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Table of Contents
1 INTRODUCTION 3
1.1 General 3
1.2 The importance of capacity building 3
1.3 The "Stepped Approach" Program 3
1.4 Project background 3
1.5 Locations of the Project Towns 3
1.6 Scope of the report 3
2 POLICIES AND STRATEGIES 3
2.1 The National UWSS policy 3
2.2 Capacity Building Strategies 3
2.2.1 Ministry Level Capacity Building 3
2.2.2 Regional level capacity building 3
2.2.3 Woreda level capacity building 3
3 Special Strategies and Initiatives 3
3.1 Hygiene 3
1.1 TSG Consultants 3
1.1.1 Activities for capacitating 3
3.2 Regional Help Desks 3
3.3 Town Water Boards 3
3.4 Planned Capacity building at Town Water Board level: 3
4 Implementation procedures of Capacity Building 3
5 Capacity building out puts3
6 Monitoring and evaluations 3
6.1 General 3
6.2 Framework 3
6.3 Programming Monitoring & Evaluation for Urban WSS Programs 3
6.3.1 Evaluation 3
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1 INTRODUCTION
1.1 General
In 2004, the World Bank launched the Ethiopia Water Supply and Sanitation
Project, which builds on earlier projects and scales up World Bank
involvement in town and rural WSS. The project provides support to the
Government of Ethiopia’s new National Water Supply and Sanitation Program.
The program recognizes that increasing access to sustainable WSS services
depends on more than just the construction of new facilities, which is why its
emphasis is on developing institutional capacity at all levels.
The Ethiopia Water Supply and Sanitation Project specifically provides a
US$75 million IDA credit and US$25 million IDA grant to improve
approximately 5,500 rural water supply schemes serving 2 million people, and
about 75 town water supplies serving 1 million people.
In improvement of the services the targeted activities are mainly
capacitating the Water Supply Services technically and financially. In line
with this introducing of the board management is also taken as one objective
of the program. Planning of sanitation integrated with water supply is
another target of the project.
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How exactly, however, is all this capacity being developed? In order to build
it, the program is relying on a system of international, national, and regional
sector professionals working with one another to develop capacity across all
levels and among all stakeholders—from the ministry down through to
participating communities and local artesian.
International consultants are working with the MWR to train a group of
national consultants, who are working with the RWBs to train a much larger
group of regionally based sector professionals. These regional consultant
teams are each responsible for assisting several Town Water Boards and
woreda’s with preparing and implementing their WSS programs through each
phase of the stepped approach. The regional consultancy teams also train
local communities and artisans to operate and manage their own water supply
and sanitation facilities.
The layered structure maximizes the number of sector professionals at
every level that can be trained in a short period of time to speed up the
expansion of WSS access. Over time, the fledging consultant groups will
develop into private sector organizations that can support operations of town
WSS facilities on a professional basis.
The National Water Supply and Sanitation Program sustainably improves
WSS access by focusing on capacity building at all levels and allocates limited
government resources to where they will have the greatest impact.
The program demonstrates the government’s commitment and provides a
road map for scaling up WSS access at an increased pace. The challenge now
lies with the donor community, which has a history of piecemeal support to
the WSS sector. Some donors have already expressed an interest in
channeling their funding through the National Water Supply and Sanitation
Program, and they should be encouraged. Only with increased and more
coordinated aid can Ethiopia achieve the WSS MDGs.
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The training for water boards and operators will be provided by regional
town consultants (TSG). This tripartite partnership between the regional
bureau, Consultants and towns is fundamental to successful implementation.
To complete on-the-job training, participatory monitoring and evaluation,
practitioner groups and regional help desks / outreach training units are
other practical, job related ways of building capacity and refining the
implementation strategy at the same time.
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additional support available for the TSG under the project implementation
needed basis throughout the life of the project with program management is
also facilitated by the RPCU.
