1

Table of Contents
I. Executive Summary .................................................................................................................................... 5
II. Managing for Results: A Focus on Outcomes .......................................................................................... 9
A. Scaling up Rural Sanitation and Hygiene ............................................................................................... 12
B. Creating Sustainable Services through Domestic Private Sector Participation (SS-DPSP) ................... 15
C. Supporting Poor-Inclusive WSS Sector Reform ..................................................................................... 18
D. Targeting the Urban Poor and Improving Services in Small Towns ...................................................... 21
E. Mitigating And Adapting Water and Sanitation Service Delivery to Climate Change Impacts ............. 23
F. Delivering WSS Services in Fragile States ............................................................................................. 26
III. Knowledge and Strategic Partnerships ................................................................................................... 29
IV. Budget summary ....................................................................................................................................... 35
V. Regional and Country Strategies ............................................................................................................. 40
A. AFRICA REGIONAL STRATEGY....................................................................................................... 41
Benin ........................................................................................................................................................... 47
Burkina Faso ............................................................................................................................................... 49
Democratic Republic of Congo (DRC)....................................................................................................... 51
Ethiopia ....................................................................................................................................................... 53
Kenya .......................................................................................................................................................... 55
Mozambique ............................................................................................................................................... 57
Niger ........................................................................................................................................................... 59
Rwanda ....................................................................................................................................................... 60
Senegal ........................................................................................................................................................ 62
Tanzania ...................................................................................................................................................... 64
Uganda ........................................................................................................................................................ 65
Zambia ........................................................................................................................................................ 66
B. EAST ASIA AND PACIFIC REGIONAL STRATEGY ....................................................................... 67
Cambodia .................................................................................................................................................... 71
Indonesia ..................................................................................................................................................... 72
Lao PDR ..................................................................................................................................................... 74
Philippines .................................................................................................................................................. 75
Vietnam....................................................................................................................................................... 76
C. LATIN AMERICA AND THE CARIBBEAN REGIONAL STRATEGY ........................................... 78
Bolivia......................................................................................................................................................... 83
Honduras ..................................................................................................................................................... 84
Nicaragua .................................................................................................................................................... 85
Peru ............................................................................................................................................................. 86
D. SOUTH ASIA REGIONAL STRATEGY.............................................................................................. 88
Bangladesh .................................................................................................................................................. 94
India ............................................................................................................................................................ 96
Pakistan ....................................................................................................................................................... 98
VI. Annex 1: The Water and Sanitation Program Global Results Framework: FY11 FY15 ............. 100

List of Tables:
Table 1: WSPs Six Core Global Business Areas by Region and Country 8
Table 2: Proposed Budget, FY11-FY15 (US$ millions) 35
Table 3: WSP FY11-FY15 Budget Forecast by Country (US$ 000s) 37

List of Figures:
Figure 1: WSPs Global Results Framework: FY11-15 10
Figure 2: Moving up the sanitation ladder through behavior change and consumer-responsive supply 12
Figure 3: Beyond hygiene promotion 14
Figure 4: Estimated Total Spending Required in Developing Countries to meet MDGs (2010-2014) 15
Figure 5: Tiers of government responsible for water supply service provision 19
Figure 6: Urban populations growing, widening the financing gap 21
Figure 7: Indicative budget prioritization by Sector and WSP Global Outputs 35

List of Boxes:
Box 1: Scaling up Sanitation in East Java, Indonesia 13
Box 2: Gender in the Water and Sanitation Program 14
Box 3: Scaling up Private Sector Participation in Rural Water Supply in Senegal 17
Box 4: Urban Sanitation Policy in India 20
Box 5: Supporting pro-poor components of infrastructure investment projects in Kenya 22
Box 6: Managing Risks of Changing Climate Patterns in Peru 25
Box 7: Fragile States: Building on Experience Working in Post-Conflict States 28
Box 8: Economics of Sanitation 29
Box 9: Building Capacity through Horizontal Learning in Bangladesh 30
Box 10: Promoting aid harmonization and effectiveness through partnerships 34

 I. Executive Summary

The impacts of water supply and sanitation do not stop at the tap. The provision of
these services strikes at the very core of the Banks mission to reduce poverty.1

Ngozi Okonjo-Iweala, Managing Director, World Bank

The Water and Sanitation Program (WSP) is one of the longest running Global Programs and Partnerships
administered by the World Bank to partner with UNDP, bilateral donors and private foundations. The objective
of the Program is to support governments scale up improved water supply and sanitation services and hygiene
programs for poor people. The Program achieves this by providing technical assistance, capacity building, and
leveraging knowledge and partnerships through its network of over 125 technical staff in 24 countries across
Africa, East Asia-Pacific, South Asia, and Latin America and the Caribbean.

The world is on track to meeting the water Millennium Development Goal (MDG) with 87% coverage
globally.2 Delving into this statistic, however, shows there are significant disparities in access and quality by
region, country, and spatial settings such as informal settlements, rural areas and small towns. Sanitation
presents a much more dire challenge with 2.6 billion people still without access to adequate sanitation. Sub-
Saharan Africa lags behind on both targets, with access measured at 60% for water supply and 31% for safe
sanitation.3 The disparity between rural and urban areas is stark, with only 45% of the worlds population
living in rural areas using improved sanitation facilities, compared with 76% of the urban population4.

Increasing financing alone will not be enough to bridge these gaps. Many cities in developing countries do not
have 24-hour water supply and many peri-urban and informal settlement populations still rely on expensive
vendors or unsafe wells for drinking water. WSPs experience in focus countries in East Asia, South Asia,
Africa, and Latin America confirms that supporting governments on efficient and effective asset management
is as critical and urgent as asset creation.

