLDER ENGAGEMENT AND OUTREACH .......................................................................................... 30 SUMMARY OF ACTIVITIES.......................................................................................................................................... 33 TECHNICAL ACTIVITIES ............................................................................................................................................. 36

ACTIVITY 1: IMPROVING WASH EVIDENCE-BASED DECISION-MAKING PROGRAM ................ 36 ACTIVITY 2: LEADERSHIP AND INSTITUTIONAL SUPPORT FOR REGIONAL ORGANIZATIONS ................................................................................................................................................. 37 ACTIVITY 3: STAKEHOLDER ENGAGEMENT AND THOUGHT LEADERSHIP ............................... 39

PROJECT MANAGEMENT ........................................................................................................................................... 40 GRANTS ............................................................................................................................................................................ 43 DELIVERABLES ................................................................................................................................................................ 43

MONITORING, EVALUATION, AND LEARNING PLAN 44

ANNEX A: WALIS MEL MONITORING TABLES 45

ANNEX B: SUCCESS STORY 50

ANNEX C: WALIS PROPOSED YEAR FOUR ACTIVITY SHEETS 52

ANNEX D: PROGRAM IMPLEMENTATION PLAN 76

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TABLES AND FIGURES TABLES

TABLE I: SUMMARY OF IWED COUNTRY ACTIVITIES BY COHORT ............................................................................. 8 TABLE 2: YEAR 4 STAKEHOLDER AND LEARNING EVENTS ........................................................................................... 33 TABLE 3: SUMMARY OF YEAR 4 ACTIVITIES ............................................................................................................................ 35

FIGURES

FIGURE 1: REGIONAL SCOPE OF PARTNERS INVOLVED IN SINAS ................................................................................. 3 FIGURE 2. YEAR 3 PROJECT MILESTONES BY QUARTERS ................................................................................................... 6 FIGURE 3: IWED COUNTRIES .......................................................................................................................................................... 7 FIGURE 3: SYSTEM ARCHITECTURE OF SINAS ....................................................................................................................... 12 FIGURE 5: CHARACTERISTICS OF THE ODK FORMS – INFOGRAPHICS TO AID IN MULITIPLE CHOICE QUESTIONS .......................................................................................................................................................................................... 13 FIGURE 6: UNITÉS DE GESTION ET DE PLANIFICATION IN SENEGAL ........................................................................ 15 FIGURE 7: WASH WEB PORTAL FOR TANZANIA................................................................................................................. 16 FIGURE 8: THE WALIS APPROACH ............................................................................................................................................. 30 FIGURE 9: KEY COMPONENTS OF THE WALIS STAKEHOLDER ENGAGEMENT APPROACH .......................... 32 FIGURE 10: UPDATED RESULTS FRAMEWORK ...................................................................................................................... 34 FIGURE 11: IWED DEVELOPMENT & IMPLEMENTATION IN YEAR 4 ............................................................................ 36 FIGURE 12: AMCOW SPIRAL OF SUSTAINBILITY ................................................................................................................. 38 FIGURE 13: WALIS TEAM ORGANIZATION CHART ........................................................................................................... 42

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ABBREVIATIONS AND ACRONYMS

ADS Automated Directives System AfDB African Development Bank AfWA African Water Association AITF AfricaSan International Task Force AMCOW African Ministers’ Council on Water AOS AMCOW Operational Strategy ASA African Sanitation Academy BMGF The Bill and Melinda Gates Foundation BPOR Budgeted Programs by Regional Objective CAWST Centre for Affordable Water and Sanitation Technology CCSPEA Coordination and Monitoring Unit of Water and Sanitation Programs (Ministry of

Hydraulics and Sanitation-MHS) CFA Chief of Finance and Administration CKM USAID’s Water Communications and Knowledge Management Project COP Chief of Party COR Contracting Officer’s Representative DCOP Deputy Chief of Party DEC Development Experience Clearinghouse DNAAS National Directorate of Water Supply and Sanitation of Mozambique Eawag Eidgenössische Anstalt für Wasserversorgung, Abwasserreinigung und Gewässerschutz

(Swiss Federal Institute of Aquatic Science and Technology) EOI Expression of Interest EXCO AMCOW’s Executive Committee GLAAS Global Analysis and Assessment of Sanitation and Drinking-Water IDIQ Indefinite Delivery Indefinite Quantity IR Intermediate Results IWA The International Water Association IWED Improving WASH Evidence-Based Decision-Making Program JSR Joint Sector Review MEL Monitoring, Evaluation, and Learning MHS Ministry of Hydraulics and Sanitation (Senegal) MOU Memorandum of Understanding MOHCDGEC Ministry of Health, Community Development, Gender, Elderly, and Children (Tanzania) MOWIE Ministry of Water, Irrigation, and Electricity (Ethiopia) MSWR Ministry of Sanitation and Water Resources (Ghana) NSMIS National Sanitation Management Information System ODK Open Data Kit OSS Organizational Strengthening Support PMP Performance Monitoring Plan POC Point of Contact RFP Request for Proposals SDGs Sustainable Development Goals SINAS National Water and Sanitation Information System (Mozambique)

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SIS Sector Information System (Ghana) SML Subcommittee on Monitoring and Learning SOW Scope of Work SWA Sanitation and Water for All TAMIS Technical and Administrative Management Information System UNC University of North Carolina at Chapel Hill UNICEF United Nations International Children's Emergency Fund USAID United States Agency for International Development WADI Water and Development Indefinite Delivery Indefinite Quantity WALIS Water for Africa through Leadership and Institutional Support WASH Water, Sanitation, and Hygiene WASSMO Pan African Water Supply and Sanitation Monitoring and Reporting Platform WEMB Oromia Water, Energy and Mines Bureau (Ethiopia) WSSCC Water Supply and Sanitation Collaborative Council

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YEAR THREE ANNUAL REPORT

PROJECT BACKGROUND

The Water for Africa through Leadership and Institutional Support (WALIS) Program reflects the U.S. Agency for International Development (USAID)’s latest thinking on achieving transformative improvements in access to clean water and improved sanitation. The program runs from September 25, 2015 to September 24, 2020 and has an estimated maximum total funding amount (ceiling) of $12,383,704. WALIS is implemented by DAI Global LLC.

This five-year initiative, awarded under the Water and Development IDIQ (WADI) contract, aims to bolster the ability of African leaders, donors, and stakeholders to better use existing data and analyses to shape national water, sanitation, and hygiene (WASH) policy, planning, and budgets to achieve the Sustainable Development Goals (SDGs). WALIS will accomplish this through the following four core task areas:

Task 1: Develop, monitor, and analyze sound sector data;

Task 2: Engage in targeted research and pilot activities around identified sector constraints;

Task 3: Strengthen country systems to develop informed policy and improve sector planning toward sustainable WASH services; and,

Task 4: Increase the capacity required to support improved collection and use of sector knowledge.

Consistent with these task areas, the following three Intermediate Results (IRs) are expected of WALIS:

WASH Policy and Governance: Foster transparent WASH sector multi-stakeholder leadership for evidence-based decision-making processes and better governance;

Monitoring: Strengthen capacity of regional and national institutions for WASH sector monitoring, evaluation, and reporting; and,

Learning and Knowledge Sharing: Increase levels of coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning among institutions within the African WASH sector.

EXECUTIVE SUMMARY

This document presents results for the third project year: the period from September 30, 2017 to September 30, 2018, providing greater details for Quarter 4, Federal Fiscal Year 2018 (Q4 FY18). The implementation of Year 3 activities was guided by the Year 3 Work Plan per the requirements of Section C of the WALIS Task Order. During Q4 FY18 the WALIS Project Team, hereafter “the Team,” continued the implementation of the Year 3 Work Plan achieving measurable progress and solidifying the key relationships necessary to achieve project objectives. The Team continued engaging stakeholders including USAID country and regional missions, regional initiatives, multi-lateral and bi-lateral development partners, non-governmental organizations, and national government agencies.

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KEY ACCOMPLISHMENTS

During the third-year substantive progress was made on the Improving WASH Evidence-based Decision-making (IWED) program and it’s AfricaSan and African Ministers’ Council on Water (AMCOW) related monitoring and capacity building activities. The Team also relocated its project office from Bethesda, MD to Washington, D.C., hired a long-term WASH Specialist in Dakar, Senegal, and replaced departing staff on an as needed basis. Finally, the Team continued building strong relationships with USAID mission colleagues, as well as regional and country-level partners to achieve activity goals through two overall mechanisms.

Activity 1: Improving WASH Evidence-based Decision-making

The Team continued implementation of the demand-driven IWED activities in Ethiopia, Tanzania, and Mozambique activities, and proceeded with development of the Ghana and Senegal requests for proposals from prospective local implementing partners.

Activity 1(A): Ethiopia’s Ministry of Water, Irrigation and Electricity (MOWIE) is WALIS’s counterpart under the “Improving Knowledge Management of MOWIE at National and Sub-national Levels” IWED activity. In Year 3, the activity advanced from Automated Directives System (ADS) 201 (USAID Operational Policy) concurrence after the local implementing partner was selected in the first quarter to implementing its data collection to map existing knowledge management data flows to inform the KM system design. The activity has proceeded slower than anticipated due to procurement of in-country IT expertise. That said, the local implementing partner has worked well with MOWIE and the Oromia Water, Minerals, and Energy Bureau (WMEB) via a close and collaborative approach.

Activity 1(B): Ghana’s Ministry of Sanitation and Water Resources (MSWR) is WALIS’s counterpart under the “Improve Data harmonization within the Ghana WASH sector” IWED activity. In Year 3, the ADS 201 concurrence preceded the receipt of the concept note per USAID/Ghana guidance, but was quickly followed by an updated concept note from MSWR. WALIS convened the technical evaluation committee to appraise the concept note and move toward full development of the concept paper by Q2. With the concept paper in hand, WALIS completed its due diligence review and advanced to procurement of a local implementing partner with the release of the Request for Proposals (RFP) on September 3, 2018. Proposals were due October 1, 2018 (Q1 FY19).

Activity 1(C): The Madagascar IWED activity was completed in FY17 and the subcontract with the local implementing partner ended on January 31, 2018. WALIS worked with the Ministry of Water, Sanitation and Hygiene to implement the “Budgeted Programs by Regional Objective” (BPOR) process to support development of a long term sectoral WASH program for five regional WASH Directorates. In November 2017, the General Director of the Ministry of Water, Energy and Hydrocarbons certified the BPOR documents for the 22 Madagascar’s regions. As a result, the BPOR process improved the WASH services development planning model and financial planning model. The Ministry is currently finalizing the website’s parameters to secure the database. WALIS shared the final activity report with USAID Madagascar.


Activity 1(D): Mozambique’s National Directorate of Water Supply and Sanitation (DNAAS) is WALIS’s counterpart under the “Development of National Water and Sanitation Information System (SINAS)” IWED activity. In Year 3, WALIS kicked off implementation of the activity at the beginning of December 2017. The local implementing partner rapidly identified the need to update the SINAS architecture to better accommodate the organization and upload of data as well as the interoperability of the entire system. Although this delay slowed implementation in Q2 to accommodate the design, contract modifications, and procurement necessary to update the central database, the local implementing partner and DNAAS quickly advanced implementation to develop mobile data collection and ODK tools, purchase tablets for field surveys and complete training of district staff to complete field surveys with the new tools. A sign of achieving additional scale beyond WALIS’s geographic scope was realized when non-USAID donor support led to expanding M-SINAS (the mobile platform) in other districts and provinces. This represented a consensus among donors on a single WASH monitoring system and tools, methodology, and scale-up nationally.

Activity 1(E): Senegal’s Ministry of Hydraulic and Sanitation (MHS), Coordination and Monitoring Unit of Water and Sanitation Programs (CCSPEA) is WALIS’s counterpart under the “Development of Information and Monitoring System Initiative for Water, Hygiene and Health Sector in Senegal” IWED activity. In Year 3, WALIS reengaged with USAID/Senegal and CCSPEA to encourage a new concept note. By February, CCSPEA had submitted a revised concept note that was evaluated by WALIS at which time WALIS recommended scaling back the four activities to a single activity due to the added complexity of four technically distinctive activities as well as procurement and schedule risks. Ultimately, a second activity was kept in the approved scope of work that moved to procurement in Q4. On September 17, 2018 the RFP was released. Proposals are due October 16, 2018 (Q1 FY19).

Activity 1(F): Tanzania’s Ministry of Health, Community Development, Gender Elderly and Children (MOHCDGEC) is WALIS’s counterpart under the “Roll out of the National Sanitation Management Information System (NSMIS)” IWED activity. In Year 3, the activity advanced with procurement completed and activity kick-off in January 2018. In Q3 the local implementing partner began an analysis of the NSMIS as part of a broader “information needs assessment.” Data cleaning tasks and procurement for the printing of the 16,000 registers were completed while other tasks including the fielding of the embedded ICT staff in the ministry moved more slowly. By the beginning of September, the prototype of the National WASH Web Portal was

FIGURE 1: REGIONAL SCOPE OF PARTNERS INVOLVED IN SINAS


completed. Overall, the activity has proceeded slower than anticipated due to procurement of in-country IT expertise. That said, the local implementing partner has worked well with MHCDGEC and is seeking to get back on pace and schedule with its work plan.

Activity 2: Leadership and Institutional Support for Regional Organizations

Activity 2(A): AMCOW Organizational Strengthening Support (OSS). Starting in Q1 of Year 3, WALIS was key in providing the technical assistance to develop AMCOW’s new 2018-2030 Strategy. Accompanying this support was also technical assistance to update and revise the Secretariat’s Staff and Finance Rules and Regulations (i.e., policies and procedures). Also, in Q1 The WALIS COP and Project Coordinator attended AMCOW’s 15- Year anniversary meeting and the Executive Committee (EXCO)/Technical Advisory Committee (TAC) and Strategic Dialogue meetings in Abuja, Nigeria held on November 27th - 30th, 2017. The 2018-2030 Strategy was approved by the EXCO on the condition that a new strategic priority on Gender Equity and Youth Mainstreaming be added to the strategy. Throughout Q2 and into Q3, further consultation rounds on the strategy were required to ensure full buy-in from AMCOW’s Technical Advisory Committee leading to approval of the strategy by the AMCOW President in May 2018. WALIS supported the translation of the Strategy into all official African Union languages and developed a marketing pamphlet highlighting the key elements of the new strategy. At the end of June, the WALIS OSS grant supported Chief of Finance and Administration (CFA) for AMCOW began work. The strategy and the filling of the CFA position are key to future organizational strengthening tasks planned for Year 4 and beyond. In Q4, WALIS assembled a team of technical experts from DAI/Nigeria, hired the OSS Team Lead and a consultant to develop the five-year operational strategy, and resumed supporting OSS grant activities. Finally, WALIS modified AMCOW’s grant to realign its budget and extend the grant to March 2020 with USAID’s approval.

Activity 2(B): The AfricaSan Monitoring and Leadership Support progressed from design to issuance of a grant to AMCOW in June 2018 and on to support for a series of country and regional meetings in support of baseline monitoring and evaluation of country progress against the Ngor Commitments on Sanitation and Hygiene for Africa. Starting in Q1, WALIS procured strategic advisory technical assistance services to support the AfricaSan International Task Force’s (AITF) Subcommittee on Monitoring and Learning (SML) on which WALIS served a leading support role in partnership with UNICEF and AMCOW. WALIS’s technical assistance supported the development of updated Ngor Commitment indicators and development of the country baseline methodology instructions. By Q2, the new indicators and reporting methodology was piloted in Kenya and Nigeria wrapping up the pilot phase at the beginning of Q3 in Senegal. Shortly afterwards, WALIS lent strong support to AMCOW to host eight webinars (four French and four in English) to train country sanitation focal points to enter data into the Pan African Water Supply and Sanitation Monitoring and Reporting Platform (the WASSMO). The grant to AMCOW supporting the activity in part began expending funds in earnest with the start of the AfricaSan Monitoring Support Officer in Q4. By September, AMCOW had received 39 country reports. These reports were further analyzed by WALIS and their results were used during the AfricaSan sub-regional meetings in East and Southern Africa. Finally, planning for the AfricaSan5/Faecal Sludge Management5 Conference began. The conference will take place February 18-22, 2019 in Cape Town, South Africa.

ACTIVITY 3: Stakeholder Engagement and Thought Leadership

WALIS started out Year 3 providing technical assistance support to Sanitation and Water for All’s (SWA) Country Processes Working Group to complete a Madagascar case study on SWA’s Framework


operationalization. In addition, WALIS developed and presented a multi-country case study synthesis in October and November 2018.

In December, WALIS co-hosted a “Morning Coffee and Discussion Forum” in partnership with the USAID funded Sustainable WASH Systems Learning Partnership to discuss research on “Learning what works and moving from successful WASH infrastructure projects to sustainable WASH services – doing our work differently to achieve the SDGs.” In the same month, WALIS’ Global Waters Microsite went live (https://www.globalwaters.org/walis).

In the Spring, WALIS participated in the Reinforcing Capacity of African Sanitation Operators on Non-sewer and Faecal Sludge Management Systems through peer-to-peer Learning Partnerships Year 2 Evaluation Workshop. This workshop launched an effort to coordinate with BMGF grant recipients, the Swiss Federal Institute of Aquatic Science and Technology (Eawag), the Centre for Affordable Water and Sanitation Technology (CAWST), and allied consultants regarding support to regional Partner Training Institutions (PTIs) for business planning to integrated recommendations of the WALIS led African Sanitation Academy Market Research and Feasibility Study. Later in the Spring, WALIS held another discussion forum by partnering with the USAID WASH Finance project.

In July, WALIS was selected to convene Africa Water Week Sub-theme 2: “Choices, Approaches, and Actions for Safely Managed Sanitation in Africa by 2030.” WALIS distributed a call for session conveners, gathered session proposals, and assembled a line-up of sessions for the Sub-theme in close coordination with the conference organizer, AMCOW.

At the end of August, WALIS convened a Showcase Event at World Water Week in Stockholm, Sweden in partnership with UNICEF, AMCOW, the Africa Water Association (AfWA), and the African Development Bank (AfDB). While at World Water Week, the WALIS COP and the Executive Secretary of AMCOW interviewed with the USAID Communications and Knowledge Management Senior Communications Specialist for a USAID Global Waters Radio podcast episode. The podcast episode was edited, reviewed, and released. http://globalwatersradio.blubrry.net/2018/09/26/canisius-kanangire-and-richard-rapier-on-strategic-planning-for-africas-water-and-sanitation-sectors/. Finally, WALIS developed three new thought leadership concept notes to be further developed in Year 4.

Major milestones achieved during the third year of the project are illustrated by quarter in Figure 2: Year 3 Project Timeline. In the Year 3 Work Plan WALIS presented results in five of its six annual targets exceeding set annual target for four indicators (please see Annex A).

https://www.globalwaters.org/walis

http://globalwatersradio.blubrry.net/2018/09/26/canisius-kanangire-and-richard-rapier-on-strategic-planning-for-africas-water-and-sanitation-sectors/



FIGURE 2. YEAR 3 PROJECT MILESTONES BY QUARTERS

AMCOW Support • Strategy & other

policies & procedures approved;

• AfricaSan technical expertise secured.