At the Town level, consultants were contracted to assist town water boards
and utility operator to develop their UWSS Programs and to build capacity
for implementation. Town water board and Utility operators learned about
program development, management and monitoring and evaluation primarily
through on-the-job training, working with consultants through different time
to time consultations and trainings. The Regional UWSS team/RCPU
monitors the progress of the program at the town through time to time.
The Regional water resources Bureau also perform the following;
The primary role of Regional Water Resources Bureaus was contracting of
town supporting consultants that will be primarily responsible for
development of systems and capacity for financial management, procurement,
appraisal, monitoring and evaluation and will appraise readiness of towns to
receive further assistance at each step. In addition to this the regional WRB
performs the following;
a) Promote UWSS program at regional level;
b) Develop and manage UWSS program;
c) Implement systems for financial management, internal audit,
procurement and contracting and monitoring and evaluation and assign
focal persons responsible for coordinating these functions at regional
and Ana levels;
d) Establish criteria and screen and select towns to participate in Step
2 and then move to step 3;
e) Pre-qualify consultants and contractors to be engaged in consultancy
and construction activities respectively;
f) Establish tripartite arrangement between the Bureau, consultants
and town, in sanctioning consultants works with towns;
g) Contract consultants for regional capacity building;
h) Appraise proposed projects;
i) Coordinate international procurements;
j) Support development of private sector consultants, contractors &
suppliers to work in the region;
k) Monitor & Evaluate program implementation; and Monitor & Evaluate
results on an ongoing basis
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Tariff decision has been made the responsibility of the local administration;
therefore, it requires a change in the regional proclamation. The remaining
issues have been delegated to the board and it requires only orienting the
board members and provide with the necessary guidelines.
Policy and proclamation issues
Contract management
Utility plan monitoring and evaluation
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The Town support Group (TSG)/ consultants- Establish town water board
and Utility, where not available, assists the Town water board to prepare and
propose projects,
For improving skills of the Town Water Board members and utility operators
different methodologies are adopted by the TSG consultant. The first task
performed was identifying skills of each members of the board and staffs of
the utility. Following capacity need assessment, the TSG consultant improved
skills of the board members and utility staffs through on job training.
Regarding hardware capacity building, field physical observation and
identification method was adopted.
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3.1 Hygiene
Hygiene education is intended to lead to improved health-related behavior and
water supply and sanitation facilities are two of the most important tools
required for applying the lessons learned.
Excellent excreta disposal facilities without ready access to water for hand
washing are nonsense, as is clean water when the household environment itself
remains heavily contaminated, or promoting improved personal hygiene in the
absence of readily available water supplies. Additionally, hygiene education will
play an important part in generating demand for improved facilities and
commitment to their long term operation and maintenance. These three
elements are therefore promoted within an integrated and interrelated
framework, rather than as separate activities, which has been common in the
past.
In order to achieve effective integration of these three elements it is not
enough simply to formulate three programs and coordinate them under the
umbrella of the project agency; the focus for integration must be at
community level, under community management. This has important
implications for the delivery mechanisms to be employed; whilst water supply
construction is a "one-shot" activity (or at most a two to three step
incremental process), sanitation and hygiene education are directed at
households and individuals rather than communities, resulting in individual
decisions over time to build a latrine or change hygiene-related behavior.
Thus, it will be critical to coordinate outside support for improvements in
water supply with the continuous process of hygiene education and the
promotion of latrines from within the community. This can only be achieved
through strong community organization and decision-making, and close
partnerships between communities and POs acting as the primary channel for
all technical assistance.
The effective integration of hygiene education into the project cycle is of
paramount importance to achieving both the potential health benefits of the
CWSP and also in helping generate the level of community participation,
which will lead to long-term sustainability. There is also a need for liaison
and agreement with other agencies involved in hygiene education, in order to
avoid confusion arising from the dissemination of conflicting messages.