In 2008, WSP prepared a global strategy, FY2009 2018: Scaling Up Sustainable Services, which
articulates this need and WSPs proposed strategic response through capacity building, technical assistance and
knowledge. The strategy is built in the context of six evolving global trends that will increasingly affect the
design and provision of water and sanitation services and hygiene promotion to the worlds population in
coming years. These are: (i) Rapid urbanization in developing countries; (ii) Decentralization of service
delivery; (iii) Natural resource constraints in light of climate change and extreme weather patterns; (iv)
Reduction in global poverty but rising income inequality; (v) Increased private infrastructure investments in
emerging markets, in particular in Africa, South Asia, and the Middle East; and (vi) Changing aid architecture,
demonstrated by a marked increase in the average number of donors per country, from 12 in the 1960s to 33 in
the 2001-2005 period5. Further exacerbating the challenge, World Bank estimates suggest up to an additional
245 million people may have fallen below the poverty line due to the combined impact of the financial, food
price, and energy price crises.

1
World Bank Spring Meetings, April 2010
2
Joint Monitoring Report (2010).
3
Joint Monitoring Report (2010).
4
WHO (2010). UN-water global annual assessment of sanitation and drinking-water (GLAAS) 2010: targeting resources for better
results. Geneva, Switzerland, WHO. Available at: http://www.who.int/water_sanitation_health/glaas
5
Global Monitoring Report (2008).
5

In the face of these statistics, trends and global crises, WSPs core mission of scaling up water and sanitation
services to poor people becomes even more critical. WSP is well positioned to respond to these challenges and
deliver results at scale by facilitating processes of change at the global, regional and country level, developing
partnerships and a knowledge base to shape sector dialogue and help target investments for equitable access to
Water Supply and Sanitation (WSS) services. Through this plan, WSP positions itself to focus on concrete,
measureable results in order to have a meaningful large-scale impact on services to the poor. At the same time,
WSPs Results Framework and business model contributes to the changing context in which the World Bank
and donors link technical assistance programs to concrete and measureable results.

The FY11-15 Business Plan reflects the programs aspirations during the next five years to support
governments scale up improved water supply and sanitation services and hygiene programs for poor people. In
this business plan, WSP has identified six core global business areas where the program could have the best
opportunity to affect large-scale change in sector performance. These areas were identified through a process
of embedding a results-based framework throughout WSPs country, regional, and global work programs,
within the context of recommendations in WSPs External Evaluation (2004-2008), demand from clients, the
programs comparative advantage, and the opportunity to strengthen partnerships in countries, regions, and
globally.

The global economic outlook for the next five years remains somewhat unpredictable. However, the needs of
developing country governments to ensure that the poorest populations receive basic services remain urgent.
This Business Plan presents WSPs approach to help meet this need by distilling our global knowledge and
practical field-based experience on how to scale up services in core service areas. Despite an overall budget
reduction from FY11 onwards, WSP proposes increasing activities in two key areas of high demand from
client governments in this business plan: climate change and fragile states. Making progress in these two areas
requires an understanding of the technical issues and, perhaps more importantly, of the design of reforms and
institutional strengthening, and leadership in knowledge sharing around these topics. Each business area is
anchored with a focus of helping governments monitor for improved service provision to ensure sustainability,
make the best use of available resources, and inform sector planning. Assessing progress towards targets and
reporting the results is vital and is an important step towards achieving the water and sanitation MDG targets.

All six core business areas will not be implemented in every WSP focus country. Specific activities at the
country and regional level are selected in accordance with client demand and WSPs overall country strategy
and are reflected in the country strategies in Section V. The six core business areas are:

1. Scaling up rural sanitation and hygiene: 70% of the people who lack access to improved sanitation, or
almost 1.9 billion people, live in rural areas. Of this population, more than half practice open defecation.
Focusing on approaches to scale up rural sanitation for the poor is therefore critical to meeting the
sanitation MDG. Studies also show that hygienic behavior is a cost-effective way of reducing incidence of
diarrhea, providing strong evidence that integrating sanitation and hygiene promotion will help maximize
the health benefits from investments in infrastructure. In the next five years, WSP will scale up approaches
of stopping open defecation and marketing different sanitation options to reach up to 50 million people
depending on funding and country selection.

2. Creating sustainable services through domestic private sector participation (SS-DPSP): It is

estimated that over US$36 billion will need to be invested each year to reach the water MDGs.6 While a
similar magnitude of resources is needed to reach the MDGs in sanitation, the composition and the type of
spending is very different between the two sectors. Effectively managing and improving existing services
and infrastructure is as critical and urgent as asset creation. Tapping into the financial and technical
capacity of the domestic private sector is an important strategy to meeting these goals and can also be a
particularly effective way of reaching poor people. Through a global project to support the domestic
private sector in water, sanitation, and hygiene, WSP will support client governments scale up the
technical and financial capacity of the domestic private sector to help an estimated 2.5 million poor people
gain sustained access to improved water supply and sanitation services and leverage over US$ 100 million
in investments by donors, governments and the domestic private sector.

3. Supporting poor-inclusive WSS sector reform: National policy and strategy is an important starting
point in mainstreaming the focus on poor people. Weak policies and institutions lead to weak service
standards, especially for the poor. There is growing recognition of the institutional weaknesses that
underlie low coverage rates and poor service quality, and that more finance and infrastructure alone will
not lead to improved services. The fundamental challenge is not one of fixing the pipes, but rather one of
fixing the institutions that fix the pipes. WSP will support poor-inclusive sector reform by working with
national and sub-national governments to develop pro-poor policies, strategies, and plans as well as define
institutional arrangements, design, and implement investment programs by providing evidence based
knowledge for reforming outdated strategies and policies.

4. Targeting the urban poor and improving services in small towns: An estimated one billion people
currently live in urban slums in developing countries. While many cities have improved coverage, they
also have low water quality, unreliable supply and distorted prices that burden consumers, especially the
poor. The challenges to provide sustained access to peri-urban and urban poor populations include working
with government agencies to develop poor-inclusive strategies and plans, with utilities to shift their focus
to the poor, and citizens to help decrease the barriers they face in obtaining basic services and to enable
them to demand the affordable, reliable and safe water and sanitation services they need. Service provision
in small towns, the intersection of rural and urban populations, poses additional challenges, as they are
faced with all the complexities of urban systems and the limited resources of rural systems. During the
next 5 years, WSP will support sub-national governments and public and private WSS providers target the
urban poor and improve services in small towns by developing pro-poor policies, guidelines, and models
for improved water supply in dense urban, peri-urban areas, and small towns.