IWED Selects IPs in East Africa • Madagascar

completed; • Mozambique

kicks-off; • Local IPs for

Ethiopia & Tanzania selected.

Thought Leadership • SWA Framework

Study; • Winter

Discussion Forum.

IWED Kicks off in East Africa & Concepts in West Africa Refined • Local IPs for

Ethiopia & Tanzania kick-off work;

• Senegal and Ghana concepts undergo appraisal.

AMCOW Support • Country pilot

meetings held in Kenya & Nigeria;

• Indicators & guidance developed.

IWED Kicks off in East Africa & Concepts in West Africa Refined • Local IPs for

Ethiopia & Tanzania kick-off work;

• Senegal and Ghana concepts undergo appraisal.

AMCOW Support • Strategy

translated into 3 more languages;

• WALIS supported AMCOW Chief of Finance & Administration begins work;

• AfricaSan country pilot held in Senegal & eight webinars for all countries held.

Engagement • WALIS’s USAID

stakeholder updates grow;

• Discussions with Eawag on ASA collaboration follow-on began.

IWED Expands • Cohort 2 RFPs

released for Ghana & Senegal;

• Ethiopia & Tanzania activities progress slowly.

• An expanded Mozambique accelerates & scales.

AMCOW Support • HR, Finances,

Risk Mgmt. focus; • Grant modified &

extended; • AfricaSan sub-

regional meetings held in Kenya & South Africa.

Engagement • World Water

Week; • New WALIS

Podcast episode.

Q1

Q2

Q4

Q3


TECHNICAL ACTIVITIES

To identify demand-driven, country-led initiatives WALIS developed a call for Expressions of Interest for strategic support to government WASH agencies in sub-Saharan African country governments in Year 1. Eight countries were requested to submit Expressions of Interest in the form of concept notes under the IWED program. Seven government ministries of the eight countries submitted concept notes and went through a technical review process conducted by USAID Washington D.C., USAID Country and Regional Missions, the WALIS Team, and AMCOW. Following the review process, all seven concept notes were advanced to Phase II for further due diligence and possible funding by requesting full concept papers from these countries. Concept papers were received from Madagascar, Mozambique, Tanzania and Ethiopia and with further support from the Team the activities moved to implementation phase during Year 2. As WALIS did not receive full concept papers from Ghana and Senegal, a second cohort was created to allow these applicants to revise their concept notes in Q4 FY17 and Q1/Q2 FY18. The seventh country, the Democratic Republic of Congo was placed on indefinite hold. Figure 3 illustrates the current six IWED countries. Countries in blue represent the first cohort, and countries in red represent the planned second cohort.

FIGURE 3: IWED COUNTRIES

ACTIVITY 1: IMPROVING WASH EVIDENCE-BASED DECISION-MAKING PROGRAM

IWED Cohort 1 Countries

IWED Cohort 2 Countries

AMCOW Regions

Senegal Ethiopia

Tanzania

Madagascar

Mozambique

Ghana


Table 1 presents proposed IWED activities and government counterparts in each country by cohort. In Q4 the Team worked closely with the Cohort 2 government counterparts on their IWED activity concepts and adjusted them as needed during due diligence to be compliant with USAID/WALIS requirements. In Q4 the Team issued two requests for proposals from prospective local implementing partners in the Cohort 2 countries. As with Cohort 1, the funding for IWED activities are commensurate with appropriately designed initiatives that result in outcomes consistent with activity objectives. Over the course of Year 3, the Team focused on start-up and implementation. This included preparation in Q4 for sharing lessons learned planned for early Year 4 at the bi-annual Africa Water Week and the University of North Carolina’s Water Institute’s annual Water and Health Conference.

TABLE I: SUMMARY OF IWED COUNTRY ACTIVITIES BY COHORT

COUNTRY ACTIVITY COUNTERPART

FIRST COHORT

Ethiopia Improving knowledge management of the Ethiopia’s MOWIE at national and regional levels

Ministry of Water, Irrigation, and Electricity

Madagascar Develop budgeted regional WASH programs Ministry of Water, Sanitation, and Hygiene

Mozambique Financing the development of SINAS Ministry of Public Works, Housing and Water Recourses

Tanzania Roll out of the NSMIS Ministry of Health, Community Development, Gender Elderly and Children

SECOND COHORT

Ghana Develop ICT linkages between the SIS and management systems of the various WASH implementing agencies

Ministry of Sanitation and Water Resources

Senegal Improve monitoring of IWRM indicators for SDG 6 and development of an asset monitoring system for public sanitation facilities

Ministry of Hydraulics and Sanitation, Coordination and Monitoring Unit of Water and Sanitation Programs

Further details on IWED Program activities are presented below as sequenced in the Year 3 Work Plan:

Activity 1(A): Ethiopia

The IWED Ethiopia activity is improving knowledge management (KM) in the WASH sector, with special emphasis on MOWIE’s internal KM systems at a national and sub-national level. The results of the intervention will also facilitate the transfer of information to sector stakeholders for the purposes of sector management, planning, policy formation and decision-making at all levels. With the IWED activity WALIS will develop protocols, procedures, workflows and will setup the proper infrastructure for KM. Accompanying these improvements to systematize KM will be capacity-building of government staff and those that interact with the system at the national and regional levels (i.e., Oromia Water, Mineral, and Energy Bureau - WMEB).


In Q1, WALIS received ADS 201 concurrence from USAID Ethiopia in November. The Team continued negotiations with the apparent winner with the aim to receive USAID consent to subcontract and begin implementation in Q2, FY18.

In January of Q2 WALIS received USAID consent to subcontract and finalized negotiations with the WaterAid America in early February. On February 20, 2018, WALIS with its local implementing partner, WaterAid held a kick-off meeting in Addis Ababa to mark the beginning of the implementation phase.

In Q3, WaterAid held an inception meeting on April 30th. The meeting informed stakeholders of the objective and targets of the activity. The meeting also aimed to reach a common understanding on how the activity would improve existing KM systems within MOWIE and the Oromia WMEB. The meeting was attended by 32 participants who had in-depth discussions on how information/knowledge is generated and shared at all levels, and what the gaps are in storing knowledge and sharing learning. Afterwards, WaterAid completed an IT assessment to identify gaps in the current KM tools and practices. With the results of the assessment, a procurement was launched to secure an IT firm to manage the IT component of the activity. By the end of the quarter, WaterAid was working to hire KM and data collection technical experts.

Q4 Progress and Accomplishments. WaterAid updated the project workplan and hired a Knowledge Management Specialist, a Learning and Knowledge Advisor, and data collectors. Further, they selected a technically qualified ICT consultancy company to help improve MOWIE and Oromia WMEB ICT infrastructure. WaterAid worked with the MOWIE and the Oromia WMEB and collected data via key informant interviews to map existing knowledge management data flows so they could be redesigned. WALIS staff completed a field visit with WaterAid, government counterparts, USAID, and donor funded WASH programs providing technical and management support.

Detailed Q4 progress and results are provided in the points below:

In July, WaterAid released a request for proposals to procure a second-tier subcontractor to support the implementation of the IT component of the activity. They advertised and interviewed candidates for three KM data collectors with the aim to conclude the recruitment process by the end of July. The data collectors are to comb through the last five years of relevant sector documents for scanning, codifying, and storing in the KM system. They also worked on guidelines to conduct the qualitative data collection and key informant interviews. By the end of the month, WaterAid organized a meeting with MOWIE, WMEB, and the water working group coordination secretariat to present the data collection process of knowledge management products and identify ways to support staff in charge of this task.

In August, WaterAid prepared data collection tools and guidance for knowledge management key informant interviews scheduled with the MOWIE and the Oromia WMEB. These interviews constituted the first step in mapping and redesigning knowledge management workflows at MOWIE and Oromia WMEB. WALIS’s DCOP and WASH advisor met with USAID staff in Washington, D.C. on August 7, 2018 to discuss work progress under the IWED Ethiopia activity and important upcoming milestones. By mid-month, WaterAid completed the development of guidelines to conduct key informant interviews related to knowledge management practices and scheduled meetings with concerned staff from the MOWIE and the Oromia WMEB on August 17. That same week, the second-tier IT subcontractor was selected by WaterAid. By the end of


the month WaterAid conducted a two-day KM training for 31 participants from MOWIE and Oromia WMEB. The training provided opportunities for experts from MOWIE and Oromia WMEB to examine the barriers to learning and knowledge flow in their respective organizations and recommend improvements. Meanwhile, a team of eight experts was engaged to redesign KM processes and protocols. In parallel, the team continues the key informant interviews in different departments of MOWIE and the Oromia WMEB that will inform the development of the new protocols.

In September, the key informant interviews with staff from MOWIE and the Oromia WMEB continued. A one-day training for the data collectors was held on September 13, 2018 to present the structure of MOWIE and the Oromia WMEB. During the week of September 17, the WALIS ICT expert and WASH Advisor conducted a one-week visit to Ethiopia to meet with WaterAid and focal points at the MOWIE and the Oromia WMEB. The meeting reviewed progress to date, the process to develop KM protocols for MOWIE and the Oromia WMEB, and the upcoming ICT detailed assessment. Focal points in both beneficiary institutions agreed on the proposed approach to develop these protocols. They requested that the ICT team provide different technical options to allow them to make an informed decision based on their internal policies and procedures. WALIS prepared a report following the trip including a summary of major findings and recommendations.

Activity 1(B): Ghana

The main objective of the IWED Ghana activity is to improve the monitoring of the WASH sector in Ghana by providing timely and accurate data from the local level to MSWR at the central level, and the generation of sector indicators and reports for evidence-based decision making, policy planning, and global reporting. Within this broad objective the activity seeks to accomplish a) the development and implementation of standard WASH data collection, management and reporting at the local, regional and central level with an institutionalized data flow across these different levels; b) building capacity of different actors in the WASH sector to properly implement data collection procedures and integrate

NICK FOX / ALAMY STOCK PHOTO


these procedures in their day-to-day work; c) collection of baseline data in selected regions for the WASH sector; and d) the establishment of an integrated information system (including necessary databases, interfaces, software and hardware solutions) for the WASH sector to ensure proper data flows and allow the generation of sector reports and indicators required by MSWR at the national level.

In Q1, WALIS reengaged USAID/Ghana and the Government of Ghana counterpart (MSWR) to submit a new IWED concept note. WALIS, based on USAID/Ghana’s request, submitted an ADS 201 request on November 28, 2017 prior to receipt of the concept note.

In Q2, USAID/Ghana provided ADS 201 mission concurrence on January 2, 2018. WALIS received a revised concept note from MSWR requesting support for development of a single Sector Information System (SIS) to integrate data across various information systems on February 15. WALIS convened a meeting with its technical evaluation committee members on February 26 and shared detailed feedback with the Ministry on March.

In Q3, MSWR submitted a detailed concept paper on April 13, 2018, to improve data collection, management, and reporting in the SIS receiving data from different sector intuitions. The proposal was reviewed and approved by the technical evaluation committee. A due diligence trip to Accra was organized on June 16 – 23, 2018, to assess existing systems within different sector institutions and conduct a coordination meeting with MSWR, USAID, UNICEF and the World Bank contributing to this activity. An assessment and draft RFP were prepared following the trip to select a qualified local implementing partner to manage and implement the activity.

Q4 Progress and Accomplishments. MSWR and WALIS agreed upon the scope of work to be included with the RFP. On September 3, 2018, the RFP was advertised in a local paper, posted online, and circulated by email to a long list of organizations and companies that have shown interest in previous WALIS activities and procurements. WALIS received RFP questions by the September 12th due date and responded on September 16. Seven proposals were submitted by the October 1 due date (Note: this is outside the Q4 reporting period and falls into WALIS’s Y4 project year).


In July, the RFP to procure a local implementing partner was drafted following a field visit by the WASH Advisor and the WALIS ICT expert.

In August, WALIS shared the IWED Ghana scope of work with MSWR for review while it identified suitable local news outlets in which to advertise the pending RFP. Later in the month, MSWR provided limited feedback which was incorporated into the RFP.

In September, the RFP went live with two advertisements running in two local newspapers from September 3-5. Questions on the RFP were received by September 12 and responses sent out to interested bidders on September 16.

Activity 1(C): Madagascar

The Madagascar IWED activity began in Q2 FY17. The WALIS subcontracted WaterAid America to support the Ministry of Water, Sanitation, and Hygiene to implement the Budget Program per Regional Objective (BPOR) process for five regional WASH Directorates located in Amoron’i Mania, Diana, Haute Matsiatra, Vakinakaratra, and Vatovavy Fitovinany Regions. WaterAid America submitted the


Regional and Communal BPOR reports in Q4 FY 17 which were certified by the Ministry. The BPOR process improved the WASH services development planning model and financial planning model. WaterAid submitted the final report in January, thus completing the IWED Madagascar activity. The final activity report with details on BPOR process, results, and recommendations was shared with USAID while the five-minute video summarizing the BPOR activity can be viewed on USAID’s Global Waters website - https://www.globalwaters.org/WALIS. The subcontract with WaterAid America ended on January 31, 2018.

Activity 1(D): Mozambique

The IWED Mozambique activity is creating a database that will provide reliable data on water and sanitation nationwide that will help the decision makers prepare and execute realistic plans for the development of water supply and sanitation infrastructure and services in Mozambique. The activity will support the establishment of SINAS at the central, provincial and district level. Four provinces (Maputo, Sofala, Manica, and Cabo Delgado) will begin using Tablets with preloaded questionnaires for data collection and reporting, thus greatly reducing errors and increasing the data reporting accuracy by utilizing global positioning systems

In Q1, WALIS received USAID’s consent to subcontract to ENGIDRO, a Portuguese engineering company on November 28, 2017. WALIS finalized the subcontract negotiations and fully executed the subcontract with ENGIDRO on December 1, 2017. WALIS Deputy Chief of Party (DCOP) and the ENGIDRO team travelled to Maputo to hold a kick-off meeting on December 5, 2017 moving the activity to implementation phase.

In Q2, the ENGIDRO team completed the mobilization and diagnosis phases as well as other tasks detailed in the activity’s work plan. During the preliminary diagnosis of the existing system, the ENGIDRO team identified critical gaps in the information flow of SINAS requiring a different database architecture. ENGIDRO also adjusted its work plan to compress its phase 2 to accommodate national elections. See Figure 4: System Architecture of SINAS

FIGURE 3: SYSTEM ARCHITECTURE OF SINAS

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In Q3, ENGIDRO competed the ICT assessment of the system and database. Shortly afterward, WALIS modified the ENGIDRO subcontract scope and budget to include activities for developing the SINAS central system and database. ENGIDRO then worked closely with DNAAS, program stakeholders and development partners to finalize the data collection forms. WALIS accommodated USAID Mozambique Mission’s request to make sure the new system has the capacity to store the data from mapping of the Private Water Providers. The wiring and furnishing of the SINAS room was completed. Finally, ENGIDRO developed and configured the Mobile Data Collection Tool and Open Data Kit to work with the SINAS workflow, while also developing the WebGIS solution (see Figure 5).

FIGURE 5: CHARACTERISTICS OF THE ODK FORMS – INFOGRAPHICS TO AID IN MULITIPLE CHOICE QUESTIONS

Q4 Progress and Accomplishments. The activity continued to progress on plan and budget without any major issues throughout the fourth quarter. The mobile data collection tool and ODK tools were developed, installed, and tested along with the procurement of 75 tablets. These tools were key to compliment the trainings held throughout the target provinces let alone the field data collection which began immediately after the training. Furthermore, additional donor support led to expanding M-SINAS (Mobile platform for the National Water and Sanitation Sector Information System) in other districts and provinces beyond not within WALIS’s scope representing a possible consensus on WASH monitoring tools, methodology, and scale-up nationally.


In July, ENGIDRO held three skype calls with DNAAS to finalize the water data collection forms for the mobile application while the sanitation forms were submitted and reviewed by DNAAS. The Mobile Data Collection Tool and ODK tools underwent testing. In parallel, the central database model, the database entities, attributes and data types were updated as a result of the new versions of the water supply forms. The WebGIS solution continued to be developed with open source software, QGIS Server, and the Lizmap web client. The layout and symbology for the GIS workspace / WebGIS (www.sinasmz.com) were defined. Meanwhile, the procurement of 75 tablets was completed and delivered to DNAAS. At the end of the month, ENGIDRO completed the 2-day pilot training in Maputo. The Team, together with WALIS’s local oversight advisor met with USAID Mozambique colleagues for an out-brief on July 27, 2018.

In August, ENGIDRO completed several two-day trainings in all four provinces included in the activity – Manica, Sofala, Cabo Delgado, and Maputo. See text box. The new SINAS solution was well received by the trainees. The feedback received at the end of each training mainly were about the success of SINAS local implementation, including cost of transportation for the field work and internet availability. This feedback and concern for sustainability was discussed with

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DNAAS for their action. The WALIS DCOP and Operations Specialist attended the last provincial training that took place in Bela Vista, Maputo. Out-briefs with DNAAS and USAID colleagues were held.

By the end of August, the field data collection had begun in several of the districts in four provinces where trainings were conducted. DNAAS and ENGIDRO colleagues monitored the progress through WebGIS where submitted field forms are automatically published and the validated records are shared for public consultation. ENGIDRO and the data processing technician seconded to DNAAS provided support to the users (by e-mail, phone, and remote access to the tablets when needed). A WhatsApp group was created for quick support and feedback.

In September, ENGIDRO continued to monitor and support DNAAS to make the SINAS database inputs while also analyzing collected data and data errors identified by data validation triggers. ENGIDRO sought to identify typical difficulties and errors from users, to correct them and if needed to contact the users. DNAAS has requested some improvements/ customizations to the information display in public and central maps. In the second half of the month, DNAAS received 87 additional tablets from another donor/program and signaled its desire to use the M-SINAS solution in districts from other provinces. DNAAS requested ENGIDRO’s support to prepare those tablets. In turn, ENGIDRO prepared a check list and instructions for installation and configuration of the additional tablets, prepared the pictures to use in the background, shared the training materials and auxiliary excel files for the definition of the permissions of each tablet. In total, DNAAS is expanding the use of the M-SINAS solution into other provinces to cover 11 districts of the province of Zambezia and 12 districts of Nampula.

Activity 1(E): Senegal

The two primary objectives of the IWED Senegal activity is to: 1) improve the information production process for integrated water resources management related to SDG 6 indicator monitoring guidance; and 2) establish an asset management inventory monitoring system for public sanitation facilities. Within these two broad objectives the first objective area seeks to accomplish: a) improving the monitoring of ambient water quality (SDG 6.3.2 Level 1), b) water-related ecosystems (SDG 6.6.1 Level 2), c) water-use efficiency and productivity (SDG 6.4.1), and d) install an information exchange and dissemination platform for water resources data. Under the second objective area, the activity seeks to: e) diagnose, design, and develop an asset inventory mapping and directory platform, f) collect data for the platform, g) train staff to use the platform, h) complete asset inventory mapping and directory platform analysis, and i) develop the public sanitation facilities asset inventory (the Directory).