To have maximum impact in association with the other project activities,
hygiene education messages will be introduced on a phased and gradual basis
in manageable doses, with specific messages for each phase in the project
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cycle. Initially they will focus on establishing the linkages between water,
sanitation and health, to provide motivation for the water supply and
sanitation project. Much of this work will be done in small groups, including
some women's groups, where people can discuss health and hygiene problems
and identify sources and transmission routes for fecal contamination in their
own environment. Once the facilities are constructed, a more intensive phase
of hygiene education will focus on water management at the source and in the
household, latrine use, and hand washing and personal hygiene, aimed at
obtaining potential health benefits from the new facilities.
The effective integration of hygiene education with community mobilization
and support work, to ensure that the health aspects of water and sanitation
are given a high profile throughout the project cycle, means that all those
involved in community animation - Ana Water Desks, local service providers,
volunteers and the water and sanitation committee members themselves -
will need skill training in hygiene education and play a role in promoting
hygiene messages.
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Assisting the town water board and Utility in project preparation, project
implementation, business plan preparation, supervision and monitoring of all
the activities
Assisting the TWB in procurement of goods
Financial and property management formats
Awareness creation among all stakeholders on sanitation, personal hygiene
and environmental protection
Assists the Utility data recordings methodologies, developing different
recording formats (water production, water distributed, unaccounted for
water, power consumed (EEPCO/diesel) and water sold, etc.
Hardware capacitating, that is capacitating the utility through
Immediate service improvement (ISI) for water supply system
provision utility office (by ISI construction) except Getema,
provision of office facilities (computers, printers and stationery), except
Getema
operation and maintenance tools: plumbing tools, mechanical tools and
water meters
Generally, the Utility should be capacitated for efficient service
providing to the customers. The capacity building shall be with respect
to the following:
Organizational Development
Human Resources Development
Facilities and Infrastructure Development and
Plan of Action and Budget
Organization development
Sustainable operation and management of the water supply schemes can only
be achieved if appropriate organizational structures and management system
are put in place. Thus, appropriate organizational structure has to be
developed and implemented parallel to the system improvements.
Considering other influences
In developing organizational structures, various factors should be
considered. Among the factors that influence organizational structure, the
following are the most important and should be considered in improving the
structures.
Policy and Strategy
Goal of the Organization
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Priority in employment shall be given to the three key personnel; that are
Manager, Chief Accountant and Head Operations.
Train the three key personnel so that they can provide on the job training
for other subordinates.
Develop and implement suitable and competitive compensation and benefits
plan.
Develop strategies to retain essential trained manpower - through
motivation, incentives and creating the proper working environment
Training is one of the key drivers that enhance the effectiveness of any
organization. Therefore, in order to enable the Water Service operates
autonomously and efficiently, a staff-training program has to be designed
that covers all aspects of the operation and management of the water
Service.
The training needs have been identified in comparing the future skill
requirements and the current conditions in the water Service.
The Utility should also be capacitated with respected to work plans and
financial management systems. It is essential to have a plan of action and
budget. Unless it has a plan of action showing how to implement it, any good
capacity building program is worthless.
The plan of action should include the following:
A concise method of identifying the major tasks
Identifying the period that each task will be done
A tool for reviewing the progress
The timeframe of the plan of action should also be shown. Further,
detailed required budget for the realization of the capacity-building
plan shall be shown.
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6.1 General
Monitoring and evaluation (M & E) plays an essential role in implementing
successful water and sanitation programs. A properly designed M & E system
provides stakeholders with a way to assess implementation of their WSS
strategy and make adaptations as needed.
Program monitoring is an ongoing activity designed to ensure sustainability of
water supply and sanitation systems. Progress against overall program goals
and against specific component targets can be measured, and the degree to
which procedures are being followed can be assessed. Evaluations can
measure program impact. Stakeholders can meet to share lessons and jointly
devise solutions to challenges that arise. A key objective of WSS programs
is to provide sustainable service delivery. An M & E system can be developed
so that it assesses the extent to which sustainable service delivery is being
put in place and what modifications or additional work is needed to achieve
sustainability.