5. Mitigating and adapting WSS delivery to climate change impacts: Developing countries are the least
equipped to respond to impacts of climate change today. Within these countries, however, the poorest
populations are even less equipped to mitigate these impacts on basic services such as water and sanitation
where existing deficits already exist. There is increasing demand by clients to help develop institutional
mechanisms and capacities, as well as help inform policies on climate-related impacts on water and
sanitation for the poor throughout WSPs portfolio. As a first step, WSP will concentrate its efforts on the
management of risks surrounding existing natural events, climate vulnerability, and climate risks, to

6
Hutton, Guy and Jamie Bartram, Bulletin of the World Health Organization, January 2008, 86 (1).
7

 mainstream climate-smart WSS planning, conduct research, compile data and knowledge, harmonize
sector players, and build capacity of WSP clients and partners.

6. Delivering WSS services in fragile states: The countries at greatest risk of not meeting the MDGs are
fragile states. While emergency-relief and direct service delivery types of assistance are often available in
fragile states, donors increasingly recognize the need to sustain these services and have prioritized support
to build institutions, develop policies and strengthen capacity in fragile states. During the next five years,
WSP proposes to address this in a systematic manner and scale up support to the extent possible and
contingent on resource availability.

Table 1: WSPs Six Core Global Business Areas by Region and Country
LAC EAP AFR SAR

BurkinaFaso

Mozambique

Bangladesh
Philippines

Nicaragua

Cambodia
Honduras

Indonesia

Tanzania

Pakistan
LaoPDR

Ethiopia
Vietnam

Rwanda
Senegal

Uganda
Zambia
Bolivia

Kenya
Benin

Niger

India
Peru

DRC
Scalingupruralsanitationandhygiene x x x x x x x x x1 x x x x x x x x x
CreatingSustainableServicesthroughDPSP x x x x x x x x x x x x x x x x x
SupportingpoorinclusiveWSSsectorreform x x x x x x x x x x x x x x x x x x x
Targetingtheurbanpoorandimprovingservicesinsmalltowns x x x x x x x x x x x x x x x x x x
MitigatingandadaptingWSSdeliverytoclimatechangeimpacts x x x x x x
Angola,Burundi,DRC,Liberia,SierraLeone,
DeliveringWSSservicesinfragilestates2 Haiti TimorLeste Afghanistan
Sudan,Zimbabwe
1
The handwashing with soap project will end in FY12
2
The work in this area is highly contingent on additional funding commitments. Countries listed are for indicative purposes.

This document provides an overview of WSPs global core business areas for FY11-15, globally, regionally,
and in each focus country. Sections I and II present an overview of WSPs global priorities and key results for
FY11-15. Section III outlines WSPs strategy for partnerships and leveraging knowledge. Section IV provides
a budget summary and, finally, Section V provides detailed regional and country strategies for WSP regions
and focus countries.

 II. Managing for Results: A Focus on Outcomes

WSP aspires to provide knowledge and technical assistance to support governments, partners and other
stakeholders overcome barriers to scaling up access to water and sanitation services. The Programs
comparative advantage lies in leveraging this knowledge to improve the design and implementation of
government and community owned programs through its decentralized network of staff in every focus
country.

This Business Plan results from a two year process of sharpening and redefining WSPs focus on its
contribution to the sector. In FY08, WSP initiated a strategic planning exercise to strengthen its business
planning and management processes and prepared the FY2009 2018 Global Strategy. The Strategy was
accompanied by a preliminary Results Framework to help measure the programs effectiveness in
achieving the strategy. WSP used FY09 to test the results framework on the ground and develop a deeper
understanding of how the program could pursue results through global knowledge contribution and on the
ground in focus countries. In FY10, the Program refined the basic Results Framework and started rolling
out a comprehensive results strategy throughout its focus countries. This business plan more clearly
articulates WSPs theory of change and is focused on delivering measurable results, creating the
foundation for a robust performance monitoring and learning system. While WSP will continue to work
with all stakeholders and partners, its key clients to achieve results at scale will be governments.

WSPs results architecture consists of 24 integrated country level results frameworks that are aggregated
into the global results framework. Each defines a chain of results and key performance indicators against
which progress will be monitored and reported. WSPs global Results Framework lays out the Programs
strategic direction for the next 5 years and defines the performance indicators that will form the basis of
the global monitoring and reporting system (see Annex 1). At the country level, each WSP focus country
has developed a Results Framework which captures the five year country strategy and aligns all of the
country interventions to one or more of the three Global Outputs.7 Within this integrated framework,
WSP country programs will be able to demonstrate direct contribution to one or more Global Output,
strengthening alignment and creating the basis for a more cohesive monitoring and reporting system for
the program as a whole. WSPs Results Framework methodology is not only helping management
deepen WSPs focus on results and strengthen the Programs monitoring, evaluation and reporting
system, but is also contributing to the World Banks M&E reforms for Analytical And Advisory (AAA)
services and programs.

Governments in WSPs focus countries differ in levels of political and administrative decentralization.
Decentralization of service decisions to local governments can be a positive signal, but many sub-national
governments lack the financial, managerial, and administrative capacities to handle these new
responsibilities. WSPs Business Plan helps bridge these gaps by helping all levels of government scale
up improved water supply and sanitation services and hygiene programs for poor people. As such, WSPs
Global Outputs are to strengthen (see Figure 1):
Policy and regulatory frameworks;
National, regional and local government capacity; and
Service provider capacity.

7
Country results frameworks will be available on the website when they are finalized
9

By supporting these Outputs in each focus country, WSP can deliver its Intermediate Outcome to help
governments scale up water supply and sanitation services and hygiene programs for poor people. The
Intermediate Outcome contributes to the Outcome of poor people increasing the use of improved services
and, ultimately, has a measurable Impact on improving the household health and socio-economic status of
poor people.8 The Global Outputs reflect WSPs comparative advantage, which is linked to three
important factors: (i) integrating global reach and generating local impacts; (iii) building and
strengthening effective partnerships; and (iii) developing and leveraging knowledge to shape dialogue and
policy in the sector.

Figure 1: WSPs Global Results Framework: FY11-15

Impact:
Householdhealthandsocioeconomic
statusofpoorpeopleimproved.