In Q1, WALIS reengaged USAID/Senegal and the Government of Senegal counterpart (MHS’s CCSPEA) to submit a new IWED concept note. The WALIS COP and Project Assistant met with the Ministry Point of Contact Amadou Diallo, Coordonnateur du Programme d'Eau Potable et d'Assainissement du Millénaire December 4, 2017 to review, discuss, and provide guidance regarding their IWED draft concept note.

M-SINAS FIELD TRAINING The trainings simulated the daily field work using the M-SINAS (SINAS mobile application forms). Trainings were held in the following provinces with a total of 84 participants. Aug. 8-10, Manica (Gondola) Aug. 13-15, Sofala (Nhamatanda) Aug. 16-17, Cabo Delgado (Pemba) Aug. 21-23, Maputo (Bela Vista)


In Q2, CCSPEA submitted a revised concept note on February 22, 2018 after an extensive consultation with sector partners. WALIS convened a meeting with its technical evaluation committee members on March 12 and prepared initial feedback to help the Ministry develop the concept paper.

In early April of Q3, WALIS shared its detailed feedback received from its technical evaluation committee members along with instructions and timeline for submitting the full concept paper by June 30, 2018. The WALIS WASH Specialist (based in Dakar) also worked with CCSPEA over several meetings to further revise the concept paper. By May 15, USAID/Senegal provided ADS 201 mission concurrence. However, the full concept paper was not submitted until July 2nd.

Q4 Progress and Accomplishments. Following a due diligence and revision process of the concept note, Senegal’s MHS’s CCSPEA submitted a final concept paper, budget, and work plan. By mid-September, WALIS finalized the RFP and advertised it on September 17th in the local paper. The RFP was also posted online and circulated by email to a long list of organizations and companies that have shown interest in previous WALIS activities and procurements. Questions from prospective bidders were due September 26th with responses to the questions sent back to all prospective bidders on October 1.


In July, the full concept paper was submitted on July 2, 2018 as noted above. WALIS allowed the concept paper to be submitted in French to help accelerate the process and later had it translated after a review by the WALIS COP and WASH Specialist. The budget and work plan were also translated to facilitate including the relevant portions into the RFP. By the end of the month, WALIS, with CCSPEA’s help identified relevant papers and other online sources to advertise the RFP when ready to be publicly released.

In August, WALIS used most of the month to make adjustments to the RFP to integrate lessons learned from previous IWED RFPs as well as confirm some final information in CCSPEA’s proposed activities. In particular, CCSPEA also provided further information on commitment from other donors (UNICEF & AfDB) in support of activities that are part of the activity as well as providing more specifics on spatial extent of drone surveys in the Lac de Guiers in northwest Senegal (16º15’N / 15º50’W) as well as the number of “Unités de Gestion et de Planification” (UGP) or regional planning areas (See Figure 6)

FIGURE 6: UNITÉS DE GESTION ET DE PLANIFICATION IN SENEGAL


In September, WALIS finalized the RFP and advertised It in a local newspaper and various online outlets such as Relief Web and Devex as well as directly to AfricaSan International Task Force members and other WALIS partners on September 17, 2018. The questions on the RFP were due September 26th.

Activity 1(F): Tanzania

The IWED Tanzania activity is taking on several activities in support of the MOHCDGEC’s NSMIS. Activities include developing the National WASH web portal (see Figure 7), a user-friendly manual for NSMIS, hiring an ICT Officer to strengthen the national help desk, supporting Data Quality Assurance (DQA) through data-cleaning activities, and printing and distributing registers for collection and storage of data at sub-village level. These activities will improve data quality, reporting frequency, storage and dissemination to a wider range of stakeholders for accountability and transparency for the ongoing sanitation programs, and providing reliable and accurate data as an advocacy tool for decision makers.

FIGURE 7: WASH WEB PORTAL FOR TANZANIA

In Q1, WALIS received ADS 201 concurrence from USAID Tanzania and received USAID’s consent to subcontract to WaterAid America in October 2017. The Team continued negotiations with WaterAid throughout Q1.

In Q2, WALIS fully executed a subcontract with WaterAid in January and held the kick-off meeting in February. By March, a one-day inception meeting in Morogoro was held with 43 participants who represented all levels of policy development, dissemination and implementation i.e. Ministries, Department and Institutions, Regional secretariat and Local Government Authorities. Development partners supporting the national rollout plan of the NSMIS also attended the meeting.


In Q3, WaterAid used the feedback received during inception meeting to develop its comprehensive work plan, detailing tasks, roles, project milestones and deadlines. The Team then began analyzing the NSMIS database as part of its “Information Need Assessment.” The Team also started the procurement process for the printing register books for data collection and developed the SOW for an ICT Officer to be seconded at MOHCDGEC to support troubleshooting and regular monitoring of NSMIS functionality.

Q4 Progress and Accomplishments. The team successfully completed two big tasks in Q4. All data cleaning activities in support of the District Health Officers concluded in July to ensure that data entered the National WASH Web Portal is accurate. And in early September, the prototype of the National WASH Web Portal was completed and reviewed by the MOHCDGEC for feedback. Other activities included procurement for the printing of 16,000 registers for data collection and selecting a candidate for the ICT Officer position that will be seconded to the Ministry.


In July, WaterAid formed four teams composed of ICT and WASH experts from MOHCDGEC for data cleaning. The teams started in Kigoma and moved onto 9 other regions from July 16 – 27, 2018. By the end of the month, the teams began to consider dropping the development of the NSMIS user manual as UNICEF was in the process of upgrading the NSMIS system and would likely be able to provide the funding for this task.

In August, WaterAid interviewed finalists for the ICT Officer position with the MoHCDGEC and selected a finalist. WALIS provided their technical approval of the candidate by mid-August and WaterAid started the negotiation process with the preferred candidate. The quarterly report for the subcontract period was submitted at the end of August.

In September, the desk review report with the completed Information Needs Assessment was shared with the MoHCDGEC along with the prototype of the National WASH Web Portal for comment and feedback. The National WASH Web Portal is expected to undergo testing over the next quarter and to be finalized by the end of the calendar year. WaterAid also sent the consolidated report on the July data cleaning activities for WALIS review and approval. Small revisions were requested with finalization of the report expected in the next fiscal year. The development of the NSMIS User Manual remains on hold as UNICEF is currently upgrading the NSMIS and will best positioned to develop the associated NSMIS User Manual. The Team will reprogram this piece of the funding after the upcoming IWED Management trip to meet with the Ministry and WaterAid next quarter Finally, WALIS was selected to present on IWED Tanzania with MOHCDGEC at Africa Water Week (October 29 – November 2). The session will discuss how the NSMIS has led to increased access to quality, accurate, and timely data for key stakeholders.


Activity 2(A): AMCOW – Organizational Strengthening Support

The Organizational Strengthening Support (OSS) activity marshals both financial assistance and technical assistance to develop AMCOW’s capacity and transform it into a more effective apex organization within the African water and sanitation sector. In Year 3, a restructuring of WALIS’s technical assistance took place as the primary source of expertise to lead the organizational strengthening of AMCOW passed away in October 2017. Furthermore, AMCOW’s ability to recruit a CFA, who’s labor and associated compensation related benefits was a major cost component under the OSS grant to AMCOW, hampered the utilization of the grant funds within the first three quarters of the Year 3.

In Q1, WALIS’s work to strengthen AMCOW focused on two primary tasks: 1) develop AMCOW’s new 2018-2030 Strategic Plan, and 2) finalize the Secretariat’s Staff and Finance Rules and Regulations. WALIS developed AMCOW’s new 2018-2030 Strategic Plan and finalized the Secretariat’s Staff and Finance Rules and Regulations. The WALIS COP and Project Coordinator attended AMCOW’s 15- Year anniversary meeting and the EXCO/TAC and Strategic Dialogue meetings in Abuja, Nigeria held on November 27th - 30th, 2017. The 2018-2030 Strategic Plan was approved by the EXCO on the condition that a new strategic priority on Gender Equity and Youth Mainstreaming be added to the strategy. In addition, the Staff and Finance Rules and Regulations were also approved with the condition that the Secretariat provide the costs for their proposed reorganization.

In Q2, WALIS’s work to strengthen AMCOW focused on two primary tasks: 1) finalize AMCOW’s new 2018-2030 Strategy given additional consultations were required after the EXCO approval in Q1, and 2) assist the AMCOW Secretariat to select a qualified CFA as well as shortlist multiple other candidates for funded critical positions within the Secretariat. WALIS continued to provide support to AMCOW to finalize its Strategy which required two more additional rounds of consultations with the Technical Advisory Committee and regional points of contacts before finalization. In addition, WALIS supported the short-listing, evaluation, and interviews of the Secretariat’s new CFA position. WALIS also provided recruitment support for AfricaSan Monitoring Support Officer to be funded under the AfricaSan grant, as well as three additional positions funded under the Bill and Melinda Gates Foundation (BMGF) grant.

In Q3, WALIS continued to provide support to AMCOW to finalize its Strategy which the AMCOW President approved on May 25th. WALIS translated the Strategy into French, Portuguese and Arabic. AMCOW will print and distribute the Strategy to its member states. Thomas Banda joined AMCOW on June 25th as the new CFA. WALIS continued providing recruitment support for AfricaSan Monitoring Support Officer, as well as the three positions

ACTIVITY 2: LEADERSHIP AND INSTITUTIONAL SUPPORT FOR REGIONAL ORGANIZATIONS


funded by BMGF, however, WALIS curtailed its support by the end of the quarter due to priorities of greater concern to the project. WALIS developed a scope of work for DAI/Nigeria team who under leadership of a Team Lead will work closely with CFA and Secretariat staff to support AMCOW to begin the work on the 2018-2023 AMCOW Operations Plan and achieve deliverables under OSS grant.

Q4 Progress and Accomplishments. Tasks progressed despite not having the team leader in place. The Washington, D.C. based WALIS Team worked with its DAI based OSS team to advance finance, accounting, procurement, human resources, and resource mobilization capacity development. WALIS audited OSS grant files and resolved all findings. WALIS worked with AMCOW’s staff on risk management, financial management procedures manual and procurement procedures. An assessment of AMCOW’s accounting system was completed and recommended an alternative accounting system to better fit their needs. AMCOW finalized its organigram and revisions to its salary scale and annual staffing budget which will be presented later in October to its EXCO. Finally, WALIS modified AMCOW’s grant to realign its budget and extend the grant to March 2020 with USAID’s approval.


In July, WALIS traveled to Abuja, Nigeria to re-initiate several tasks under the organizational strengthening given AMCOW’s new CFA, Thomas Banda was fully on board. In addition, WALIS staff was to meet with its various and new OSS specialists (e.g., HR, finance, procurement, capacity development) to integrate them into the implementation of the activity. The WALIS team held meetings with the CFA and his team to discuss OSS grant and budget revisions. The WALIS Operations Manager and Program and Communications Coordinator concluded the audit of the OSS grant and resolved all findings. Support on USAID grant rules and regulations was provided to the CFA and his team to help streamline processes. The DCOP and Operations Manager traveled to Lagos to meet with the OSS team to prepare for the upcoming meetings for OSS HR and finance activities to be held the first week of August in Abuja with AMCOW staff.

In August, WALIS together with the OSS team including the Finance, Accounting and Procurement Advisor, HR Advisor and Resource Mobilization and Capacity Development Advisor held working sessions with the AMCOW Secretariat Staff to complete work planning. The Executive Secretary held a conference call with the team from Rwanda welcoming the team and presented the AMCOW 2018-2030 Strategy and top priorities for the Secretariat for the next six months. Meanwhile, the DCOP and Operations Manager worked to update the OSS grant SOW and budget. At the end of the month, and while in attendance to the 2018 World Water Week in Stockholm, the COP met with BMGF partners to bring each other up to date on work plan status and coordinating assistance to AMCOW. WALIS developed a marketing version of the AMCOW 2018-2030 Strategy in pamphlet form.

In September, AMCOW hired a local IT/accounting consultant to assess the knowledge and skills competency gap in the use of accounting systems as well as assess AMCOW’s current accounting software to determine if another system would fit AMCOW’s needs better. The consultant will re-configure the current accounting system if necessary, develop a user manual tailored to the needs of AMCOW’s accounting and financial reporting needs and will conduct a training with the finance team. WALIS also hired a new OSS Team Lead, ,


who backfills the role held by Philip Giantris until his death in late 2017. In addition to adding , WALIS added consultant to lead the development of

AMCOW’s five-year Operational Plan.

Later in the month, AMCOW finalized its restructured organizational chart, salary scale, and annual staffing budget. The final versions will be presented to the EXCO at Africa Water Week. At the end of the month, USAID approved the request to modify the OSS grant on September 26, 2018. The grant’s period of performance was extended, but the total value will remain the same (e.g., a “no cost extension”). The new end date is now March 24, 2020. The OSS Team’s Procurement, Finance and Accounting Expert continued working with the Secretariat’s staff on risk management planning, the financial management procedures manual, and procurement procedures. Finally, the local IT/accounting consultant completed an assessment of the current accounting software and recommended an alternative accounting system for AMCOW’s needs.

Activity 2(B): Africasan Monitoring and Learning Leadership Support

The AfricaSan Monitoring and Leadership Support activity supports AMCOW’s coordination of the AfricaSan International Task Force’s Subcommittee on Monitoring and Learning (AITF-SML). The objective of the Subcommittee is to work with AMCOW to coordinate the development of the AfricaSan action plan for the Ngor commitments for sanitation and hygiene, its implementation, monitoring, and reporting using the Pan-African Water and Sanitation Monitoring System, otherwise known as “WASSMO.” This activity is proposed given AfricaSan’s key role in defining and monitoring Africa’s commitment to and monitoring of the continent’s progress toward achieving Sustainable Development Goal 6.2 and related goals and objectives. To operationalize this support, WALIS is providing technical assistance to the SML’s work and has also provided a grant to AMCOW to support costs associated with coordinating the monitoring and analysis effort. In Year 3, the activity progressed from design to issuance of a grant to AMCOW in June 2018 and on to support for a series of country and regional meetings in support of baseline monitoring and evaluation of country progress against the Ngor Commitments on Sanitation and Hygiene for Africa.

In Q1, WALIS procured strategic advisory technical assistance services (Mann Global Africa Limited - MGA) to support the SML, developed a SOW for a new grant to AMCOW to better operationalize the AfricaSan support activity. WALIS provided technical assistance by updating the AfricaSan related indicators and developed the country baseline methodology instructions. WALIS hosted a webinar for the AfricaSan International Task Force on Monitoring and Learning on November 1st and started assisting with the mapping of the AfricaSan focal points.

In Q2, WALIS continued its technical assistance in preparation of the baseline monitoring and reporting requirements for SDG 6.2 and Ngor Commitment indicators by supporting country pilot meetings in Kenya and Nigeria. The WALIS COP and WASH Specialist traveled to Nairobi, Kenya for the piloting in the week of February 5, 2018. The WASH Specialist then traveled to Abuja, Nigeria for the second piloting the week of February 26. In addition to developing the guidance material, Sophie Hickling of MGA oversaw the Kenya pilot with Kitch Bawa of AMCOW and Government of Kenya/AMCOW Sanitation Focal Point and Chief Public Health Officer, Benjamin Murkomen. Kitch Bawa oversaw the Nigeria pilot with Anita Gaju (AMCOW), which took place with over twenty-five participants from the National Task Group on Sanitation of Nigeria. Later, the guidance material was translated in French and shared with Dr. Ababacar

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Mbaye, Director of Sanitation at the Ministry of Hydraulics & Sanitation in Senegal. At the end of the quarter, WALIS issued a Request for Applications for the AfricaSan Monitoring and Learning Leadership Support grant on March 26, 2018.

In Q3, WALIS reviewed AMCOW’s grant application and provided technical concurrence on May 10, 2018. Subsequent additions and updates were made to the grant application to ensure consistency with agreed areas of support and eligible costs. WALIS continued its technical assistance to the country pilot meetings with the final pilot held in Dakar, Senegal in mid-April. The WASH Specialist oversaw the Senegal pilot with Anita Gaju and the Director of Sanitation at MHS, Dr. Ababacar Mbaye. Finally, WALIS lent strong support to AMCOW to host eight webinars (four French and four in English) to train country sanitation focal points to enter data into the WASSMO.

Q4 Progress and Accomplishments. The AfricaSan Monitoring and Leadership Support activity was especially active during the quarter beginning with an AfricaSan joint planning task force meeting in Abidjan, Côte d’Ivoire where major decisions on the AfricaSan5/Faecal Sludge Management5 Conference were made. The grant to AMCOW supporting the activity in part began expending funds in earnest with the start of the AfricaSan Monitoring Support Officer. The officer worked with WALIS staff and consultants to set up tools and be onboarded including detailed and complete understanding of the Ngor Commitments on Sanitation and Hygiene indicators. The AfricaSan budget was adjusted to better reflect actual expected costs. By September, AMCOW had received 39 country reports that were further analyzed by WALIS. The reports were the center of discussion and capacity building at the AfricaSan sub-regional meetings in East and Southern Africa. These meetings were, in part, supported by WALIS technical and financial resources including the AfricaSan grant.


In July, The WASH Specialist went to Abidjan on July 4-5 to participate in a planning meeting of the AfricaSan Conference with AMCOW and other members of the AITF. The meeting was held in Ivotel, Abidjan. The same week, Emmanuel Chimezie Uguru started working on his new tasks as a Monitoring Support Officer for AMCOW. Sophie Hickling and the WASH Specialist traveled to Abuja on July 8-12 and July 10-19, respectively, to on board Mr. Uguru on his duties, as well as to set up tools that will allow AMCOW to properly implement the AfricaSan grant. The WASH Specialist also worked on Ngor Commitment Indicators with the Officer, to ensure his complete understanding on how to revise it following reception of country reports.

In August, the WALIS WASH Specialist and Operations Manager supported preparation tasks for the upcoming sub-regional meetings that are funded under the AfricaSan grant. Meanwhile, countries


continued to hold their baseline monitoring meetings and submitting the reports with the results of their baseline. The initial deadline to complete the country baseline monitoring meetings was August 13, 2018. Following the deadline of August 13th, 34 African countries out of 55 have submitted their reports (60%). For East Africa, 46% submitted, Southern Africa: 58.3%, Central Africa: 75%, and West Africa: 87.5%. None of the North African countries submitted a report. Several other planning meetings with the AITF regarding the AfricaSan5 Conference occurred including two meetings during World Water Week at the very end of the month.