The M & E system can be built based on certain, basic principles. First of all,
it should be kept simple. There are countless stories of M & E systems that
collect huge amounts of data that are mostly unanalyzed and unused. These
types of systems can be very costly. Instead, M & E systems should be
constructed on a ‘need to know’ basis. What is the minimum amount of data
needed so that the M & E system can achieve its goals? What data will
actually be used? Designers should not start from scratch, but should see
what M & E procedures are already in place and, as much as possible, adapt
and revise what exists. Monitoring activities must be adequately
documented, amongst others in order to be used for external evaluation.
Forms and formats for tables should be developed in this purpose.
There should be an emphasis on creating a user-friendly system. Forms and
reports should be easy to understand by those who will be reading them.
Data collection tools and any computer programs should be designed for
those who will be collecting, inputting, analyzing and reviewing the associated
data, based on their educational level and degree of computer literacy.
The system should include a participatory mechanism. The goals of this
mechanism are to strategically involve stakeholders in M & E in order to:
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facilitate the use of their experience on the ground to discover what aspects
of the strategy are working and which are not, jointly devise adaptations
where needed and address problems that occur, and share lessons.
Strategically organized stakeholder workshops can be held at various levels
(federal, regional, woreda) at appropriate intervals. The idea is not to hold
large, expensive workshops on a frequent basis, but to invite a limited
number of representatives from various stakeholder groups to meet at
strategic points in time. Stakeholder groups might include: community
women and men who belong to water and sanitation committees or boards,
government representatives from different levels, and members of the
private sector and NGOs, as well as related ministries such as health.
Stakeholder groups can also undertake participatory self-assessments, as a
way to monitor their own work and improve their performance over time.
The M & E system can be integrated closely with capacity building efforts.
Training in various aspects of M & E can be provided to those who need it.
When monitoring is undertaken, it can be used as an opportunity to build
capacity of those involved. For example, if someone from the woreda is
monitoring rural water supply in several communities, he/she can provide ‘just
in time’, on-site ‘coaching’ or training to water and sanitation committees or
pump caretakers, based on areas of concern identified during monitoring.
Those monitoring town water boards can provide technical assistance in areas
where boards need improvement (for instance, concerning the correct
setting of tariffs) or help link them with people who can provide them with
the needed expertise.
The M & E system can be based on the WSS program’s logframe. The
logframe provides, as it were, a ‘roadmap’ for M & E. It clearly sets out the
overall goal and objectives, along with outputs and associated indicators and
a data collection strategy. The M & E system can be built from this,
incorporating the logframe’s indicators and an approach for operationalizing
the data collection system indicated in the logframe.
Nuts and bolts and people: many M & E systems focus largely on ‘nuts and
bolts’, that is, on the number of systems constructed, costs, etc. Yet people
and institutions also are critical to sustainable service delivery. M & E
systems therefore must also investigate institutional and consumer/user
issues as well: functioning of water boards and committees, consumer
satisfaction with service, and participation of both men and women and the
poor and non-poor in WSS activities.
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6.2 Framework
The M & E system exists at different levels: federal (Ministry of Water
Resources), regional (Regional Water Resource Development Bureaus),
woreda (water and health desks), and community/town (water and sanitation
committees and water boards). The level of detail and amount of data
collected will vary at the different levels, with more detail being collected
and analyzed at the woreda, town and community level, where most
implementation is taking place. The M & E system thus will look like a
pyramid: with more data collected and examined at the bottom, and less as
one moves up toward the federal level. While urban and rural M & E will have
the same purpose and follow the same principles, each will have a slightly
different construct and content, as described below.
Data can fall under several categories: physical (systems constructed,
coverage rates), financial (program budget versus expenses, user
contributions to capital costs and O & M, user charges/tariffs, functioning
and viability of financial systems), institutional (functioning of water boards
and committees), social/environmental (including issues related to gender,
poverty, and consumer satisfaction as well as meeting environmental
standards), capacity building (number and type of trainings held), and
involvement of certain stakeholder groups (private sector, NGOs).