Outcome:
Useofimprovedwatersupplyandsanitation services,and
hygienepracticesbypoorpeopleincreased.
Shared
Accountability
IntermediateOutcome:
Governmentsscaleupimprovedwatersupplyandsanitationservicesandhygieneprogramsfor
poorpeoplethroughpublicandprivateparticipants.

WSPssixbusinessareastoachievethisIntermediateOutcomeinFY1115willbe:
Scalingupruralsanitation andhygiene
Creatingsustainableservicesthroughdomesticprivatesectorparticipation(SSDPSP)
SupportingpoorinclusiveWSSsectorreform
Targetingtheurbanpoorandimprovingservicesinsmalltowns
MitigatingandadaptingWSSdeliverytoclimatechangeimpacts
DeliveringWSSservicesinfragilestates

GlobalOutput1: GlobalOutput2: GlobalOutput3:

PolicyandRegulatoryFrameworks National,Regional andLocal ServiceProviderCapacity
Strengthened GovernmentCapacity Strengthened Strengthened
Enablingpolicyandregulatory National,regionalandlocal Serviceprovidercapacitytodeliver
frameworkstoWSSforpoorpeople governmentcapacitytodesign, improvedWSSforpoorpeople
strengthened. deliver,andmonitorimprovedWSS strengthened.
forpoorpeoplestrengthened.

RegionalandCountry Activities

Link to Business Plan: The Intermediate Outcome is tailored at the country level through specific time
bound indicators. These are summarized into business areas at the regional level, which are ultimately

8
The Intermediate Outcome falls under WSPs shared responsibility and is what WSP is responsible for delivering with our
clients through shared objectives, performance monitoring, and learning. WSP cannot be held solely accountable because it
requires someone or something else to change their behavior. Hence, it is a shared responsibility. WSP is accountable for the
achievement of the Global Outputs and the Outputs that are implemented in each WSP focus country.
10

summarized into the six core business areas at the global level. Country strategies in the Business Plan are
also based on the country results frameworks and indicate the core priorities for each country.

Link to FY09-18 Global Strategy: The results framework aligns with WSPs FY09-18 Global Strategy,
including its country selection, which is based on three main criteria:
Countries that demonstrate the greatest need: determined by poverty and lack of institutional
capacity, such as fragile and post conflict states;
Countries that demonstrate the greatest potential for reform: determined by the potential
return on investment of WSPs presence in the country, political will, and potential value-
added, including complementarity with other donors;
Countries that demonstrate the greatest potential for learning: determined by the greatest
potential of knowledge transfer, for example from middle income countries to less developed
countries.

Working through the implications of this Results Framework throughout the Program has brought about
an awareness of some changes necessary in WSP's business planning structure and process:
Sequential Business Plan: In order to commit WSP to one set of results in a stated time period,
the Program proposes to move to a sequential business plan with annual updates on significant
changes to the programs goals, results or focus countries.
5-year Business Plan time frame: The Program proposes to move into a five year business
planning time frame in order to capture higher level impacts and outcomes.
Annual Updates: Finally, while this is a five year business plan, the current rolling funding
structure of WSPs donor support with individual donors on different funding cycles and differing
levels of predictability will mean that progress against the business plan must be reviewed and
updated each year with significant deviations in funding outlook for the remaining years of the
business plan period.

The following sections describe the six business areas and how WSP proposes to deliver its business plan
during the next five years.

11

A. Scaling up Rural Sanitation and Hygiene

In FY11-15, WSP will work with partners and stakeholders to scale up rural sanitation to
help up to 50 million people gain access to improved sanitation and leverage approximately
US $200 million from governments, private sector, and household over five years.

Of the 2.6 billion people that lack access to improved sanitation worldwide, almost 1.9 billion of them
reside in rural areas. Of this group, almost one billion people practice open defecation. Focusing on
approaches to scale up rural sanitation for poor people is therefore critical to making significant progress
against the sanitation MDG target. In response to enormity of the sanitation challenge, WSP has
combined two types of interventions that Figure 2: Moving up the sanitation ladder through behavior
will reduce the incidence of open change and consumer-responsive supply
defecation and enable households to Cost
continue to move up the sanitation ladder
1billion 900millionuse
(see Figure 2): (i) community-led total defecatein unimproved/ Sewerage
open sharedlatrines
sanitation to stop open defecation and (rural) (rural) Improved
stimulate demand for sanitation facilities Latrines
Open Unimproved/
and best practices in behavior change Defecation SharedLatrine
Benefits
communications; and (ii) social marketing
to reinforce demand and bolster supply of Community-led Total Sanitation Sanitation Marketing
sanitation products and services. The
integration of these interventions has WSPs Strategy: Total Sanitation and Sanitation Marketing (TSSM)

already proven to be a powerful

combination to scale up rural sanitation at national levels resulting in an estimated 6.5 million people
gaining access to improved sanitation in the last few years in India, Indonesia, and Tanzania. More
importantly, the experience and learning developed from these three countries will for a basis for scaling
up this approach within and outside WSPs focus countries.

In the next five years, WSP will support the implementation of large-scale rural sanitation and hygiene
programs by:
Strengthening policies and regulatory frameworks by revising national and regional government
policies, defining/clarifying institutional roles, allocating budgets, adopting cost-effective approaches;
Building local government capacity in key areas such as triggering demand for sanitation, using
communications and social marketing techniques for sanitation and hygiene, M&E, training of
trainers, strategic planning;
Stimulating and strengthening local private sector capacity so that it recognizes sanitation and
hygiene as a viable business and provides consumer-responsive sanitation and hygiene products and
services, and related financial products for sanitation entrepreneurs and consumers alike; and
Integrating performance monitoring and learning through designing and operationalizing
performance monitoring systems and effectively capturing knowledge to feed into program
implementation and scaling up.

WSP will actively share lessons and tools, and promote collaboration, coordination and replication with
other WSP staff, World Bank operations, and development partners such as UNICEF, WaterAID, PLAN,

12

and multilateral and bilateral financing institutions in WSP focus countries as well as non-focus countries.
This will help replicate and scale up the TSSM approach further and, in so doing, will indirectly
contribute to significant increases in sustainable access to improved sanitation and open-defecation free
communities.