In September, AMCOW had received 39 country reports that were further analyzed by WALIS and the center of discussion and capacity building at the AfricaSan sub-regional meetings in East and Southern Africa which were in part supported by WALIS technical and financial resources including the AfricaSan grant. The AfricaSan Sub-regional meeting for East Africa took place in Nairobi September 17-21, with the active participation of 37 monitoring and sanitation specialists from around the region. The WASH Specialist organized a call on September 21st with UNICEF, AMCOW, and Sophie Hickling to finalize logistical matters related to the foreseen tasks, deadlines and persons in charge for upcoming sub-regional meetings as well as the country dialogues until the AfricaSan 5 conference. Finally, planning for the AfricaSan5/Faecal Sludge Management5 Conference began. The AfricaSan Sub-regional meeting for Southern African countries took place in Johannesburg on September 25-27. At the meeting, 39 representatives from across Southern Africa participated in the meetings. Along with the WASH Specialist, Sophie Hickling participated in the AITF meeting on September 28-29 with UNICEF, AMCOW, and GIZ to discuss the AfricaSan Conference thematic group technical details, roles and responsibilities. The conference will take place February 18-22, 2019 in Cape Town, South Africa.

The Stakeholder Engagement and Thought Leadership activity is a range of strategically-selected tasks in specific areas of need focused on capacity development and knowledge creation and exchange through regional WASH sector institutions and other WASH partners and stakeholders. WALIS started out Year 3 providing technical assistance support to Sanitation and Water for All’s (SWA) Country Processes Working Group to complete a Madagascar case study on SWA’s Framework operationalization and ended the year by convening a Showcase Event on AfricaSan at World Water Week in Stockholm while also releasing a podcast episode on WALIS’s partnership with AMCOW.

In Q1, and as mentioned above, technical assistance support to SWA’s Country Processes Working Group to complete the Madagascar case study on operationalization of SWA’s Framework in select countries. In addition, WALIS developed and presented a multi-country case study synthesis in October and November 2018. In December, WALIS co-hosted a “Morning Coffee and Discussion Forum” in partnership with the USAID funded Sustainable WASH Systems Learning Partnership to discuss research on

ACTIVITY 3: STAKEHOLDER ENGAGEMENT AND THOUGHT LEADERSHIP


“Learning what works and moving from successful WASH infrastructure projects to sustainable WASH services – doing our work differently to achieve the SDGs.” In the same month, WALIS’ Global Waters Microsite went live (https://www.globalwaters.org/walis).

In Q2, WALIS participated in the Reinforcing Capacity of African Sanitation Operators on Non-sewer and Faecal Sludge Management Systems through peer-to-peer Learning Partnerships Year 2 Evaluation Workshop in Kampala, Uganda. This workshop launched an effort to coordinate with BMGF grant recipients, Eawag, CAWST, and allied consultants regarding support to regional Partner Training Institutions (PTIs) for business planning to integrated recommendations of the WALIS led African Sanitation Academy Market Research and Feasibility Study. Stakeholder engagement intensified in February when the COP and WASH Specialist traveled to Nairobi, Kenya and Bamako, Mali to participate in a variety of meetings and the AfWA International Water Congress and Exhibition. Rounding out the quarter, the WALIS inspired Showcase Event for the Stockholm International Water Institute’s 2018 World Water Week was officially accepted.

In Q3, and starting with this quarter, WALIS began copying in on its weekly updates the project’s USAID bilateral and regional mission points of contacts. WALIS continued its coordination with BMGF grant recipients, Eawag, CAWST, and allied consultants regarding support to regional Partner Training Institutions for business planning to integrated recommendations of the WALIS led African Sanitation Academy Market Research and Feasibility Study. Finally, WALIS collaborated closely with UNICEF, AMCOW, and the USAID WASH Finance on multiple learning events including WALIS’s Spring Discussion Forum, World Water Week 2018, and AfricaSan5/Fecal Sludge Management5 Conference.

Q4 Progress and Accomplishments. In July, WALIS was selected to convene Africa Water Week Sub-theme 2: “Choices, Approaches, and Actions for Safely Managed Sanitation in Africa by 2030.” WALIS distributed a call for session conveners, gathered session proposals, and assembled a line-up of sessions for the Sub-theme in close coordination with the conference organizer, AMCOW. At the end of August, WALIS convened a Showcase Event at World Water Week in Stockholm, Sweden in partnership with UNICEF, AMCOW, AfWA, and the AfDB. While at World Water Week, the WALIS COP and the Executive Secretary of AMCOW interviewed with the USAID Communications and Knowledge Management Senior Communications Specialist for a USAID Global Waters Radio podcast episode. The podcast episode was edited, reviewed, and released. Finally, WALIS developed three new thought leadership concept notes to be further developed in Year 4.

Detailed Q4 progress and results are provided in the points on the next page:

https://www.globalwaters.org/walis


In July, WALIS learned that it would be the sole convener of the Africa Water Week Sub-theme 2 “Choices, Approaches, and Actions for Safely Managed Sanitation in Africa by 2030.” WALIS agreed to co-lead with UNICEF the AfricaSan5 Conference Sub-theme 4 on Capacity and Financing Sanitation in Africa.

In August, the call for session conveners for the Africa Water Week Sub-theme 2 was distributed to WALIS and AMCOW networks. Proposals were submitted by August 17, 2018 and a small technical program committee reviewed the submissions to ensure completeness and applicability to the sub-theme. At the end of the month, WALIS, AMCOW, AfWA and the AfDB presented a Showcase Event on August 30th: The AfricaSan Movement: Setting the Sanitation Agenda in Africa at World Water Week in Stockholm, Sweden. The showcase was a success with active participation from several organizations. In addition, WALIS worked with Dr. Canisius Kanangire, Executive Secretary of AMCOW to record a podcast episode interview with the Senior Communications Specialist of USAID’s Communication and Knowledge Management project.

In September, AMCOW and WALIS agreed upon a final list of ten sessions under the WALIS led Sub-theme. Sessions will be convened by the African Development Bank’s African Water Facility, AMCOW/UNICEF/USAID, the African Civil Society Network on Water and Sanitation (ANEW), South South North, WHO-GLAAS, GIZ’s Sanitation for Millions, the African Water Association, Sanitation and Water for All, and the Government of Gabon. In the third week, WALIS developed three new draft concepts on SDG 6 interlinkages, an Africa WASH enabling environment benchmarking standard, and AMCOW Trust Fund feasibility study. By the end of the month, WALIS’s USAID Global Waters Radio podcast episode went live and was available for download on iTunes. Those interested could listen to the podcast and read the transcripts from the full interview at: http://globalwatersradio.blubrry.net/2018/09/26/canisius-kanangire-and-richard-rapier-on-strategic-planning-for-africas-water-and-sanitation-sectors/ .

PROGRAM ADMINISTRATION

PERSONNEL

In Year 3, the WALIS Team continued to evolve as some staff left the project for new endeavors and were replaced by new personnel. In December, was promoted from Technical Activities Manager to Deputy Chief of Party as she took on supervisory responsibilities and new technical management of OSS activities. In January 2018, the Senior Operations Manager, , was temporarily replaced by . That same month, started as




WALIS’s new WASH Specialist based in Dakar, Senegal which brought the project staff up to a total of five full-time employees. In February 2018, replaced as Operations Manager. In June 2018, , Project Coordinator, was replaced by . ’s took an expanded role as the Program and Communications Coordinator.

In terms of short-term technical assistance, WALIS integrated , WASH Advisor, from DAI’s home office into the IWED program as the activity coordinator for activities in Ethiopia and Ghana. Due to the heavy demand for ICT components across nearly all the IWED activities, WALIS also integrated in two ICT specialists from the DAI home office to support due diligence and oversight in activities with ICT components. To support the AfricaSan monitoring and leadership activity, WALIS accessed the expertise of through a subcontract with MGA. , as a former consultant with the World Bank, is intimately familiar with the AfricaSan process since nearly its beginning. Her expertise and experience provide WALIS the confidence to guide the revision of the AfricaSan monitoring process as it shifted from the eThekwini Commitments to the Ngor Commitments. Finally, WALIS required local oversight expertise in Mozambique, which was provided by

who also helps lead water policy related technical assistance for the USAID/Mozambique SPEED Plus project. This provides an added cross-fertilization benefit to both the Africa Region oriented WALIS project and the bilateral SPEED Plus project.

In October 2017 WALIS lost one of its key technical contributors in . was owner and president of Valu Add Management Services. provided senior level technical assistance to WALIS in support of its AMCOW OSS Activity. He was instrumental in facilitating and contributed to writing of AMCOW’s 2018-2030 Strategy. ’s loss impacted progress on the OSS work plan leaving the COP, ValuAdd technical staff, and eventually the DCOP to fulfill his tasks. The loss of the OSS lead consultant left the team without sufficient technical support for the activity. With AMCOW and IWED activities ramping up, the Team integrated DAI/Nigeria technical staff now available to WALIS after DAI’s purchase of GRID Consulting, a Lagos based development consulting company. WALIS now has a new OSS Team Lead as well as an expert supporting operational planning who are working with the OSS specialists sourced through DAI/Nigeria.

For other activity implementation and management not mentioned above, the core WALIS staff has worked with its local implementing partners, subcontractors, and grantees who support the project in technical delivery.

OPERATIONS, SYSTEMS AND DELIVERABLES

In Year 3, WALIS relocated its office from DAI’s home office in Bethesda, Maryland to the WeWork White House complex located at This move provided greater flexibility to the WALIS team to expand with its work while also improving its accessibility to USAID and other stakeholders in the downtown Washington DC area. The Team developed several major reports and submitted number of travel scopes of work and related trip reports to Ethiopia, Senegal, Ghana, Tanzania, Mozambique, Sweden, Uganda, Kenya, South Africa, Mali, Côte d’Ivoire, Rwanda, and Nigeria for USAID review. The Team also submitted three quarterly reports for USAID approval.

In addition to these major reports the Team continued to provide its weekly updates and copies of technical reports and presentations that do not require USAID approval, but nonetheless are


representative of WALIS’s efforts to the COR and other USAID colleagues. All appropriate documentation was also uploaded to DEC.

CONTRACTS

This year the project went through a lot of contractual actions. There were several rate approvals for the changes in long-term project staff and new short-term technical assistance staff to support new and existing project activities. Other standard requests included international travel approval requests as required by the contract.

However, most of the contractual actions came from subcontract approval for the IWED activities with most of the activity happening in the first half of Year 3. In October 2017, the Team received consent to subcontract with WaterAid America for the IWED Tanzania Activity. In November, approval was received to subcontract to ENGIDRO for the IWED Mozambique Activity. A modification for ENGIDRO was subsequently approved in June 2018 to increase the contract ceiling. Finally, in January 2018, the Team received consent to subcontract with WaterAid America for the IWED Ethiopia Activity. Subsequently, the Team has signed subcontracts with those subcontractors listed above after approval was received. Procurement started in Q4 for the remaining IWED Program activities in Ghana and Senegal. Selection and negotiation is expected to happen in Q1 of Year 4.

Additionally, the second grant under WALIS was approved and awarded to AMCOW in June 2018 to support their work on AfricaSan. Finally, the WALIS task order received modification 5 this year in September 2018 to increase the obligation to $10,900,000. This is estimated to give the project enough funding through most of Year 4.

GRANTS

WALIS awarded one grant in Year 2 – a grant to AMCOW to support their organizational development. This grant supports the Chief of Finance and Administration and associated costs within AMCOW which will help strengthen the financial and operational capabilities of the organization. Specific activities have been designed to address organizational challenges identified within the organization regarding governance, organizational capability, planning and human resources and financial management.

In Year 3, WALIS awarded another grant to AMCOW to support the AITF activities (chaired by AMCOW) focused on updating the AfricaSan indicators and guidance with the inclusion of the 2016 Ngor commitments on sanitation and hygiene as well as implementing the first-ever country-by-country baseline monitoring campaign, reporting, and analysis using the new indicators and guidance. Integral to this support was the recruitment and hiring of a Monitoring Support Officer for two years. In addition to the indicator and guidance revisions, associated baseline pilots, and baselining costs, the grant supports the Monitoring Support Officer position and associated costs. The added human capacity enables AMCOW to provide coordination support to AMCOW’s AITF’s SML and supports the operation of the Pan-African Water Supply and Sanitation Monitoring and Reporting Platform or “WASSMO.” The grant also supports the development, publication, and launch of the 2017 Africa Water and Sanitation Report which is a key responsibility of AMCOW’s and to be promoted via a launch event at the African Union. In addition, WALIS modified AMCOW’s OSS grant to realign its budget and extend the grant to March 2020.

KConnolly

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KConnolly

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LOGISTICAL ARRANGEMENTS

Throughout the year the Team travelled often, visiting Nigeria, Rwanda, Kenya, South Africa, Ethiopia, Tanzania, Mozambique, Cote d’Ivoire, Senegal, Ghana, Uganda, Mali, and Sweden. While in Nigeria and Tanzania, the Team worked closely with the AMCOW on the AfricaSan and OSS grant activities. The Team provided technical assistance on the AMCOW’s strategy development in Rwanda. The Team also supported AMCOW at the AfricaSan International Task Force meeting that took place in Cote d’Ivoire. The Team participated in the AfricaSan Monitoring and Reporting Pilot/Simulation for Kenya, Nigeria, and Senegal. The team participated in the Eastern Africa and Southern Africa AfricaSan Sub-regional meetings in Kenya and South Africa. The Team worked with its IWED counterparts in Ethiopia, Tanzania, and Mozambique. The Team worked with relevant WASH ministries in Senegal and Ghana to finalize their IWED concept papers. In Uganda, the Team participated in the “Reinforcing Capacity of African Sanitation Operators on Non-Sewer and Faecal Sludge Management Systems through peer-to-peer Learning Partnerships” (RASOP-Africa) Evaluation Workshop. The Team presented the findings of its Local Systems Case Studies and supported a presentation on AMCOW’s new 2018-2030 Strategic Plan at the African Water Association’s International Water Congress and Exhibition in Mali. The Team attended the 2017 World Water Week in Stockholm and presented the AfricaSan Movement.

The Team will continue to use travel funds conservatively while ensuring activities receive in-person support when needed. The Team coordinated with the WALIS COR and USAID mission representatives to ensure all travel was approved. As with all WALIS travel, the Program Coordinator managed visa processes and arranged for travel and lodging and she continued collecting and filing of required documentation.

PARTNERS

At Task Order award WALIS had identified three partners that they wanted to work with: Training Resources Group, The Cloudburst Group, and Taoti Creative. As WALIS’s scope of work evolved, it was clear that these partners corporate qualifications and skills no longer fit with the scope of work. Therefore, while all three organizations are still contracted under WALIS, their services were not utilized this year. WALIS engaged new subcontractors, however. Agreements were signed with WaterAid America and ENGIDRO to support IWED activities as well as with MGA for AfricaSan Monitoring and Leadership activity support. DAI Global is planning to engage with more subcontractors in the upcoming period as the second cohort of IWED countries come on line. In addition, WALIS awarded the AfricaSan Monitoring and Leadership Support grant to AMCOW.

In addition, WALIS is also collaborating closely with BMGF, Eawag, and CAWST on continuing work with the Africa Sanitation Academy. The Team met with BMGF and CAWST during the RASOP Year 2 Evaluation workshop in March 2018. Coordination with all three groups happens at minimum once a quarter to see how activities are progressing. Since the conference, the Team has been working with both Eawag and CAWST to finalize funding for another round of WALIS grants that will focus on furthering the results from the Africa Sanitation Academy. Draft MOU are expected to be finalized in early Year 4 in advance of grant awards.


FINANCIAL ACCRUALS AND PROJECTIONS

Financial accruals and projections by line items for current and next reporting period are presented separately.


YEAR FOUR WORK PLAN

GOALS AND MISSION

The Team will continue to implement WALIS as a flexible support platform that fosters and promotes the capacity to lead and effectively pursue partner led programs among African regional and national WASH entities in Year 4. By maintaining a strong focus on “why” – namely delivering improved access to vitally important clean water and improved sanitation for all Africans – we will work with USAID and African regional organizations and networks to:

Strengthen a cadre of WASH leaders and institutions who will champion the use of data and evidence to drive effective changes in national policies and practices that deliver improved sanitation and safe water through good water and sanitation governance, competency and capacity;

Build demand for better data collection systems and objective analyses that will underpin further improvements in WASH policies, governance, and programs; and

Strengthen the capture, dissemination, and application of WASH lessons learned and best practices to strategically influence the African WASH sector, empower responsible partners as well as reinforce USAID WASH thought leadership on the continent.

The Year 4 Work Plan described herein covers the 1 October 2018 through 30 September 2019 period. The Work Plan builds on the activities developed in prior years. It brings forward the results of completed case studies and partnerships that have grown WALIS’s influence and leadership in its implementation phase of multiple activities. These activities undergo continuous improvement and adaptation in close collaboration with the project’s stakeholders that underscores the WALIS project’s overall implementation strategy and guiding principles.

IMPLEMENTATION STRATEGY

Underpinning the WALIS implementation strategy is a desire to ensure that all activities directly address WASH sector constraints and respond to felt needs among African water sector institutions. The project is designed to help them more effectively and efficiently plan, manage, and monitor sector initiatives. To that end, the Team has adopted a demand-responsive approach for key activities, complemented by a range of supporting sub-tasks. In Year 4, the Team will be focused on delivery of activities designed in prior years and ensure activities have mutually reinforcing project objectives. Year 4 also marks a return to “Thought Leadership” studies under WALIS’s knowledge-sharing objective as organized under its “Stakeholder Engagement and Thought Leadership” Activity. Underlying the project’s broad strategy is a set of guiding principles that support activity selection and continuation. These principles are:

Demand-led: WALIS places strong emphasis on demand-led processes, requiring national governments to analyze their own systems, identify specific bottle-necks which may be addressed by WALIS tasks, and demonstrate country-ownership and commitment to sustainable interventions;


Leadership focused: activities are designed to help leaders lead and reformers to reform. WALIS seeks to create a strong country network of high-performing sector leadership teams and strengthened regional leadership in key regional organizations;

Country systems: activities are selected through the lens of developing reliable and sustainable local systems. This programmatic approach implies building on local context and practices, moving away from an exclusive “project approach” and encouraging multi-stakeholder and inter-agency dialogue; and,

Better analysis and knowledge-sharing: WALIS places emphasis on improving the analysis and packaging of information to help decision-makers identify the key sector constraints. In Year 4, WALIS will build upon IWED activities that focus on the creation and management of data and evidence where it has the opportunity by placing a greater emphasis on use of this data and evidence in the decision-making and policy making processes within IWED activity country counterparts. WALIS also seeks to improve the quality and impact of selected existing knowledge-sharing platforms, develop thought leadership studies in collaboration with existing partners such as AMCOW, UNICEF, and IRC-WASH.