The Ministry of Water Resources will need to track certain indicators at the
federal level, such as urban and rural coverage rates; number and type of
systems constructed and water committees and boards trained; and total
budget, disbursements, and amount expensed. The ministry can sponsor
WSS Forums once a year or once every two years. Representatives from all
stakeholder groups can be invited to participate. Status of WSS
implementation can be discussed, and lessons and challenges shared. In
addition, a special, salient topic could be chosen for more in-depth review
(representing a current WSS challenge, such as spare parts distribution or
techniques for latrine promotion).
Regional bureaus will monitor the same issues at the regional level, and in
addition will track the progress of woreda and urban WSS programs
(achievements versus targets, adherence to program rules and procedures).
This information can be used to determine where to target capacity building
efforts and to signal where modifications to the WSS strategy may be
needed. Regional bureaus also will have some responsibilities for more
detailed monitoring of urban WSS programs.
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be needed. Once again, the M & E process will serve as a management tool,
helping the regional bureaus to assess if there are implementation issues
that need to be addressed. The regional bureaus can organize urban WSS
stakeholder meetings (perhaps once a year), so that representatives from all
stakeholder groups can discuss share lessons, discuss implementation issues,
and propose solutions to problems. A summary of the quarterly information
from all towns in the region can be sent to the Ministry of Water Resources,
so that the ministry can track progress and implementation issues at a
federal level.
6.3.1 Evaluation
Evaluation will cover the same issues as monitoring. Evaluation tools can
include monitoring reports as well as sample surveys and participatory
techniques. Impact can also be assessed along with prospects for long-term
sustainability. A mid-term evaluation exercise could take place three years
into implementation and another evaluation after five years have passed.
The mid-term review can focus on an assessment of the implementation
strategy and any need for revision of the strategy. Each region could
conduct its own evaluation of its regional WSS program, examining overall
regional attainments and implementation lessons and sampling a number of
towns and woreda WSS programs and communities. The evaluation process
can include stakeholder workshops to jointly share lessons and discuss their
implications. Lessons can be shared across regions at a national stakeholder
evaluation workshop.
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7.1 Conclusions
From the out puts of capacity building it can be concluded that most of
capacity building strategies planned are executed with considerable
benefits; Some of the benefits gained from capacity buildings are;
Capacity building make the Utility strong, autonomous, good working
environment, introduce full cost recovery, perform good operation and
maintenance team, good governance, and resulted in sustainable, quality
and sufficient water supply.
Software Utility Capacity buildings
Water committee is developed to autonomous Utility.
Technical Utility operators got training for good performance
Financial and technical Recording system of the utility is improved
Management system of the utility is improved
Property control of the Utility is improved
Capacitated on how to procure goods and works
Service provision of the Utility is improved
Office facility of the utility is improved
Management body of the Utility/TWB are capable of managing technical
and managerial issues related to water supply and sanitation
The utility well aware of water supply integration to sanitation
All residents of the town were being awarded of sanitation and
environmental protection
Hardware Utility Capacity buildings
Water supply System expansions such as distribution line expansion,
water point construction, Generator house construction, pump and
generator installations, utility office construction, supply of office
furniture and equipments, supply of fittings and spare parts and
construction of public dry pit latrines.
Capacity building program make the region based consultants
stronger, capable and experienced in water supply and sanitation
consultancy service.
TWB is capacitated through training for proper Utility management
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7.2 Recommendations
To have sustainable water supply for the community and well performed
operating system, time to time capacity building training are recommendable
for the key technical personnel. The capacity building programs implemented
in the last steps of this program make considerable initiations among all
stakeholders that should have continuity.
The Utility is the main stakeholder in supplying of sustainable, sufficient and
quality water supply for the community. So thus, by hook or crook the utility
shall be capacitated by software and hardware for successful working
condition of the water supply system.
References
TSG References, Regional implementation manual
World Bank Guide lines for water supply and Sanitation
Millennium Development goals, WATER SUPPLY & SANITATION for all
Community
Guide Line for step I processes, World bank aided project (by Ministry of
water resources)
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