Box 1: Scaling up Sanitation in East Java, Indonesia

Over 600,000 people have gained access to improved 1,400,000

WSPMonitoringData
Dec '09
sanitation in East Java as a result of the TSSM project

#ofpeoplegainingaccessto
1,200,000
EndofProjectTarget
Dec '10
which supports the national and local governments of 29

improvedsanitation
1,000,000
districts in this province. The total number of open-
defecation free (ODF) communities now stands at over 800,000
1,000. Access to sanitation facilities in Indonesia, at 52%, is 600,000
lower than other countries in the region at similar levels of
400,000
development. Open defecation is still practiced by over 60
million Indonesians. By 2015, WSP expects to support the 200,000
Government of Indonesia in helping 15 million people gain 0
access to sanitation by building on ongoing work in East Jun Dec Jun' Dec Jun Dec
Java. '08 '08 09 '09 '10 '10
Source:TSSMProject

East Javas progress in improving sanitation access was due to:

National government enabling environment: The 2008 National Community-Led Total Sanitation Strategy
issued by the Ministry of Health paved the way for a comprehensive approach to scale up rural sanitation. This
included triggering behavior change to create demand, abolishing household subsidies for latrines, and
integrating handwashing with soap programs. In 2010 the Government included a performance target in its 2010-
2014 Medium-Term Development Plan to achieve an open defecation free Indonesia by 2014.
Local government ownership: Involving local governments is critical to this process. District governments in
East Java are scaling up the TSSM approach with their own funds. In 2009, US$470,000 was provided by the
districts to extend the triggering process to over 2,300 communities in 29 districts.
Emerging sanitation market: Following provider training based on market research results, the local private
sector is expanding the range of affordable and consumer- responsive sanitation products and services, providing
upgradable latrine models that are within low income consumers ability and willingness to pay.
Collaborating closely with partners: To move from one province to national scale, WSP will collaborate with a
range of partners, directly and via Government mechanisms, to leverage scale up potential. This includes direct
support to large-scale World Bank, ADB and UNICEF projects; collaboration with IFC on developing alternative
business and financing models for suppliers and consumers in the nascent sanitation market; and indirect support
via knowledge and learning sharing for Government-run community-driven development programs.

Integrating hygiene promotion in sanitation interventions: Diarrhea, often spread through poor hygiene
and sanitation, is the second leading cause of deaths among children under 5, killing about 1.5 million a
year. World Bank reports show that improved hygiene practice is one of the most cost effective ways of
preventing diarrhea, where the cost of averting one Disability Adjusted Life Years (DALYs) is only US$3
through hygiene promotion and US$11 through sanitation.9 Moreover, efforts to increase access to
sanitation and hygiene not only advance progress towards MDG 7 for sanitation, but also to a reduction in
child mortality (MDG 4) and malnutrition (MDG1). Activities in sanitation provide a natural entry point

9
See Disease Control Priorities in Developing Countries (2nd Edition). World Bank, 2006.
13

to integrate hygiene with sanitation in a systematic manner. WSP will seek to integrate hygiene promotion
in sanitation interventions in focus countries and beyond by:

Leveraging World Bank operations: The

promotion
Figure 3: Beyond hygiene
World Bank continues to play a prominent
role in supporting and financing reforms in National
water, sanitation, health, and education
Ministry of Water Ministry of Rural
sectors. While WSP has partnered with Bank Development
Ministry Local Ministry of
operations as opportunities arise, WSP will of Health Education
Government
seek to move towards a more programmatic Authorities
Private sector

support and collaboration on hygiene with

Community
World Bank operations in FY11-15. Schools CBOs

Places of
Building on global/in-country partnerships Worship
Households Health
Centers
and initiatives: WSP support to trigger
behavior change will continue to target Individual

stakeholders at the national, local,

community, household, and individual level
(see Figure 3). WSP has been actively engaged in developing partnerships to support handwashing
within other sanitation and water interventions. These partnerships have institutionalized hygiene
behavioral change methodologies and allocate resources to the process. Common areas of public and
private investment include capacity building, handwashing stations, monitoring and impact evaluation.

Box 2: Gender in the Water and Sanitation Program

Beyond scaling up WSS services, WSP aims to reduce poverty and inequalities within society and prevent
conscious or unconscious discriminatory practices that hinder the wider development agenda. WSP embraces the
importance of prioritizing and mainstreaming a gender approach that supports the participation of women in
particular, recognizing their key role in the supply and management of water and sanitation services.

At the national policy level, WSP provides gender analysis to inform sector policy formulation, helps articulate
specific gender objectives in sector policy documents, and develops gender-responsive recruitment policies to
promote equal representation at all levels.

At the operational level, WSP helps strengthen local government and service provider capacity to shape the
sectors engagement with communities by helping them develop institutional policies and strategies that address
gender throughout their project cycles of planning, design, budgeting, implementation, monitoring and evaluation.
To do this, institutions need to embrace internal reform, adopt gender assessment and analysis tools, participatory
approaches and communication strategies to implement and monitor that their interventions engage and benefit
men, women and special groups.

14

B. Creating Sustainable Services through Domestic Private Sector Participation (SS-DPSP)

WSP will support client governments scale up the technical and financial capacity of the
domestic private sector to help 2.5 million poor people gain sustained access to improved
water supply and sanitation services and leverage over US$ 100 million in investments by
donors, governments and the private sector.

It is estimated that an additional US$ 36 billion is Figure 4: Estimated Total Spending Required in
needed between 2005 and 2014 to reach MDGs in Developing Countries to meet MDGs (2010-2014)
water (see Figure 4).10 While a similar magnitude 40
of resources is needed to reach MDGs in
35
sanitation, the composition, and the type of
spending is very different between the two 30

inUS$billions
sectors. In water, the issue is how to provide 25
sustained access to water to those who may have 20
access but where service quality is intermittent or 15
poor, while in sanitation, there is a great need to
10
expand services. Tapping into the technical and
5
financial capacity of the financial sector is an
important strategy to bridging these gaps. 0
Water Sanitation
In the 1990s and the beginning of the 2000s, NewCoverage Maintenance
private sector participation was associated with Source: Hutton, Guy and Jamie Bartram, Bulletin of the World Health
the expansion of large international firms in the Organization, January 2008, 86 (1)
developing country water supply market, from infrastructure financing to distribution of water to the
consumers. In the last few years, there has been a trend towards domestic private sector participation
from local firms, entrepreneurs, commercially-oriented community-based organizations and cooperatives,
such as womens and youth groups, in the delivery and financing of WSS services.