FIGURE 8: THE WALIS APPROACH

STAKEHOLDER ENGAGEMENT AND OUTREACH

Inclusion and collaboration are two important principles that will enable effective implementation of the project. Being inclusive involves engaging the relevant project stakeholders such that they are quickly identified, engaged, and ultimately empowered to take their role in decision-making to address WASH constraints in their communities, country, and region. See Figure 2 for key components for good stakeholder engagement that lay the foundation for the WALIS’s stakeholder engagement approach.

In Year 4, the Team will use its engagement opportunities to more highly leverage the project’s completed studies and resources and foster strategic partnerships that will help multiply the reach and

WASH Policy & Governance Foster transparent WASH sector multi-stakeholder leadership and integrity for evidence-based decision making.

Learning & Knowledge Sharing Increased coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning.

Monitoring Strengthened capacity of regional and national institutions for monitoring and analysis of models and services.

Impact: Sustained WASH Services

Outcome • Improved national

leadership • Decision-making • SDG 6 level services


impact of the project. The Team will support stakeholder engagement activities in a coordinated approach to enhance its other activities, increase knowledge exchange, and build leadership in the African WASH sector through learning events, convening partners to build on its past and current activities, and push out multimedia content on strong leadership in the sector. The three groups are:

USAID. WALIS is a USAID/AFR/SD project. The Team will engage the USAID Water Team, and the Central Support Water Mechanisms to identify areas of mutual interest and focus these projects on Africa as much as possible. This engagement has already begun with the start of quarterly Central Mechanism meetings and the development of collaborative learning events such as the WALIS Discussion Forums. Furthermore, the Team will continue to engage USAID Africa Region missions to inform them about the project and draw them into partnerships to conduct direct in-country activities such as under the IWED program.

REGIONAL WASH PARTNERS AND DONORS. The project will enhance its engagement with other donors such as UNICEF, BMGF, the AfDB, and others. An instance where greater collaboration could measurably increase WALIS’ effectiveness is in coordinated support to AMCOW as well as under the AfricaSan International Task Force. The project will continue its steady collaboration with SWA, and the World Health Organization’s Global Analysis and Assessment of Sanitation and Drinking-Water (WHO/GLAAS). In Year 4, the Team will focus a considerable amount of its technical assistance and grant resources to making AMCOW a more effective organization as well as support AMCOW’s leadership in AfricaSan monitoring. Year 4 will also be an opportunity to explore a more sustainable accrediting leadership model that if supported and recognized by the AMCOW’s member states and technical agencies throughout the continent could demonstrate lasting value and more financial independence for AMCOW.

SELECTED NATIONAL GOVERNMENTS AND OTHER STAKEHOLDERS. The Team will use global and regional events and its IWED program to engage with participating representatives from national governments and other stakeholders. The IWED program is the most concrete effort to involve and empower select national partners to improve their ability to address key bottle-necks by putting in place evidence-based decision-making processes to improve WASH services in their respective countries. Year 4 will identify high-performing IWED activities for possible further support and collaboration decision-making strengthening while identifying and cultivating partnerships for future USAID investment. The WALIS Team will collect lessons learned each quarter so that it will be able to analyze and prepare an end of project cumulative set of lessons learned to be presented as part of its end of project AMCOW and IWED learning events.

GENDER AND YOUTH. Ensuring that WALIS tasks are gender and youth responsive will remain key to how national leaders and WASH practitioners deliver sustainable services consistent with SDG 6. WALIS will reach these national leaders through supporting AMCOW’s gender and youth actions outlined in the AMCOW Strategy 2018 – 2030. WALIS will support AMCOW to update the AMCOW Policy and Strategy for Gender Mainstreaming in the Water and Sanitation Sector in Africa and the AMCOW Policy and Strategy for Mainstreaming Youth in the Water and Sanitation Sector in Africa. Following the completion of these updates, WALIS will leverage the update process to design a modest-sized grant program directed toward women and youth leadership associations and civil-society organizations in Africa.


WALIS will also support AMCOW in advocating for these changes to be adopted throughout the Member States. Through the AfricaSan grant to AMCOW, WALIS commits to ensuring that gender equality and youth are integrated and adopted into standard indicators that will be used throughout Africa. A primary vehicle for integrating gender and youth into better decision-making regarding WASH related policy development, sector and project planning, and performance of WASH organizations and projects by the project will include mainstreaming gender and youth perspectives as part of its IWED program.

FIGURE 9: KEY COMPONENTS OF THE WALIS STAKEHOLDER ENGAGEMENT APPROACH

STAKEHOLDER AND LEARNING EVENTS

During Year 4, the Team will engage stakeholders at a variety of levels that hold significance to the project. These events are opportunities to not only empower the project’s beneficiaries and collaborate with other partners, but also inform and learn from other stakeholders, practitioners, researchers, and leaders working in the Africa water and sanitation sector. In Table 2 a list of potential events germane to the WALIS project are provided. It is the intent of the WALIS Team to prioritize the most salient events that would contribute to the success of the project. Awareness of the events, the participants, and timing is valuable information to be shared with other WALIS stakeholders, that may not be aware

GOOD STAKEHOLDER ENGAGEMENT


including, but not limited to other USAID water related projects, USAID bilateral missions, and other donors.

TABLE 2: YEAR 4 STAKEHOLDER AND LEARNING EVENTS 1

DATE EVENT

2018

October 16 USAID Central Mechanisms Meeting, Washington, DC, USA

Oct 29 – Nov 2 Africa Water Week, Libreville, Gabon

November WALIS Autumn Discussion Forum, Washington, DC, USA

2019

January WALIS Winter Discussion Forum, Washington, DC, USA

Feb 18-22 AfricaSan / Faecal Sludge Management Conference, Cape Town, South Africa

March USAID Central Mechanisms Meeting, Washington, DC, USA

May WALIS Spring Discussion Forum, Washington, DC, USA

June USAID Central Water Mechanisms Meeting, Washington D.C.

August World Water Week, Stockholm, Sweden

September WALIS Fall Discussion Forum Event, Washington, DC, USA

SUMMARY OF ACTIVITIES

Work plan activity sheets (Annex C) provide details on activity sub-tasks, partners, geographic coverage, estimated budget, activity coordination and partners, as well as timelines. The program implementation plan is presented in Annex D.

As a reference, the four tasks outlined in the SOW of the WALIS Task Order are listed below:

Task 1. Developing, monitoring, and analyzing sound sector data;

Task 2. Engaging in target research and pilot sub-tasks around identified sector constraints;

Task 3. Strengthening country systems to develop informed policy and engage in sector planning toward sustainable WASH services; and,

Task 4. Increasing the capacity required to support improved collection and use of sector knowledge.

Figure 10 on the next page presents the WALIS results framework that shows the logic for WALIS activity selection. A core objective is to enhance the impact and accelerate the development of vitally important and sustainable WASH services.

1 Quite often, stakeholders are unable to set stakeholder and learning events until a month before the event. WALIS will work to anticipate these additional events and evaluate whether participation is warranted based on activity objectives, timing, and availability of resources.


FIGURE 10: UPDATED RESULTS FRAMEWORK

Table 3 provides a summary of Year 4 activities, their link to SOW tasks, MEL indicators, expected outputs and the implementation timeline. A number of activities will be completed this year, while others will continue through the end of the project.

Sustained provision and use of WASH services through local systems

WALIS OBJECTIVE: Improved national WASH leadership and decision-making to deliver sustainable services

consistent with SDG Goal 6

Working through national & regional WASH institutions to actively build capacity

IR 1: Foster transparent WASH sector multi-stakeholder leadership for evidence-based decision-making processes and better governance. 1.1 Strengthening organizational capacity of AMCOW Secretariat 1.2 IWED: Demand-led support to improve evidence-based decision-making

WASH Policy & Governance

IR 2: – Strengthen capacity of regional and national institutions for WASH sector monitoring, evaluation and reporting.

2.1 IWED: Demand-led support to improve evidence-based decision-making 2.2 Support to AfricaSan Task Force and AMCOW’s regional monitoring processes

Monitoring Learning and Knowledge Sharing IR 3: Increased levels of coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning among institutions within the African WASH sector. 3.1 Support AMCOW communications 3.2 Support to AfricaSan Task Force 3.3 Support Africa Water Week and other WASH learning events 3.4 Podcast series and outreach products

Sustainable Sanitation

& Hygiene

Water System Functionality


TABLE 3: SUMMARY OF YEAR 4 ACTIVITIES

SUMMARY OF YEAR 4 ACTIVITIES

# ACTIVITY DESCRIPTION TASK(S) INDICATORS OUTPUTS TIMELINE

1

(A-F)

IWED Program

Activities in Ethiopia, Ghana, Mozambique, Senegal, and Tanzania

1, 2, 3, 4 1.1, 2.1, 2.2, 3.3 Completion of the IWED Baseline. Implementation of IWED programs and deliverables attached to each initiative.

October 2017-July 2020

2(A) AMCOW- Organizational Strengthening Support

1, 3, 4 1.1, 3.1, 3.2, 3.3 Deliverables as outlined in the Grant document and provide TA to AMCOW to strengthen it (e.g. Strategic Operations Plan, updates to AMCOW’s gender and youth strategies.

October 2017- August 2020

2(B) AfricaSan Monitoring and Learning Leadership Support

1, 3, 4 1.1, 2.2, 2.3, 3.1, 3.2, 3.3

Collaborate with AITF. Provide support to the AITF Subcommittee on Monitoring and Learning. Deliverables as outlined in AfricaSan Grant and MGA subcontract


3 Stakeholder Engagement and Thought Leadership

2, 3, 4 3.1, 3.2, 3.3 RFA and award of gender and youth leadership grant(s), SDG Interlinkages Study, Podcast episodes with CKM and Discussion Forums.



TECHNICAL ACTIVITIES

In Year 4 and continuing into Year 5, the Team will engage with regional and country-level partners to achieve activity goals through its three mechanisms, while amplifying a return to thought leadership similar to its efforts at the beginning of the project. In Years 4 and 5, these thought leadership efforts will be implemented in close collaboration with its partners like AMCOW to further empower them to build value to its Member States.

The first mechanism is a pipeline of demand-driven, country-led initiatives that are identified and developed through the IWED Activity. During the previous work planning period, four IWED activities were initiated in Ethiopia, Madagascar, Mozambique, and Tanzania. IWED activities proposed in Year 2 for Senegal and Ghana were deferred to Year 3. In Year 4, WALIS will begin implementation of activities designed and negotiated with Senegal and Ghana in Year 3. Overall, any funding for IWED concepts will be commensurate with appropriately designed initiatives that result in outcomes consistent with project objectives. (See Figure 11 for IWED development & implementation in Year 4). In addition, WALIS will complete a baseline analysis of each IWED country to map current evidence use by IWED counterparts and related structures of the government and society, as well as establish how evidence is currently generated, managed, and used to make decisions. This baseline analysis is necessary to later evaluate the outcomes of the individual IWED activities in Year 5 of the project.

To date, IWED activities have been demand-driven and responsive to individual government partner concept papers and verified needs. This approach has fostered country ownership, trust, and receptiveness to WALIS’s approach to knowledge and capacity building.

FIGURE 11: IWED DEVELOPMENT & IMPLEMENTATION IN YEAR 4

• IWED information sharing

• Support concept paper development

• Virtual workshops if needed

Concept Paper Development

• Due diligence full concepts

• Adjust IWED program based on budget & schedule

Review Concept Papers

• Revise viable concept papers

• Negotiate with lead agencies

• Finalize options for implementation

Negotiate & Finalize

• Competition survey• Compete

subcontracts• Consent to

subcontract/award

Procure Subcontracts • Baseline evaluation

and evidence mapping

• Virtual & on-site monitoring reports

• Report & evaluate• Share learning

Implement & Monitor

ACTIVITY 1: IMPROVING WASH EVIDENCE-BASED DECISION-MAKING PROGRAM


The second mechanism provides financial and technical support for the organizational strengthening of AMCOW. Through a grant to AMCOW, key staff, internal policies, and standard operating procedures will strengthen the organization. To facilitate this strengthening and building on WALIS’s support for the development of a new 2018-2030 Strategy and updated Staff and Finance Regulations and Rules, a new five-year operations plan will be developed. Following the development of this operations plan, WALIS will work with its in-country organizational strengthening experts to provide AMCOW “side-by-side” guidance and training to better ensure a financially viable AMCOW with renewed confidence and value to its 55 Member States and global stakeholders.

Related to the AMCOW OSS, WALIS will work in a side-by-side accompaniment approach to develop several thought leadership studies. WALIS is expected to work with BMGF, the AfDB, UNICEF, IRC WASH and potentially other partners to develop these white papers providing analysis and recommendations. These studies are as follows:

SDG 6 Interlinkages – Harnessing and Amplifying the Value of SDG 6. Achievement of SDG 6 will be critical to the sustained achievement of multiple other SDGs. Strong linkages exist among SDG 6 and the SDGs associated with social development, most notably the SDGs on poverty, food, health, education, gender, energy, work, inequality, sustainable communities and peace and security. Strong synergies exist between water, sanitation, and hygiene (WASH) targets 6.1, 6.2 and 6.3 and SDG 1 (no poverty), 2 (zero hunger) and 3 (health and well-being). Strong synergies also exist between the WASH targets and SDG 8 (decent work), as well as supporting access to education and women’s economic empowerment.

In the era of the SDGs there is a new opportunity for advocacy, led by AMCOW whose mission is to provide political leadership, policy direction and advocacy in the provision, use and management of water resources for sustainable social and economic development and maintenance of African ecosystems. This Note proposes development of advocacy materials that will set out:

o the interconnections between SDG 6 and certain other SDGs; o the benefits to integrated approaches to investment; and, o the benefit accrued to other sectors through investment in SDG 6.

AMCOW Trust Fund. The purpose of the activity is to investigate the feasibility of creating an AMCOW Trust Fund based on equity participation to help mobilize, blend, and oversee the collection and allocation of financial resources for the implementation of AMCOW’s strategy. Three preparatory phases of the activity are envisioned with each building on subsequent results to determine advancement and full scope of the next phase.

Three phases: o A pre-feasibility investigation resulting in a white paper; o A full feasibility study including consultations with major stakeholders resulting in a

Feasibility Study Report; and, o Trust Fund Design.

ACTIVITY 2: LEADERSHIP AND INSTITUTIONAL SUPPORT FOR REGIONAL ORGANIZATIONS


The activity will support USAID’s new focus on “Self-Reliance” – building the ability of a key African water and sanitation organization to plan, finance, and implement solutions to help solve Africa’s water and sanitation development challenges. In addition, AMCOW is an apex organization for continent wide policy, governance, and sector monitoring beneficial to improving water and sanitation management across the continent. Since its creation it has remained an organization of interest and valued body to broadly coordinate and consult US Government transboundary water management and foreign assistance efforts in the African WASH sector. Options to help ensure AMCOW’s financial sustainability are a key part of their organizational strengthening as illustrated in Figure 12.

Standard Benchmarking System. WALIS will assist AMCOW to develop a standardized benchmarking or “scorecard” system for the enabling environment which can incentivize Member States to progressively move up the water and safe sanitation ladders. This rating system would leverage AMCOW’s unique role in monitoring the Africa water and sanitation sector (e.g. WASSMO, Africa Water and Sanitation Monitoring Report, AfricaSan), and be designed to identify various criteria and measures that can be used to rate a Member State’s enabling environment relative to water security and sanitation. The purpose of ratings would be to categorically identify issues and trends that may be holding AMCOW’s Member States back from achieving their own water security and sanitation targets and goals, as well as identify Member States that are making progress on performance and thereby attracting increased levels of funding and more favorable financing options.

FIGURE 12: AMCOW SPIRAL OF SUSTAINBILITY

Operations

Plan

2018-2023

Human Resources Development &

Corporate Culture

Demonstrating Value to Member States

Financial Sustainability

Marketing & Communications

AMCOW

New Leaders


The third mechanism is a range of strategically-selected “Stakeholder Engagement and Thought Leadership” activities in specific areas of need focused on capacity development and knowledge creation and exchange through regional WASH sector institutions and other WASH partners and stakeholders. To strengthen this engagement these activities will be coordinated with, and will enhance the impact of, country initiatives identified through IWED and our AMCOW activities. During this implementation period the supporting activities will include:

Continue organizing the WALIS sponsored “Discussion Forum” series to highlight specific work of WALIS, its partners, and ongoing water and sanitation events in Africa including engagement of US Department of State, USGS, CDC, MCC, and other USG and US-based foundation efforts at the intersection of Africa, water, sanitation, and current events. The objective of the discussion forums is to provide a forum for learning and collaboration. WALIS anticipates three seasonal forums – Fall, Winter, and Spring and will coordinate each with USWP and CKM. Further information is provided in Annex C, Activity 3 “Stakeholder Engagement.”

Support, via WALIS grant funds, three ASA promotion activities in partnership with BMGF, Eawag, and CAWST, and regional universities or other training institutions with concrete interest to start-up sanitation technical and management programs utilizing recommendations from the extensive WALIS ASA Market and Feasibility Studies to design curriculum and pedagogical techniques. WALIS will consider financially supporting follow-up business planning for interested institutional ASA partners/supporters. Further information is provided in Annex C, Activity 3 “Stakeholder Engagement.”

Convene the sub-theme on “Choices, Approaches and Actions for safely managed sanitation in Africa by 2030” at the 7th Africa Water Week in Libreville, Gabon. WALIS will also seek to co-convene the sub-theme on “Building the Capacity and Financing Sanitation in Africa” in collaboration with UNICEF at the AfricaSan5/Faecal Sludge Management5 Conference in Cape Town, South Africa. Both convening opportunities are in line with WALIS’s support of the AfricaSan Subcommittee on Monitoring and Learning, capacity building to AMCOW, and African Sanitation Academy promotion activities.

Coordinate with the CKM project on one or more podcast episodes devoted to leadership in Africa’s water and sanitation sector and link to other AMCOW activities and engagement of influential stakeholders across the sector.

Develop presentation and convening topics relevant to World Water Week and consider participation in the IWA Water and Development Congress.

Collect lessons learned for an end of project cumulative learning event focused on its organizational strengthening of AMCOW and the IWED Program results and the opportunity for future strengthening of evidence use in policy-making and planning.

The Team will remain actively engaged with global, regional, and country-level stakeholders to sustain its activity results from IWED and AMCOW organizational strengthening.

ACTIVITY 3: STAKEHOLDER ENGAGEMENT AND THOUGHT LEADERSHIP


PROJECT MANAGEMENT

The WALIS Team has been organized to maximize the efficiency of the activity. Below is a description of the roles and responsibilities as well as Year 4 updates to the roles of team members for project implementation for the next year. See Figure 13 for WALIS’s Team organizational chart.

Chief of Party (COP). While each activity will have its own coordinator, the COP will provide oversight to ensure deadlines are being met, project risks are avoided or mitigated, and issues are being identified and addressed proactively. The COP will report to the USAID Contracting Officer Representative (COR) and is ultimately responsible to ensure the quality of program activities and deliverables in compliance with the WALIS contract. The COP will represent WALIS in meetings and conferences. The COP is a full-time position that reports to the COR.