WSP recently consolidated its strategy to continue and expand its engagement with the domestic private
sector in the next five years. SS-DPSP focus countries include: Kenya, Mozambique, Rwanda, Senegal,
Uganda, Cambodia, Philippines, Nicaragua, Peru, Bangladesh and India. In addition to the SS-DPSP
focus countries, WSP will support the domestic private sector in several other countries including Benin,
Burkina Faso, Cambodia, Democratic Republic of Congo, Indonesia, Lao PDR, and Mali, where
engaging with the domestic private sector is critical to moving the sector forward. The types of
interventions will include:
Developing and sustaining local PSP: WSP will support domestic private sector participation
through innovative local Public-Private Partnerships (PPP) approaches by building capacity of
governments and private providers to enter and sustain PPPs, designing sustainable models for PPPs
for both water and sanitation services, helping governments develop oversight mechanisms for
monitoring of services, and ensuring customer feedback channels to improve service provision. Work
will be carried out in partnership with organizations such as AfDB, AfD, IFC, PPIAF, World Bank,
and others. Complementing WSPs focus on service provision to the poor and building the demand

10
Hutton, Guy and Jamie Bartram, Bulletin of the World Health Organization, January 2008, 86 (1).
15

 for quality service provision, WSP has found that demand for private sector provision can sometimes
be best tapped in rural communities and slum areas, where there is often greater self reliance and the
cost of service provision is often highest. The short and direct line of accountability between supplier
and consumer serves to mitigate some of the challenges of revenue collection and governance that
have hampered large scale PPP initiatives.

Strengthening local sanitation markets: Improving rural sanitation is critical to meeting the
sanitation MDG goal. In many WSP focus countries, however, even if there is demand for sanitation
products, the capacity to develop, market and sell the products is weak. WSP supports the
development of sustainable sanitation markets through a combination of behavior change and social
marketing approaches, as exemplified by the TSSM initiative. In addition, in Latin America, market
forces are being channeled to create altogether new sanitation markets that benefit poor households
that do not have easy access to financing or hardware. Supply-side sanitation marketing initiatives
will form a significant part of SS-DPSPs approach for the sanitation sector in FY11-15. In
Cambodia, for example, WSP focused on designing a sanitation product catering to lower income
households. In FY11-15, WSP will focus on sanitation marketing by building on the pilot experience,
while collaborating with other organizations such as the Ministry of Rural Development, UNICEF
and Plan International to trigger demand to stop open defecation. Other countries where sanitation
marketing will be a major focus include Bangladesh, Indonesia, Nicaragua, and Peru.

Strengthening service provider capacity: In addition, WSP will also work with both private and
public providers to improve technical as well as managerial capacity for them to invest more in poor-
inclusive service provision, particularly through market-based financing. Although financial
institutions have shown interest in financing infrastructure, few transactions have occurred in the
water and sanitation sector. Many lenders perceive the sector as high risk, and the lack of transparent
data and robust sector analysis only adds to their concerns. Public finance schemes can also crowd out
market financiers and create disincentives for service providers to seek private finance. Service
providers are often unaware of the technical assistance and financial products that are available, and
are not equipped to develop credible business plans, prepare proposals and negotiate financing. WSP
will engage with partner institutions such as AfDB, IFC, PPIAF, and USAID to help water providers
access local market-based finance.

Anchoring all three types of activities, WSP will also support governments establish and implement
monitoring systems to improve resource allocation and service provision. Systematic monitoring is
needed to improve resource allocation and will be an important step towards achieving the water and
sanitation MDG targets. To this end, WSP has developed a series of instruments to establish benchmark
standards and monitor progress across participating countries, states, cities or villages. International
Benchmarking Network of Water and Wastewater Utilities (IBNET), for example, is the largest public
database that provides utilities and sector stakeholders with performance data from nearly 2,600 utilities
in 110 countries. IBNET has been able to help develop standard indicators and maintain data to help
WSPs client governments efficiently allocate financial resources and develop sector improvement
programs that address water and wastewater services for all consumers including the poor.

16

The process of benchmarking encourages peer monitoring and allows for WSP initiatives to be leveraged
geographically and across time. A standard established for one city or state can be replicated while
deviations in performance over time give an early warning that sector reforms may be flagging.
Supporting performance benchmarking also helps re-orient the focus from infrastructure creation to
service provision. It provides a solid basis for future service delivery improvements through the design
and implementation of performance improvement plans, which includes investments and capacity
building needs, as well as the establishment of performance-based contracts between governments and
utility managers. In general, WSP has supported this kind of work among larger service providers, but in
the next few years, it will support performance benchmarking of smaller providers, particularly the local
private sector.

Box 3: Scaling up Private Sector Participation in Rural Water Supply in Senegal

Senegal is on track to reach the water MDG target of 82 % by 2015, but

challenges remain in terms of maintaining existing water supply
infrastructure. The rural population is served mainly through multi-village
schemes using an estimated 1,200 motorized boreholes throughout the
country. WSP is engaging the domestic private sector to help increase the
sustainability of these rural water supply schemes:
Local PPP for maintenance and management of boreholes: The
government of Senegal will transfer the maintenance of all motorized
boreholes of the central areas to the private sector in 2010. WSP is
providing technical support to design a performance contract between a private firm and local user associations.
This intervention will increase the rate of functioning boreholes from a national average of 80 % to close to 100 %.
WSP will also help delegate the management of these systems to the private sector, with 10% of water associations
expected to contract out the management of their systems by 2015.
Performance monitoring: WSP supported the development of a mobile technology platform to facilitate
monitoring from the district to the national level. It is operated as a third party service provided by a specialized
local firm (e.g. Manobi SA in Senegal) using mobile-2-web technology and relies on an online database. This
approach has already been replicated in Benin and Burkina Faso.