Deputy Chief of Party. In addition to managing the implementation of specific activities, the Deputy Chief of Party will be responsible for writing quarterly and annual progress reports and work plans, provide quality assurance guidance to Activity Coordinators, ensuring they meet branding requirements, and support the Operations Manager as needed. Together with the COP will track achievement of the project indicators to ensure the project is meeting set targets and identify opportunities for continuous improvement. The DCOP is a full-time position that reports directly to the COP.

Operations Manager. In addition to managing the implementation of specific activities, the Operations Manager will provide guidance on the contractual and financial implications of the various procurement methods. She will supervise the hiring process for any short-term assistance and ensure all documentation is complete. Together with the COP, she will be responsible for financial and administrative compliance. She will supervise the Program and Communications Coordinator and the Subcontract and Procurement Coordinator. The Operations Manager is a full-time position that reports directly to the COP.

WASH Specialist. The WASH Specialist will be an essential liaison for WALIS’s regional partners in Africa. He will support select activities and contribute to WALIS’s thought leadership activities through the production and presentation of WALIS knowledge and learning products, social media, and reports. He will act as an Activity Coordinator on one or more activities. The WASH Specialist is a full-time field position that reports directly to the DCOP.

The Program and Communications Coordinator. The Program and Communications Coordinator will make travel arrangements, process invoices for payment, coordinate with the home office team and ensure all files are complete. The Coordinator will support the Operations Manager and technical staff in grants management, subcontractor management, and general operations of the project. The Coordinator will also lead project communications efforts including liaising with the USAID Communications and Knowledge Management Project, leading development of project success stories, blog posts and other relevant material. The Program and Communication Coordinator is a full-time position that reports directly to the Operations Manager.

Activity Coordinators. The WALIS Team members will each be assigned to the role of an activity coordinator who will be the primary point of contact for that activity including being responsible for meeting deadlines, periodic reporting and quality control. The Activity Coordinators will lead the development and execution of activity implementation plans and be responsible for reporting and communications regarding the activity. He/she will report to the COP or DCOP regularly on activity


progress. Additional assistance will be provided by team members and/or technical experts as required and based on their competencies.

Technical Experts. The Team will utilize various technical advisors to support implementation and evaluation of the IWED program and the AMCOW organizational strengthening and AfricaSan tasks such as Nabil Chemaly, Heather Skilling, Kate Edelen, and four Organizational Strengthening experts from DAI/Nigeria, independent consultants ). Technical Experts are short-term positions that will report to the DCOP and in some cases the COP for special assignments.

Subcontract and Procurement Coordinator. The Subcontract and Procurement Coordinator will be responsible for supporting the WALIS Team in the development of requests for proposal (subcontracts) and select requests for assistance (grants) in close collaboration with the technical team and with the supervision of the Operations Manager. The Subcontract and Procurement Coordinator will oversee the procurement process to ensure contract compliance until the subcontractor has demonstrated a stable and consistent quality implementation track record. The Subcontract and Procurement Coordinator is expected to support the WALIS Team on a full-time basis for only Year 4. The Subcontract and Procurement Coordinator will report directly to the Operations Manager.

WALIS Research Interns. As the research and stakeholder engagement tasks evolve and grow, WALIS will select qualified research interns from applicable graduate programs for support research and publication activities such co-produced AMCOW White Papers, IWED showcase activities, and event coordination for various stakeholder engagement. WALIS interns are part-time or less support engaged on a rotating 6-month basis. The interns will report to the Program and Communications Coordinator.


FIGURE 13: WALIS TEAM ORGANIZATION CHART


GRANTS

In Year 4, WALIS plans to support three African “Partner Training Institutions” to complete business plans in support of the creation of professional sanitation management training programs that would incorporate the findings and recommendations in their curriculum and structure of the African Sanitation Academy – Regional Market Research and Feasibility Reports as well as curriculum designed and promoted by WALIS partners BMGF and Eawag. These modest sized grants would be informed by the ongoing collaboration with BMGF and Eawag. Further information is provided in Annex C, Activity 3 “Stakeholder Engagement and Thought Leadership.”

WALIS will leverage its technical assistance to AMCOW when updating its Gender and Youth Strategies to develop a separate grant focused on Women and Youth Leadership in the African WASH Sector.

DELIVERABLES

The WALIS Team is dedicated to providing full visibility for activities and sharing lessons learned. To that end the Team will submit regular documentation to USAID and partners. Reports will be uploaded to the USAID Development Experience Clearinghouse (DEC) and forwarded to the WADI COR as appropriate. Deliverables over the next year will include:

Quarterly reports – As outlined in the WALIS task order, the Team will submit quarterly reports, capturing lessons learned and success stories, by the 30th day of the month following the end of each quarter.

Summary Annual Progress Report – The Team will draft and submit its Year 4 Summary Annual Progress Report in October 2019. This report shall summarize the information contained in the quarterly reports with greater detail provided for the Q4 FY18. The report will outline the successes and challenges of the previous year. This report is due October 31, 2019.

Annual Work Plan – In October 2018 the Team will submit its Year 4 Annual Work Plan outlining the activities to be accomplished in the year ahead. The work plan will be combined with the Summary Annual Progress Report.

Workshop/Conference/Consultant reports – As outlined in the Task Order, the Team will submit reports as events or trips are completed.

Monitoring, Evaluation, and Learning (MEL) Plan – The Team submitted a Performance Monitoring Plan (PMP) in Year 1 however as the project has developed it has become clear that the PMP needed to be updated. An updated PMP (now referred to as the MEL in line with current USAID terminology) was submitted to USAID for approval in Year 3. The MEL indicator table and MEL monitoring table are presented in Annex A.

Technical report – As technical activities are implemented the WALIS team will write progress reports as well as a final activity report as the activity completes. All reports will be submitted to USAID upon completion.

Success Stories – Per the Water and Development IDIQ Prime Contract requirement, the WALIS project will write success stories as activities reach milestones and there are successes to share.


MONITORING, EVALUATION, AND LEARNING PLAN In Year 3, WALIS revised and adapted MEL indicators to reflect changes in the WALIS program activities and Results Framework (RF) and to ensure that WALIS is measuring indicators that serve as valid and appropriate measures of project performance. The three program Intermediate Results (IRs) were formulated and revised based on identified areas of activity needed to strengthen national and regional institutions in the African WASH sector. The IRs were selected and arranged to reflect both the sequencing and the weighted importance of each intermediate result in achieving the overarching project objective. The revised three IRs are:

IR1: WASH Policy and Governance – Foster transparent WASH sector multi-stakeholder leadership for evidence-based decision-making processes and better governance.

IR2: Monitoring – Strengthen capacity of regional and national institutions for monitoring, evaluation and reporting2.

IR3: Learning and Knowledge Sharing – Increase levels of coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning among institutions within the African WASH sector.

Annex A includes revised WALIS MEL Indicators and MEL Monitoring Table with revised targets for Years 1, 2, and 3. Revised indicators and targets align with AMCOW support activities and take into account changes with JSR support activity as well as cross cutting indicators. The MEL Monitoring Table includes detailed information about each of the indicators, including potential data sources and data collection methodologies, proposed frequency of data collection, and examples of annual and life of project targets.

2 IR 2 changed from “Strengthen capacity of regional and national institutions for monitoring and analysis of service delivery models and innovations”.


ANNEX A: WALIS MEL MONITORING TABLES

IR 1: WASH POLICY & GOVERNANCE – Foster transparent WASH sector multi-stakeholder leadership for evidence-based decision-making processes and better governance.

Indicator Disaggregation

REVISED Indicator 1.1: Number of WASH enabling environment policies, regulations, plans and/or standards analyzed, consulted on, drafted or revised, approved, and implemented with USG/WALIS assistance.

Disaggregated by country, institution/service type, urban/rural

IR 2: MONITORING – Strengthen capacity of regional and national institutions for WASH sector monitoring, evaluation and reporting.


Indicator 2.1: Number of regional and national institutions who are generating and using sound sector data in their decision-making as a result of USG/WALIS assistance.


Indicator 2.2: Number of regional and national institutions with improved monitoring systems and processes due to USG/WALIS assistance.


IR 3: LEARNING AND KNOWLEDGE SHARING – Increased levels of coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning among institutions within the African WASH sector.


Indicator 3.1: Number of WASH publications and outreach products developed as a result of USG/WALIS assistance.

Disaggregated by country, theme

Indicator 3.2: Number of regional and global meetings, learning events, and workshops supported or organized through USG/WALIS assistance.

Disaggregation by country, event type

Indicator 3.3: Number of institutions participating in peer-to-peer or other learning activities sponsored or supported through USG/WALIS assistance.

Disaggregated by country, institution/service type


COMPONENT/ INDICATOR

TYPE DEFINITION AND UNIT OF MEASURE

DATA COLLECTION METHOD/ SOURCES (S)

FREQ

UEN

CY

DIS

AG

GR

EGA

TIO

N

RES

PON

SIBI

LIT

Y

BASE

LIN

E YE

AR:

VA

LUE

FY

1 TA

RGET

FY 1

AC

TUA

L

FY 2

TA

RGET

FY 2

AC

TUA

L

FY 3

TA

RGET

FY 3

AC

TUA

L

ATT

RIBU

TIO

N

WALIS OBJECTIVE: IMPROVED NATIONAL WASH LEADERSHIP AND DECISION-MAKING TO DELIVER SUSTAINABLE SERVICES CONSISTENT WITH SDG GOAL 6

IR 1: WASH POLICY & GOVERNANCE – Foster transparent WASH sector multi-stakeholder leadership for evidence-based decision-making processes and better governance.

Indicator 1.1: Number of WASH enabling environment policies, regulations, plans and/or standards analyzed, consulted on, drafted or revised, approved, and implemented with USG/WALIS assistance.

Output

Unit of Measure: Number of enabling environment policies, regulations, plans and/or standards

Self-reported; monitored in TAMIS

Annual

Disaggrega-tion by country, institution/ service type, urban/rural 0 1 0 2 0 3 0 N/A

IR 2: MONITORING – Strengthen capacity of regional and national institutions for WASH sector monitoring, evaluation and reporting.

Indicator 2.1: Number of regional and national institutions who are generating and using sound sector data in their decision-making as a result of USG/WALIS assistance. Outcome

Definition- Sound Sector Data:

Data that is valid, reliable, precise, with integrity, and timely (in accordance with USAID DQA regulations).

Measure: Number of institutions.

IWED Baseline Monitoring and Evidence Mapping Reports (Planned end of Y3 & Y4)

Annual

Disaggrega-tion by country, institution/ service type, urban/rural

0 0 0 4 1 3 1

FY1-2 IWED Madagascar- Ministry at central level used BPOR data in decision making processes: Maps and budget data were presented during the sector meeting on July 2017 based on BPOR data. Budget negotiations with Ministry of Finance were partly based on sector estimates from BPOR data.

Four out of five regional directorates confirmed that they were able to use BPOR data to discuss with sector stakeholders during coordination discussions, at regional level.


FY3 IWED Mozambique – DNAAS (National Directorate of Water Supply and Sanitation) has generated sound sector data using the M-SINAS mobile data collection solution in the provinces of Maputo, Cabo Delgado, Sofala, and Manica.

Indicator 2.2: Number of regional and national institutions with improved monitoring systems and processes due to USG/WALIS assistance.

Outcome

Definition- Improved Monitoring System: A physical system that is providing accurate, transparent, and timely analysis and reporting of WASH sector data.

Unit of Measure:

Number of institutions.

Methodology TBD; monitored in TAMIS

Annual

Disaggrega-tion by country, institution/ service type, urban/rural

0 0 0 2 0 1 2

FY 3 IWED Mozambique – DNAAS is using the National Water and Sanitation Information System for sector monitoring at the national, provincial, and district levels. M-SINAS was developed using open source software. The solution is now being expanded to additional provinces. AMCOW’s AfricaSan Subcommittee on Monitoring and Learning led reporting on the Ngor Commitments with responses from 39 countries.

IR 3: LEARNING AND KNOWLEDGE SHARING – Increased levels of coordination, capacity development, communication, knowledge-sharing, and peer-to-peer learning among institutions within the African WASH sector.

Indicator 3.1: Number of WASH publications and outreach products developed as a result of USG/WALIS assistance.

Output

New publications and outreach products that did not previously exist and are directly linked to WALIS research and activities.

Unit of Measure:

Number of publications and outreach products.


Quart-erly

Disaggrega-tion by country, theme

0 3 3 5 7 5 8

FY1-2 ASA Market and Feasibility studies for East, West, and Southern Africa; consolidated ASA Feasibility Study; Local Systems Case Studies for Senegal, Ethiopia, and South Africa.

FY3 Global Waters Blog on AMCOW 2018-2030 Strategic Plan, AMCOW 2018-2030 Strategy Brochure, Three guidance documents for the AfricaSan and Ngor Commitment Monitoring, Eastern and Southern Africa Regional Snapshots, Global Waters Radio Podcast: Strategic Planning for Africa’s Water and Sanitation Sectors


Indicator 3.2: Number of regional and global meetings, learning events, and workshops supported or organized through USG/WALIS assistance.

Output

Unit of Measure: Number of events.


Quart-erly

Disaggrega-tion by country, event type

0 2 3 3 8 3 12

FY1-2 UNC Conference; RWSN forum; AfricaSan Task force Meeting (Gabon); ASA Workshop; Friends of AMCOW; SWA High Level Meetings (supported AMCOW staff’s attendance); AMCOW TAC Meeting; World Water Week

FY3 Kenya, Nigeria, and Senegal AfricaSan pilots (3); AMCOW TAC Strategy Subcommittee Consultation in Kigali, Rwanda (1); Eight AfricaSan Monitoring webinars (1); District capacity development trainings on the M-SINAS mobile data collection and Provincial capacity development trainings on data management and monitoring in Mozambique in Cabo Delgado, Maputo, Manica, and Sofala (1); Provincial capacity development trainings on data management and monitoring in Mozambique in Cabo Delgado, Maputo, Manica, and Sofala (1); Ten regional data cleaning capacity session in Kigoma, Pwani, Mwanza, Songwe, Katavi, Manyara, Simiyu, Shinyanga, Singinda, and Lindi, Tanzania (1); AfricaSan AITF Meeting in Abidjan, Cote d’Ivoire (1); World Water Week 2018 (1); AfricaSan East Africa Sub-Regional Meeting in Nairobi, Kenya and Johannesburg, South Africa (2).

Indicator 3.3: Number of institutions participating in peer-to-peer or other learning activities sponsored or supported through USG/WALIS assistance.

Output

Unit of Measure: Number of institutions.


Annual

Disaggrega-tion by country, institution/service type

0 0 1 3 3 3 38

FY1-2 AMCOW (Friends of AMCOW, SWA, EXCO, TAC, World Water Week); Government of South Sudan (supported TAC co-chair’s attendance); Government of Tanzania (supported Sylvester Matemu’s attendance to TAC meeting)

FY 3 AMCOW attendance at Kenya


3 Disaggregated list for Southern Africa: Botswana Ministry of Land Management, Water, and Sanitation Services, Botswana Department of Water Affairs, Botswana Ministry of Environment, Water and Climate, Eswatini Ministry of Health and Wellness, Lesotho Ministry of Water, Lesotho Ministry of Health, Lesotho Water Commission, Malawi Water and Environmental Sanitation Network, Malawi Ministry of Health and Population, Malawi Ministry of Agriculture, Irrigation and Water Development, Mozambique Ministry of Public Works, Housing, and Water Resources, Zambia Ministry of Agriculture, Water and Forestry, AMCOW, South Africa Department of Water and Sanitation, Zambia Ministry of Water Development, Sanitation and Environmental Protection, Zimbabwe Ministry of Environment, Water and Climate, Zimbabwe Ministry of Health and Child Care. 4 Disaggregated list for Eastern Africa: Burundi Ministere de la Sante Publique et de la Lutte Contre le Sida, Burundi Ministere de l’Hydraulique, e l’Energie, et des Mines, Eritrea Ministry of Health, Ethiopia Ministry of Health, Kenya Ministry of Health, AMCOW, Rwanda Ministry of Health, Rwanda, Ministry of Infrastructure, Somalia Ministry of Health and Human Services, South Sudan Ministry of Water Resources and irrigation, South Sudan, Nile Sustainable Development Organization, South Sudan Ministry of Lands, Housing, and Urban Development, Sudan Ministry of Health, Tanzania Ministry of Health, Community Development, Gender, Elderly and Children, Uganda Ministry of Health, Uganda Ministry of Water and Environment

AfricaSan Monitoring Pilot and WHO/GLAAS TrackFin Training of Trainers Workshop. AMCOW attendance in AfricaSan monitoring pilot in Dakar, Senegal. Mozambique held district and provincial trainings attended by 3 country institutions: DNAAS, District Service for Planning and Infrastructure, and Provincial Directorate of Public Works. 17 institutions from 10 countries attended the Southern Africa Sub-Regional Meeting3. 16 institutions from 11 countries attended the Eastern Africa Sub-Regional Meeting.4


ANNEX B: SUCCESS STORY


ANNEX C: WALIS PROPOSED YEAR FOUR ACTIVITY SHEETS

5 Two IWED Cohorts were created in Year 3. Cohort 1 countries are Madagascar, Mozambique, Tanzania, and Ethiopia. Cohort 2 countries include Senegal and Ghana. Madagascar has already completed and is not included in Year 4 Activity Sheets. 6 It is possible that some of the selected IWED initiatives will be adjusted during due diligence to be compliant with USAID/WALIS requirements, selection criteria, and availability of funds (including delayed start and/or cancellation). Overall, any funding for IWED initiatives will be commensurate with appropriately designed initiatives that result in outcomes consistent with project objectives. Additional calls for EOIs may be issued in subsequent years of the project contingent on the availability of funds. 7 A primary vehicle for integrating gender and youth into better decision-making regarding WASH related policy development, sector and project planning, and performance of WASH organizations and projects by the project will include mainstreaming gender and youth perspectives as part of its IWED program.