17

C. Supporting Poor-Inclusive WSS Sector Reform

WSP will support poor-inclusive sector reform by working with national and sub-national
governments to develop pro-poor policies, strategies, and plans as well as define institutional
arrangements, design, and implement investment programs by providing evidence-based
knowledge for reforming outdated strategies and policies.

National policy and strategy is an important starting point in mainstreaming the focus on poor people.
Weak policies and institutions lead to weak service standards, especially for poor people. There is
growing recognition of the institutional weaknesses that underlie low coverage rates and poor service
quality, and that more finance and infrastructure alone will not lead to improved services. The
fundamental challenge is not one of fixing the pipes, but rather one of fixing the institutions that fix the
pipes. Improved water and sanitation services for the poor cannot be separated from the accountability of
the water sector institutions and the broader workings of government. The provision of basic services,
including safe water and sanitation, is seen to be a cornerstone of a functional state. In certain countries,
particularly fragile states, there is a lack of clarity in institutional mandates, structures, roles and
capacities to provide improved WSS services. Change is slow, because both service providers and
consumers have come to accept the traditionally poor level of services despite the serious public health,
environmental and economic implications. Reforms require appropriate institutional frameworks and
should encourage increased sector financing through better management, budget allocation, and the use of
markets to leverage private-sector capital.

WSPs approach is to address both the vertical chains of reform in policy, accountability, technical
capacity and resource allocation as well as the horizontal framework of coordination, learning and
cooperation so that local governments and communities receive timely and adequate resources and
capacity development support to implement programs that are aligned with national priorities to ensure
access to safe water and sanitation. This approach is complemented by a focus on citizen engagement for
social accountability to enhance transparency, equity and accountability. WSP seeks to bring regional and
global experience to integrate bottom-up accountability with top-down planning addressing transparency
and equity through continuous engagement with all tiers of government.

In many WSP focus countries the service provision function of the water supply and sanitation subject
has been devolved to local governments (see Figure 5). WSP works with central, provincial and local
government tiers to strengthen the accountability of sector institutions for policy, service provision and
regulation. While decentralization brings new opportunities it also presents significant challenges.
Decentralization brings decision making closer to the people and can empower citizens to demand
improved services from local providers. Decentralization can also present significant challenges due to
the lack of technical capacity of local governments and local service providers (technical capacity must be
devolved as well as responsibility). As a result, there is a huge demand for technical assistance on service
sustainability tied to sector governance and the overarching institutional and accountability frameworks.
In this context, WSP works with sector stakeholders at multiple levels to assist in clarifying roles and
addressing these capacity constraints.

18

Although sector reform policies have been put Figure 5: Tiers of government responsible for water
into place in some WSP focus countries, supply service provision
progress in implementing these policies has
been slow due to a combination of factors that
differ from country-to-country. These often
include weak local capacity, a lack of
appropriate institutional frameworks, and a
lack of support for sector reform from critical
constituencies of stakeholders. WSP links
support at the national level with interventions
at the local level to close the gap between
National Provincial Municipal
national policies and actual implementation.
National + Municipal National + Provincial Provincial + Municipal
WSP will further leverage this experience by Source: Key Topics in Public Water Utility Reforms', by Van Ginneken and
sharing knowledge and coordinating country Kingdom in 2008
sector players to sharpen their focus on the poor.

An important component of this work stream is the demand side of good governance to strengthen the
voice and capacity of citizens, including the poor, to demand greater accountability and responsiveness
from public officials and service providers. Initiatives such as participatory budgeting, social audits,
citizen report cards, and community score cards involve citizens in the oversight of government. WSP has
also been seeking to strengthen capacity at local governments through partnerships with national training
institutions that have excellent infrastructure but lack technical capacity. South-south learning, or
exchanges across countries and regions, has facilitated the uptake of best practices at the local level.

Specific support will include:

Developing an evidence base for reform: Developing and disseminating key evidence-based
knowledge can help bring the often neglected WSS agenda to the attention of national decision
makers. WSPs Economics of Sanitation Initiative (ESI), for example, provides decision-makers at
the country and regional level with evidence for increased investments in improving sanitation. In
Indonesia, ESI gained critical traction where the results contributed to ministerial commitments to
increase investments in urban sanitation in over 300 cities by 2014.
Revising national policies and strategies for WSS: National policy and strategy is an important
starting point in mainstreaming the focus on poor people. It is at this level that the government can
indicate priorities and form the basis for local government and other stakeholders to develop
strategies and allocate resources.
Defining institutional arrangements: In the current institutional structure the functions of policy
making, oversight, and service provision are not clearly delineated, and lead to conflicting objectives,
political interference and lack of incentives and accountability. WSP will work with both existing and
new sector institutions to better clarify institutional arrangements, particularly with regards to
functions such as planning, financing, regulation and oversight, etc.
Increasing budget allocations and other financing to WSS services: An explicit output in FY11-15
will be to help increase funding to the WSS sector and improve finance streams for sustainable WSS
services. This is closely linked to all of WSPs results areas, but depends heavily on improving
monitoring and linking financing to performance.

19

 Monitoring and Benchmarking: During FY11-15, WSPs focus will be on increasing the use of
monitoring systems at the national and decentralized levels for sector programming, budget
allocation, monitoring and reporting on access to services by poor people. The approach will differ in
each region. In Benin and Senegal, for example, WSP will work with the government to use improved
Sector Information and Monitoring Systems (SIMS) to monitor WSS performance, increase the rate
of functional motorized boreholes, and to update the annual inventory. In India, WSP is working with
the Ministry of Urban Development in the implementation of a scheme for rating the standards of
sanitation for 423 major cities against 19 indicators covering process, outputs and outcomes, guiding
the preparation of city sanitation plans to lift underperforming cities to a higher standard.