Activity 1: Improving WASH Evidence-based Decision-making (IWED) Program5

Geographic Focus: USAID Africa Region Activity Managers Anahit Gevorgyan (Cohort 1), Richard Rapier (Cohort 2)

Duration: March 2016-Dec 2019 (Cohort 1) Oct 2018- June 2020 (Cohort 2)

Regional/International Partner: USAID (Washington and the local Missions), AMCOW, GLAAS, UNICEF, select national WASH focal agencies

Estimated Budget: $1,646,079 Activity Linkages: AMCOW OSS, AfricaSan Support

Overview:

WALIS will offer financing for demand-driven initiatives identified by selected national WASH focal agencies, for approximately $250,000 per award, for services and goods rendered. Independent implementing agencies working closely with government staff will support WASH sector government agencies to execute the awards. These awards6 will support government agencies to address key bottle-necks by putting in place evidence-based decision-making processes to improve performance in any of the three WALIS intermediate result areas. A consortium of WALIS and government agency representatives will provide oversight. WALIS’s IWED support is intended to support strategic issues and foster better WASH policies, strategies, and decision making.7 As we implement the IWED program the Team will look for greater operational efficiencies for scaling up the IWED program subject to funding availability. The Team will create linkages and share lessons learned with AMCOW from IWED activities that are focused on information systems development and strengthening to improve SDG 6 monitoring and reporting. In Year 4, WALIS will develop a baseline for each IWED country activity that measures how the IWED improvements support better decision-making to satisfy MEL indicator 2.1 and 2.2. The IWED Baseline will also develop evidence maps for each country. The baseline and the evidence

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8 In Year 1 and Year 2 WALIS shortlisted countries; developed EOI and templates; launched the EOI at the Africa Water Week 2016 event; reviewed short concept papers and selected proposals to receive funding; developed detailed template for the full proposals; informed countries and sent the instructions/templates for developing full proposals; finalized and confirmed the initiative designs with partner governments; went through competitive procurement process, negotiated subcontract terms and started implementation in Madagascar. In Year 3, WALIS completed IWED Madagascar activity and started implementing IWED activities in Mozambique, Tanzania, and Ethiopia.

mapping will be used to evaluate IWED county outcomes and will be key to any following phases of improving decision-making in each IWED country.

Assumptions and Risks:

Missions concur with proposed initiatives.

Initiatives are well-coordinated with other donor partners to ensure value-added and cost-sharing, where appropriate.

Financing proposals from all six countries may have budget impact on other future WALIS activities.

Tasks and timeline8:

Cohort 1

Continue implementation in Ethiopia, Mozambique, and Tanzania. October 2018 – December 2019

Conduct baseline assessment and develop evidence maps. November 2018 – April 2019

Complete all activities and close out the first cohort with country reports. December 2019

Cohort 2

Finalize competitive procurement process for implementing agents in Ghana and Senegal. October – November 2018

Finalize negotiations and request USAID approval for subcontracts. December 2018 – February 2019

Begin implementation. Develop MEL plans for IWED activities, collect baseline data.

February 2019 February – March 2019

Complete all activities and close out the second cohort with country reports. June 2020


Activity 1(A): IWED Ethiopia - Improving Knowledge Management of the Ethiopian Ministry of Water, Irrigation and Electricity (MOWIE) at National and Sub-National Levels

Geographic Focus: Ethiopia Activity Coordinator: Nabil Chemaly

Duration: 18 months Country/ Regional Partner: Ethiopian Ministry of Water, Irrigation and Electricity (MOWIE), Oromia Water, Minerals and Energy Bureau (WMEB), WaterAid/Ethiopia

Estimated Budget: $ 251,461 Activity Linkages: USAID/Ethiopia support to the Water Sector Working Group and support to the Health Management Information System

Overview:

MOWIE is the government institution responsible for the expansion of potable water supply coverage, and to coordinate the implementation of WASH projects financed by foreign assistance and loans. MOWIE determines conditions and methods required for the optimum and equitable allocation and utilization of water resources that flow across or lie between regional states. Currently UNICEF, with USAID funding, is supporting the Water Sector Working Group Secretariat and its different groups and sub-groups which are the main platform between the Government of Ethiopia and its development partners.

The ONE WASH National Program (OWNP) advocates for one plan, one budget, one reporting system and one Consolidated WASH Account. Through OWNP, there is a great need for a robust knowledge management (KM) system, for that reason several initiatives are already taking place to facilitate the two-way flow of information from sub-national to the national ONE WASH coordination office. Nevertheless, severe structural deficiencies in KM persist in the sector.

The majority of information flows are bottom up, where regional agencies (e.g., WMEB) report activities to the OWNP office at central level. There is limited knowledge transfer from the national to the sub-national levels (beyond training events and workshops). At the same time, due to deficient ICT (Information and Communication Technologies) systems, the information flows are limited even within MOWIE.

The main objective of this initiative is to improve KM in the WASH sector, with special emphasis on MOWIE’s internal KM systems at national and sub-national level, and also transferring knowledge to other stakeholders to make information available for management, planning, policy formation and decision making at all levels. The Team will focus on developing protocols, procedures, workflows and setting up proper infrastructure for knowledge management as well as capacity development at the national and sub-national/regional level (Oromia WMEB).

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Overall political and macro-economic situation remains stable, with no major changes within the government structures.

Good support from USAID mission.

Assumes good fit with National WASH initiatives and donor community activities.

General commitment on transparency and open access to key relevant data: MOWIE agrees on making a significant part of knowledge accessible to a broader audience, while keeping some internal documents for internal use of the ministry.

Complementarity and good coordination with other initiatives such as an M&E system for OWNP and MOWIE’s website development.

MOWIE and Oromia WMEB commitment to provide timely input and approval of KM protocols and processes.

Tasks and timeline:

Develop and sign a MOU with MOWIE January 2019

Conduct ICT gap assessment Develop and approved KM protocols and procedures September 2018

Conduct baseline assessment and develop evidence map December 2018 – January 2019

Procure and install IT hardware and software for KM December 2018 - April 2019

Conduct training to concerned staff and provide support April – August 2019

Complete all activities and close out with a final report. September 2019


Activity 1(B): IWED Ghana- Improve Data Harmonization within the Ghana Wash Sector

Geographic Focus: Ghana Activity Coordinator: Nabil Chemaly

Duration: 18 months Country Partner: Ministry of Sanitation and Water Recourses (MSWR)

Estimated Budget: $ 250,000 Activity Linkages: World Bank's support for the development of the Sector Information System (SIS) framework UNICEF's support to develop Golden Indicators

Overview:

The Ministry of Sanitation and Water Resources (MSWR) is the lead government institution in charge of improving water, sanitation and hygiene services in Ghana. It is responsible for providing leadership for sector policy development, implementation, coordination, monitoring and evaluation. Evidence-based decision making is central to effective sector coordination, but unsystematic data collection and management compounded by fragmented data management systems unlinked to an evolving Sector Information System (SIS) represent a major challenge faced by MSWR. The framework of the SIS has been developed but will only be useful for leadership decision making at various levels if there is a creative interface with data management systems of the various agencies at both national and subnational levels.

The Ministry presented a concept note followed by a detailed proposal in April 2018 proposing to initiate and complete the linkages between the SIS and management systems of the various agencies such as the Customer-base and data Information system of the Ghana Water Company Ltd (GWCL) for urban water supply, and the District Management Information System (DiMES), the MIS of the Community Water and Sanitation Agency (CWSA) for rural water supply. Others are BaSIS managed by the Ministry of Local Government and Rural Development (MLGRD), the District Health Management Information System (DHMIS) by the Ministry of Health/Ghana Health Service and Education Management Information System (EMIS) by the Ministry of Education/Ghana Education Service. Recognizing the urgency of evidence-based decision-making, MSWR and other development partners (mainly UNICEF and the World Bank) are partnering to ensure the smooth operationalization of the system. UNICEF is facilitating the development of "Golden Indicators" and the re-introduction of the Sector Performance Report, which will respond to national and international commitments, while, the World Bank, is further supporting the fine-tuning of SIS. In its proposal, MSWR is requesting USAID/WALIS's support to make SIS an operational platform and train concerned staff on data collection, management and reporting.

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The main objective of the activity is to improve the monitoring of the WASH sector in Ghana by providing timely and accurate data from the local level to MSWR at the central level, and the generation of sector indicators and reports for evidence-based decision making, policy planning, and global reporting. Specific objectives are as follows:

Develop and implement standard WASH data collection, management and reporting at the local, regional and central level with an institutionalized data flow across these different levels;

Provide capacity building to different actors in the WASH sector to properly implement data collection procedures and integrate these procedures in their day-to-day work;

Support the collection of baseline data in selected regions for the WASH sector; and, Establish an integrated information system (including necessary databases, interfaces, software and hardware solutions) for the

WASH sector to ensure proper data flows and allow the generation of sector reports and indicators required by MSWR at the national level.

Assumptions and Risks9:

Strong support from USAID Mission.

SIS and interfacing is complex and might require demonstration of SIS’s ability to reduce data management burden as an entry-point to motivate agencies to support an integrated system.

Numerous systems and implementing partners are involved in this activity. Further insight is needed on how well the current stakeholders are working together.

WALIS should host a coordination meeting amongst local stakeholders to determine the feasibility for implementation and a proper division of tasks and responsibilities, mainly related to funding.

A qualified in-country local implementation partner is identified through a procurement process ASAP to start working on SIS.

Tasks and timeline:

Develop and sign a MOU with MSWR August 2018

Manage award/procurement process. October 2018

Finalize negotiations and request USAID approval for subcontracts. November 2018

9 These assumptions and risks pertain to the old concept paper and will be revised based on the new concept paper WALIS expects to receive from the Ministry.


Conduct baseline assessment and develop an evidence map February 2019

Phase 1 – Inception: conduct required assessments and prepare inception report December 2018 – February 2019

Phase 2 – Development of standard WASH data collection and reporting procedures January – May 2019

Phase 3 – Institutionalization of standard WASH data collection and reporting procedures April – July 2019

Phase 4 – Baseline survey January 2019 - April 2020

Phase 5 – IT solutions December 2018 – June 2019


Activity 1(D): IWED Mozambique - Development of the National Water and Sanitation Information System (SINAS)

Geographic Focus: Mozambique Activity Coordinator: Anahit Gevorgyan

Duration: 2 years Country Partner: Ministry of Public Works, Housing and Water Resources

Estimated Budget: $420,719.25 Activity Linkages: USAID/Mozambique SPEED Plus

Overview:

Government of Mozambique initiated the establishment of the National Water and Sanitation Information System (SINAS) in 2007. Subsequently, they developed monitoring indicators and tools, and a manual of information management for Rural Water Supply and Sanitation. By 2009, about 70% of point sources had been recorded in database, but with deficiencies in the coding of sources and keeping functionality data up-to-date. Currently the main gaps of SINAS are: 1) need for training provincial and district including the establishment of district assistance Teams; 2) technical assistance in ICT to integrate urban water and sanitation to develop new ways of data collection and display; 3) analytical capabilities in the central level (programming, monitoring, reports (semi-annual report, annual and annual sector performance report) and organization of coordination mechanisms; 4) support and strengthen the role of private suppliers in water supply services.

The objectives of this initiative are to:

Strengthen the functional network of information and data of the water and sanitation sector as a tool for planning and decision-making in investments and monitoring.

Consolidate the database for the harmonization of methodologies for the collection, processing, analysis and sharing of information on water supply and sanitation.

Strengthen the SINAS to be an instrument for improvement of governance in water and sanitation in Mozambique.



Relatively sensitive country for political reasons, but good support for proposal from Mission, and a strong need to help maintain WASH sector development.

WALIS has hired a local consultant to provide support and oversight for the project.

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WALIS has established a regular communication with DNAAS and USAID Mission to manage their expectations.

Tasks and timeline:

Implementation of phase 4 data integration and training at central level including, but not limited to integration of SINAS data from other partners, development for GIS integration of stakeholders’ data, SINAS central training for SINAS Server and Database administration, WebGIS administration, GIS data processing and monitoring, and reporting of information within SINAS.

October – December 2018

Develop and sign a MOU with DNAAS August 2018

Conduct baseline assessment and develop and evidence map November – December 2018

Implementation of phase 5 project monitoring including: data collection from trained entities, data collection from SINAS (central); analysis of collected data and results; and, definition of improvements and communication with trained entities.

December 2018 – November 2019

Complete all activities and close out with a final report. December 2019


Activity 1(E): IWED Senegal- Improve Monitoring of IWRM Indicators for SDG 6 and Development of an Asset Monitoring System for Public Sanitation Facilities

Geographic Focus: Senegal Activity Coordinator: Théophane Boutrolle

Duration: 18 months Country Partner: Ministry of Hydraulics and Sanitation (MHS), Cellule de Coordination et de Suivi des Programmes Eau et Assainissement (CCSPEA)

Estimated Budget: $250,000 Activity Linkages: AMCOW AfricaSan Support

Overview:

The project submitted by Senegal for the financing of the WALIS initiative aims to consolidate and reinforce the sectoral monitoring-evaluation system to improve the support mechanisms in decision making. In the context of PEPAM, Senegal, with the support of the World Bank, through the Water and Sanitation Program (WSP), had defined and implemented a unified monitoring-evaluation system, piloted by the Public Minister through the program’s monitoring and coordination unit, which allowed to ensure an effective monitoring of the indicators towards reaching the SDG. This major initiative had thus allowed to elaborate a reference on the main indicators to follow, to regularly advise them by implying all the actors at the central and decentered levels, to produce an annual report on the situation of the sector, and to organize the joint sectoral annual reviews.

In 2013, the AfDB as part of the Rural Water Supply and Sanitation Initiative (RWSSI), as well as other partners such as UNICEF and the European Commission, guided Senegal’s WASH sector in a participatory diagnosis, analysis, and planning process that resulted in the development of a five-year plan to strengthen the Sectoral Information and Monitoring System or “Système Sectoriel d’Information et de Suivi” (SSIS). However, with the definition of the new agenda towards achieving the SDGs and the new Letter of Sector Development Policy 2016–2030, the monitoring and evaluation must cover new data fields.

Specifically, Senegal must now monitor and evaluate secure access to drinking water, hygiene and sanitation (6.1, 6.2, and 6.3.1 in partnership with the World Health Organization’s Joint Monitoring Programme with UNICEF), monitoring the implementation of the Integrated Water Resources Management (IWRM, 6.3.2 to 6.6, in partnership with the Global Environment Monitoring Initiative (GEMI). The current monitoring and evaluation system must therefore be strengthened to better address these indicators in terms of improving databases, collection methods, as well as handling and dissemination of data.

Activity 1. Improve the information production process for IWRM related SDG 6 indicator monitoring. This activity is expected to be implemented in no longer than fifteen (15) months from activity kick-off to completion of all tasks under the activity. Key tasks necessary to

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the satisfactory completion and development impact of the activities will be supported by agencies other than WALIS. These tasks are noted where appropriate in the task details below. Prompt, clear and open collaboration and communication with these other agencies as well as DGPRE and CCSPEA shall be key to successfully implementing all the tasks.

Activity 2. Establish an asset management monitoring system for public sanitation facilities. This activity is expected to be implemented in no longer than eighteen (18) months from activity kick-off to completion of all tasks under the activity. Prompt, clear and open collaboration and communication with CCSPEA, Sanitation Department (DA - Direction de l’Assainissement), the Ministry of National Education (MEN - Ministère de l’Education Nationale), and the Ministry of Health and Social Action (MSAS - Ministère de la Santé et de l’Action Sociale) shall be key to successfully implementing all the tasks.

Assumptions and Risks10:


Senegal has comparatively strong institutions; they have prioritized sector monitoring and managed to get many donors involved such as the African Development Bank and the European Commission.

Donor and stakeholder coordination and formalization of commitments will be critical to success of the initiative. UNICEF is a strong partner with both national and regional offices in Dakar.

To ensure proper alignment of the national SIMS with international and regional mechanisms, the anchors must be unified to avoid unnecessary duplications.

Tentative Tasks and timeline:

Develop and sign a MOU with CCSPEA December 2018

Procurement of activity implementation partner August – December 2018

Conduct baseline assessment and develop an evidence map March – April 2019

Improve the information production process to monitor IWRM related SDG 6 indicators monitoring

o Improve the monitoring of ambient water quality under SDG 6.3.2 Level 1 January – March 2019

10 These assumptions and risks pertain to the old concept paper and will be revised based on the new concept paper WALIS expects to receive from the Ministry.


o Improve the monitoring of water-related ecosystems under SDG 6.6.1 Level 2 March – May 2019

o Improve the monitoring of water-use efficiency and productivity under SDG 6.4.1 May – July 2019

o Install an information exchange & dissemination platform for water resources data July – January 2020

Establish an asset management monitoring system for public sanitation facilities

o Diagnostic workshop to determine appropriate monitoring public sanitation facilities January – March 2019

o Design an Asset Inventory Mapping and Directory Platform March – May 2019

o Collect data to populate the Asset Inventory Mapping and Directory Platform May – July 2019

o Asset Inventory Mapping and Directory Platform Training July – September 2019

o Asset Inventory Mapping and Directory Platform Analysis September – November 2019

o Develop the Public Sanitation Facilities Asset Inventory (the Directory) November 2019 – January 2020


Activity 1(F): IWED Tanzania- Roll Out of the National Sanitation Management Information System (NSMIS)

Geographic Focus: Tanzania Activity Coordinator: Alayne Potter

Duration: 22 months Country Partner: Ministry of Health, Community Development, Gender Elderly and Children (MoHCDGEC), WaterAid Tanzania

Estimated Budget: $267,123 Activity Linkages: USAID/Tanzania WARIDI

Overview:

MOHCDGEC as the lead ministry for sanitation and hygiene services, oversees implementation of sanitation and hygiene interventions in the country, coordinates stakeholders, and leads the process for development of national sanitation policy. The United Republic of Tanzania missed the millennium development goals on sanitation and hygiene. In 2015 only 16% of the population had access to improved sanitation while 12% did not have access to any type of sanitation facility at all thus resorting to defecating in the open engaging in the behavior of highest risk (JMP 2015). Significant efforts were put in place to rescue the situation especially on the implementation of the National Sanitation Campaign under the Water Sector Development Program. Both activities are currently in phase 2 of implementation (2016-2021).

An electronic reporting system, the NSMIS was developed to measure the gains from these efforts and is currently in use in Tanzania’s 26 regions. Despite significant achievement, implementation of NSMIS program faces some challenges. The majority of its targeted audience cannot access data in the system unless they have DHIS.2 application skills and have been provided with access credentials by the Ministry. These barriers undermine the original purpose for development of the electronic system - to facilitate information sharing among a wider range of stakeholders for accountability, advocacy and decision making. There is also a shortage of IT staff at the central level to serve at the national help desk. The reporting rate from village councils is low in part due to heavy workload of data entry at council level, lack of supporting user manual, late receipt of data from villages, shortage of transport to reach all villages every quarter for supportive supervision, and support to front line data collectors. While pilot programs to use mobile technology for data is collection is under way, the majority of regions are using registers. There is a shortage of printed registers as they need to be replaced annually.

The objectives of this initiative are to:

Develop a National WASH web portal.

Enhance the capacity to use the web portal.

Hire ICT staff to strengthen national help desk.

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Develop a user-friendly manual - NSMIS user’s pocket guide.

Print and distribute registers for collection and storage of data at sub-village level.

Support data cleaning to improve the quality of primary data that is entered into the system and conduct overall Data Quality Assurance (DQA).

Improve evidence generation through rigorous monitoring and reporting mechanisms.

Work with MOHCDGEC to ensure uptake of data quality and reporting standards or policies on WASH at a national level.


The Ministry is moving from Dar es Salaam to Dodoma. Some of the Ministry staff have been relocated and others will follow in the next few months. This is a time and completion risk that will be mitigated through increased levels of coordination among different departments of the Ministry and the implementing partner, WaterAid Tanzania.

ICT staff will be given priority for government employment to provide sustainability and continuity of the support services. The salaries of ICT staff must be included as part of the government budget. Without this, there is a results risk in the sustainability of the activity.

Ministry will continue providing support for the infrastructure and extension workers at the council level for program implementation and data entry. Without this, there is a results risk in the sustainability of the activity.

Careful supervision will be required to ensure effective coordination with other donors working on NSMIS.

User-friendly manuals and guides will not be used with inter-agency agreements and standard procedures for data sharing, budget support, and data quality assurance roles and responsibilities in place.

Tasks and timeline:

Development of a National WASH web portal. May 2018 – March 2019

Conduct baseline assessment and develop an evidence map. November 2018

Develop MOU with MOHCDGEC. January 2019

Enhance the capacity to use the web portal. January 2019 – March 2019

Print and distribute registers for collection and storage of data at sub-village level. October – December 2018


Field ICT staff to strengthen the national help desk. November 2018 – October 2019

Support data cleaning to improve the quality of primary data that is entered into the system and conduct overall Data Quality Assurance.

April 2018 – August 2019

Improve evidence generation through rigorous monitoring and reporting mechanisms. April 2018 – August 2019

Complete all activities and close out with a final report. October 2019


Activity 2 (A): AMCOW – Organizational Strengthening Support

Geographic Focus: Regional Activity Coordinator:

Duration: Through the duration of the WALIS project

Regional Partner: AMCOW

Estimated Budget: Activity Linkages: AfricaSan support, Africa Water Week

Overview:

The 2015 AMCOW Operational Strategy (AOS) analyzed the strengths, weaknesses, opportunities, and threats (SWOT) to AMCOW.11 Major challenges to the organization were identified regarding governance, organizational capability, planning and human resources, and financial management. AMCOW has had difficulty mobilizing the resources necessary to effect such major organizational change therefore WALIS will provide support to strengthen the Secretariat in select areas. This activity is proposed given AMCOW’s key political and technical role in supporting the Ngor Commitments on Water Security and Sanitation with continued commitment to the Africa Water Vision 2025 and the Agenda 2030 for Sustainable Development. WALIS, in close partnership with the Secretariat, is well-placed to analyze, design strengthening measures, and implement improvements in response to some of the weaknesses and threats identified through the SWOT12.

In April 2017, WALIS signed a grant with AMCOW to support the OSS activity. With this grant, AMCOW hired the CFA and WALIS supported the onboarding of the CFA to ensure he was trained and prepared for the job responsibilities. To facilitate the tasks under the grant, WALIS has employed in-country organizational strengthening experts to provide AMCOW “side-by-side” guidance and training to reach the goals identified in the SWOT. WALIS will continue to analyze and possibly use implementation methods and tools that incentivize improvements in AMCOW’s performance and responsiveness to technical assistance as well as link to thought leadership initiatives identified below. WALIS will: a) research and develop a white paper on the interlinkages of SDG 6 with the other SDGs within the particular context of Africa and how AMCOW adds value to this dialogue; b) a white paper on standard benchmarks and a possible accreditation process by which AMCOW would certify its Member States that were meeting certain “enabling environment” standards for policy, practice, and resource allocation for national water and sanitation development; and, c) a white paper and action plan on creating an “AMCOW Trust Fund” to better

11 AMCOW, September 2015. 12 The SWOT analysis found other weaknesses and threats that may or may not be alleviated by WALIS interventions (see AOS page 12); however, detailed design in Q2 FY17 in partnership with the Secretariat will determine secondary impacts.


ensure AMCOW’s financial viability for the long-term. WALIS is expected to work with BMGF, AfDB, and potentially other partners to develop these white papers providing analysis and recommendations to support such an accreditation process.


The AMCOW Secretariat has no sustainable source of funding. Country contributions are sporadic, and grants are inconsistent. With the support of WALIS, AMCOW is developing a financial structure that would allow them to be more self-reliant. Should the new financial structure be ineffective and AMCOW is not able to minimize its dependence on grants, AMCOW will not be able to hire the staff or implement the changes proposed.

The AMCOW Secretariat is managed by the EXCO, a group of WASH Ministers from 15 countries to review and approve high-level AMCOW policies and procedures. Most of the changes being undertaken through WALIS must be approved by the EXCO before the team can implement the changes. Should the EXCO not approve of the changes the activity could be stalled indefinitely.

The AMCOW Secretariat is still developing its organizational capacity and until that is more developed, they may have difficulty performing tasks to a standard that is required by WALIS. While WALIS endeavors to provide support as needed by AMCOW, lack of good performance on the Secretariat-side would require re-examination to partner commitment, implementation methods, and possibly continued support.

Assumes that there is demand for AMCOW services and that countries would be willing to pay for it.

Tasks and timeline:

Finalize the amendments to AMCOW MOU and sign during Africa Water Week November 2018

Develop AMCOW Operations Plan November 2018- March 2019

Internal Audit Guidelines November 2018

Detailed Work Plan for OSS Grant November 2018

Updated HR Rules and Regulations November 2018

Updated Governance Framework November 2018

Procurement Standards and Procedures Guidelines November 2018

Quarterly Review Financial Review Guidance November 2018


Upgrade AMCOW's financial/accounting system and software November- December 2018

Consolidated Reorganization Plan December 2018

Train staff on Accounting, Financial Management, and Procurement December 2018

Accounting System User Guidelines December 2018

Develop new Secretariat Authorities Matrix December 2018

Quarterly Performance Review Guidance December 2018

Planning and Budgeting Guidelines and Template December 2018

Quarterly Financial Review Guidance October 2018 - February 2019

Complete the new AMCOW Risk Management Plan January 2019

Draft the new Records Management Policy & Guidance January - April 2019

Consolidated Human Resources Development Plan February 2019

Develop Resource Mobilization Plan February 2019

Staff Performance Appraisal System March 2019

Train staff on Resource Mobilization May 2019

EU Pillar Assessment audit. July 2019

Train staff on Project Management September 2019

Project Management Tools TBD

Team building and capacity development tools TBD

Support for the Chief of Finance and Administration position reduced to 75%. The remainder of salary will be covered by AMCOW.

June 2019

Grant to AMCOW to support Organizational Strengthening ends.

March 2020


Activity 2 (B): Africasan Monitoring and Learning Leadership Support

Geographic Focus: Regional Activity Coordinator:


Regional Partner: AMCOW, BMGF, UNICEF, WHO/GLAAS, AfDB, WSSCC, IRC WASH

Estimated Budget: Activity Linkages: AMCOW SOS, IWED, Stakeholder Engagement

Overview:

At the May 2017 AfricaSan International Task Force (AITF) Member Meeting in Libreville, Gabon, the AITF members convened to restructure the AITF and create thematic subcommittees with the express purpose of more effectively achieving access to adequate and equitable sanitation and hygiene for all and end open defecation in Africa. The meeting resulted in 1) a strong position to ensure AfricaSan is a continuous process and not just a conference that occurs every few years; 2) Subcommittee technical support agencies would build the capacity of their AMCOW Technical Advisory Committee and Secretariat partners while going about their subcommittee work; 3) the Lead Technical Support Agency for the AITF would be reconfirmed every few years in line with the AfricaSan conferences and generally follow a rotation between agencies as needed; and, 4) Support member states would take ownership of their commitments.

To demonstrate leadership in the AITF, USAID views an additional investment in the AfricaSan process and specifically in strengthening AMCOW’s role as the lead monitoring and reporting agency for Africa as an important step to Africa leading its own development more independently. USAID support to AMCOW through AfricaSan and its multi-stakeholder development cooperation approach will help bring a unified approach to both leverage and support the goal of achieving access to adequate and equitable sanitation and hygiene for all and end open defecation in Africa.

WALIS will support AMCOW’s coordination of the AfricaSan International Task Force’s Subcommittee on Monitoring and Learning (AITF-SML). The objective of the Subcommittee is to work with AMCOW to coordinate the development of the AfricaSan action plan for the Ngor commitments for sanitation and hygiene, its implementation, monitoring, and reporting using the Pan-African Water and Sanitation Monitoring System, otherwise known as “WASSMO.” This activity is proposed given AfricaSan’s key role in defining and monitoring Africa’s commitment to and monitoring of the continent’s progress toward achieving Sustainable Development Goal 6.2 and related goals and objectives.

To operationalize this support, WALIS awarded a grant to AMCOW and is providing ongoing technical assistance to the SML via a subcontract with Mann Global Africa (Senior Monitoring and Learning Advisor Sophie Hickling). With this grant, AMCOW started the recruitment and finalized the process of hiring a Monitoring Support Officer that will work with the Sanitation Project Manager, Technical Liaison Consultant


(Strengthening WASH monitoring), and other staff within AMCOW and its stakeholders. The activity will support reasonable and associated costs to embed the Monitoring Support Officer within the AMCOW Secretariat in Abuja and attend key meetings and conferences necessary for the execution of the Monitoring Coordinators tasks. The activity will also support the operationalization of WASSMO, which includes reporting on lessons learned following the validation workshop for 2017 data for Africa Water Sector and Sanitation Monitoring report, and other follow up activities that will lead to the submission of the 2017 report to the Summit of Heads of states of the AU, and support implementation of AITF-SML action plan.


Multi-stakeholder processes like AfricaSan are more effective and sustainable when they reflect an organization’s own priorities and strengthen their accountability to the process. Further refinement of the AITF-SML milestone tasks schedule and methodologies must be completed in collaboration with the AMCOW Secretariat and other key stakeholders. This is the starting point for the partnership between WALIS and the AMCOW Secretariat. WALIS, together with the AMCOW Secretariat and the other AITF-SML members will provide resources and technical expertise to design, resources for the participation in key meetings and conferences, and planning. The partnership required by this activity is constructed on the framework of WALIS’s results framework; is consistent with USAID’s standards for accountability, transparency and impact; and draws on WALIS’s support and guidance.

Inclusion and collaboration are two important principles that will enable effective implementation of the activity. AMCOW is the primary counterpart and beneficiary of the activity. Through the activity’s results, AMCOW’s effectiveness and member state confidence in its ability to execute its mission and provide valuable member services will be improved. Other key stakeholders that are expected to be engaged as part of the activity include the members of the AITF, but more precisely the contributing members of the AITF-SML – UNICEF, BMGF, the Water Supply and Sanitation Collaborative Council ,ANEW, WaterAid America, AfDB – African Water Facility, Sanitation and Water for All, International Water and Sanitation Centre (IRC-WASH), Stockholm Environment Institute, and the Joint Monitoring Programme / UN-Water Global Analysis and Assessment of Sanitation and Drinking Water (GLAAS).

AMCOW receives significant support for its AfricaSan and monitoring activities from the BMGF, UNICEF, and WHO/GLAAS. The success of the AfricaSan activities anticipated under this WALIS activity is partially predicated on a continued level of support from these other agencies. WALIS will carefully coordinate its actions under this activity with the other agencies and ensure that other agencies as well as AMCOW are transparent with WALIS regarding their commitment to activities that have mutual benefit and risk.

The AMCOW Secretariat is still developing its organizational capacity and until that is more developed, they may have difficulty performing tasks to a standard that is required by WALIS. While WALIS endeavors to provide support as needed by AMCOW, lack


of good performance on the Secretariat-side would require re-examination to partner commitment, implementation methods, and possibly continued support.

Tasks and timeline:

Provide coordination support to the Subcommittee on Monitoring and Learning (SML).

o Provide advice on assessment of individual country reporting standards and capacity to report on Ngor Commitments.

October 2018 – February 2019

o Participate in sub-regional meetings (begun in September 2018) for analysis and discussion of sub-regional priority areas, sharing experiences on the baseline, feedback on the process, Ngor monitoring.

October 2018

o Conduct analysis on necessary next steps for the SML with relevant stakeholders after the sub-regional meetings.

October – December 2018

o Provide technical guidance and assistance to the AMCOW Secretariat for the AfricaSan5 Conference.

October 2018 – February 2019

o Support the showcasing of evidence-based reports where the needs are the greatest to mobilize resources and attention.

October 2018 – March 2020

o Support the SML to develop the AfricaSan Action Plan for the Ngor commitments for sanitation and hygiene and its implementation.

February 2019 – April 2019

Support the operation of the WASSMO.

o Develop and publish the Africa Water and Sanitation Monitoring Report for 2017 October - December 2018

o Work with countries, utilities, and regulators contributing data and engage with regulators to support use of data from WASSMO for analysis and progress reporting for national and regional partners.

October 2018 – March 2020


Activity Number: 3 Stakeholder Engagement and Thought Leadership

Geographic Focus: Regional Activity Coordinators:


Regional Partner: Multiple Partners

Estimated budget: TBD Activity Linkages: AMCOW SOS, AMCOW AfricaSan Support, IWED

Overview:

The confluence of WALIS’s recently completed studies, the results rolling out of the IWED Activity, and the project’s support of AMCOW places the project in a position of growing strategic influence in the African WASH sector. This influence will be used to further empower AMCOW as well as reinforce USAID WASH thought leadership on the continent. By strategically selecting support activities that further empower AMCOW, African national water and sanitation agencies, and education institutions, the project will increase good water governance competency and capacity. WALIS will support stakeholder engagement activities in a coordinated approach to enhance its other activities, increase knowledge exchange, and build leadership in the African water and sanitation sector through learning events, convening partners to build on its past and current activities, and push out multimedia content on strong leadership in the sector. Elaborating on the WALIS Stakeholder Engagement and Thought Leadership “Mechanism 2” approach, WALIS will undertake the following activities to achieve the defined objectives:

Continue organizing the WALIS sponsored “Discussion Forum” series to highlight specific work of WALIS, its partners, and ongoing water and sanitation events in Africa including engagement of US Department of State, USGS, CDC, MCC, and other USG and US-based foundation efforts at the intersection of Africa, water, sanitation, and current events. The objective of the discussion forums is to provide a forum for learning and collaboration. WALIS anticipates three seasonal forums – Fall, Winter, and Spring and will coordinate each with USWP and CKM. Further information is provided in Annex C, Activity 3 “Stakeholder Engagement and Thought Leadership.”

Support, via WALIS grant funds, three ASA promotion activities in partnership with BMGF, Eawag, and CAWST, and regional universities or other training institutions with concrete interest to start-up sanitation technical and management programs utilizing recommendations from the extensive WALIS ASA Market and Feasibility Studies to design curriculum and pedagogical techniques. WALIS will consider financially supporting follow-up business planning for interested institutional ASA partners/supporters. Further information is provided in Annex C, Activity 3 “Stakeholder Engagement and Thought Leadership.” In Year 4 WALIS will identify the most promising and capable partners to carry forward and integrate the findings of the African Sanitation Academy Feasibility and


Market Studies. If there is sufficient interest and concrete demand on the part of one or more of the host institutions, then WALIS will consider financially supporting the completion of a business plan via a grant or by other means.

Convene the sub-theme on “Choices, Approaches and Actions for safely managed sanitation in Africa by 2030” at the 7th Africa Water Week in Libreville, Gabon. WALIS will also seek to co-convene the sub-theme on “Building the Capacity and Financing Sanitation in Africa” in collaboration with UNICEF at the AfricaSan5/Faecal Sludge Management5 Conference in Cape Town, South Africa. Both convening opportunities are in line with WALIS’s support of the AfricaSan Subcommittee on Monitoring and Learning, capacity building to AMCOW, and African Sanitation Academy promotion activities.

Coordinate with the CKM project on one or more podcast episodes devoted to leadership in Africa’s water and sanitation sector and link to other AMCOW activities and engagement of influential stakeholders across the sector.

Develop presentation and convening topics relevant to World Water Week and consider participation in the IWA Water and Development Congress.


Engagement actions should be relevant and contribute to outcomes of other WALIS activities.

AMCOW and IWED partners continue to be viable partners and implementation risks associated with WALIS support to these activities are manageable including time and completion risks, results risks, and capacity and management risks.

Continued engagement with partners and knowledge exchange at conferences like the Africa Water Week, World Water Week, and similar trainings, workshops, and learning events provide WALIS with the opportunity to influence and empower its stakeholders. Attendance at conferences and workshops due to travel costs will be carefully considered to ensure the level of return on investment in terms of staff time and cost are valuable to the project.

WALIS Multimedia content (website materials, short videos, and podcasts) developed by WALIS is of sufficient quality and substance to justify the additional investment by the project and the project is able to closely collaborate with the USAID Communications and Knowledge Management Project as well as other Centrally-funded USAID water mechanisms.

Grant funds are sufficient to support WALIS podcast series, and possible business planning under the Africa Sanitation Academy Promotion.

There is an opportunity cost risk associated with the Africa Sanitation Academy reports if they do not transition into high partner uptake.


Tasks and timeline:

Discussion Forum – Develop, plan and implement a WALIS sponsored occasional series to highlight specific work of WALIS, its partners, and ongoing water and sanitation events in Africa including engagement of US State Department, USGS, CDC, MCC, and other USG and US-based foundation efforts at the intersection of Africa, water, sanitation, and current events. WALIS anticipates three seasonal forums – Fall, Winter, and Spring. Link to USWP and CKM.

December 2017 – May 2020

ASA promotion and business planning support – support the convening and promotion of ASA Market Research and Feasibility Study findings and recommendations such that they are substantially integrated into regional training partner programs, curriculum, and course offering. This will be accomplished through the provision of business planning support and grant funds to qualifying regional training institutions. WALIS will coordinate closely with BMGF and BMGF partners Eawag, CAWST, and potentially AFWA.

January 2018 – July 2020

Africa Water Week– Identify, plan, and implement WALIS convened or co-convened theme in collaboration with AMCOW and other conference conveners and contributors.

June – November 2018

World Water Week – Develop presentation and convening topics relevant to the 2019 theme.

January – August 2019

AfricaSan5 – Determine WALIS sponsored and coordinated theme in coordination with AMCOW. Link to Subcommittee on Monitoring and Learning Leadership Support and African Sanitation Academy promotion activities.

July 2018 – April 2020

Develop and produce podcast episodes on leadership in Africa’s water and sanitation sector in collaboration with the USAID Communications and Knowledge Management Project – link to other AMCOW activities and engagement of influential stakeholders across the sector.

June 2018 – April 2020

o Collaborate with CKM to identify episode topics and guest speakers June 2018 – December 2019

o Produce and disseminate podcast episodes with CKM August 2018 – April 2020

Collect lessons learned for end of project learning event. Co-produce “Learning Notes” with AMCOW and IWED Countries.

October 2017 – May 2020


ANNEX D: PROGRAM IMPLEMENTATION PLAN

U.S. Agency for International Development

1300 Pennsylvania Avenue, NW Washington, DC 20523

Tel: 202-712-0000 Fax: 202-216-3524

www.usaid.gov

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