Box 4: Urban Sanitation Policy in India

WSPs work rolling out the National Urban Sanitation Policy in Madhya Pradesh helped provide incentives in the
program to for cities to reach un-served and poor people with their sanitation strategies and investments.
According to the 2001 census, 50 million people in urban areas do not have access to sanitation and more than 80%
of surface water pollution is attributed to municipal sewage. In order to develop a National Urban Sanitation Policy
that would meet this need for improved sanitation the Government of India began a consultative process in 2004
with the support of WSP, and the National Policy was launched in 2008.
From policy development to implementation: The Ministry of Urban Development has set a target of four state
strategies and 50 city sanitation plans to be developed by the end of FY10. In response, WSP helped rollout the
policy through states and cities: several states such as Maharashtra, West Bengal and Madhya Pradesh have started
developing state sanitation strategies. WSP helped the Government of Madhya Pradesh launch their Integrated
Urban Sanitation Program which aims to promote open defecation free cities and sustainable treatment and
disposal of all wastes.

To promote competition between cities to improve their sanitation, the government initiated a rating and awards
scheme that specifically targets poor people by weighing the rating significantly towards the ODF rating, which
affects mainly poor people. The ratings measures output (9 indicators; max of 50 points), process (7 indicators;
max of 30 points) and outcomes (3 indicators; max of 20 points). Amongst all these indicators and points, ODF
status has been assigned 16 points, which is more than any other indicator. This is in conformity with the national
policy which identifies "reaching the un-served and the poor" and "community planned and managed facilities" as
priorities and key goals. Over 400 cities are currently participating in the scheme, which will be extended to the
remaining urban centers.

20

D. Targeting the Urban Poor and Improving Services in Small Towns

WSP will support national and sub-national governments and public and private service
providers target the urban poor and improve services in small towns by developing pro-poor
policies, guidelines, and models for improved water supply in dense urban and peri-urban
areas and small towns.

Targeting the urban poor: The impact of service gaps is felt Figure 6: Urban populations growing,
most acutely by the poor. Rapidly urbanizing populations in widening the financing gap
Asia, which is expected to double its urban population by
9
2030, and Africa, where the urban population quadrupled Global Population
8
between 1971 and 2001, have fueled growth, but are straining
the provision of services in dense slum areas and fringe 7

Population, billions
areas around cities, and towns where service provision is 6
Urban
challenging. An estimated one billion people currently live in 5

urban slums in developing countries, with many people 4

relying on expensive and unsafe water sources and low- 3
Rural
quality latrines. Typical of South and East Asia, in 2
Bangladesh, only three cities have water and sanitation 1
authorities and no public sewerage system exists outside of 0
Dhaka. Despite the overwhelming reliance on on-site
sanitation systems there is little systematic management of Source: World Development Indicators; World Bank
estimates
fecal sludge or solid and liquid waste, nor cleaning of storm
water drains and canals.

Improving services in small towns: The World Development Report 2009 highlights small towns as
having a central role in social and economic development by supporting lagging rural areas and easing the
stress on urban slums. Yet, despite these benefits, water supply and sanitation services are too often
neglected. Service provision in small towns, the intersection of rural and urban populations, poses
additional challenges as they are faced with all the complexities of urban systems and the limited
resources of rural systems. Decentralization has numerous benefits, but local government often lack
adequate financial, institutional, managerial and technical capacities to take on these new responsibilities.
In order to scale up access in small towns, local planning and accountability in service provision needs to
be incorporated into broader policy approaches and institutional and fiscal frameworks tailored
specifically to the needs of small towns, and be supported by appropriate regulation and coordination
within the sector.

WSPs strategy in urban, peri-urban, and small town settings will include:

Developing poor-inclusive local WSS strategies and plans: Even when there are national WSS
policies in place, there is usually a gap between national sector reforms and actual implementation at
the local level. WSP will work with government agencies and utilities to develop poor-inclusive

21

 strategies and plans, including pro-poor investment strategies or testing service delivery models
aimed at the poorer segments of urban populations.
Improving service provider capacity: WSP will strengthen the technical and management capacity of
service providers to enable targeted investments for poor-inclusive service provision. This would
include strengthening existing utility operations and/or exploring alternative service delivery models,
such as partnering with the domestic private sector in peri-urban areas and small towns.
Building monitoring and oversight arrangements: One of the ways for promoting improved
provider performance in the sector is through strengthening monitoring and oversight arrangements,
such as service level benchmarking, that take into account consumer needs and complaints and
establish feedback channels between the users of WSS services and providers. This involves helping
providers develop communication strategies or regulatory agencies build decentralized monitoring
and oversight systems through local governments and civil society groups. Service provider
benchmarking also helps re-orient the focus from infrastructure creation to service provision. It also
provides a solid basis for future service delivery improvements through the design and
implementation of performance improvement plans, which includes investments and capacity
building needs, as well as the establishment of performance-based contracts between governments
and utility managers. WSP has supported this kind of work among larger service providers using
tools like IBNET, but in the next few years, it will support performance benchmarking of smaller
providers, particularly the local private sector.

Box 5: Supporting pro-poor components of infrastructure investment projects in Kenya

Large investments in the 1980s and 1990s did not result in efficient and sustainable service provision in Kenya.
The failure of many WSS utilities to deliver adequate services disproportionately impacted poor households in
informal settlements. This resulted in heavy reliance on alternative and in some cases, unsafe water supply sources
obtained at a much higher cost compared to piped water provided directly by the utilities.
WSP will support improved access to basic infrastructure
services especially in urban informal settlements through Water
Services Boards, Water Services Providers, and the Ministry of
Public Health and Sanitation by scaling up models on
improving access through privately and community operated
public toilets and water systems and delegated management
models through large-scale investment projects. Attention will
also be given to mechanisms that support the participation and
voice of the poor and promote gender equity and inclusion in
the sector at all levels.
Link to large-scale investment projects: WSP has been
requested to provide technical assistance (TA) and oversee the
implementation of investments totaling over US$ 100 million in Kenyas informal settlements, with TA activities
ranging from mapping of informal settlements, surveys, and design and implementation of service delivery models.
The main investments include: Water Supply and Sanitation Improvement Project (WaSSIP) funded by the World
Bank, Coast Region Water and Sanitation Services Improvement Program (CRWSSIP) funded by AFD and
Nairobi Informal Settlements Water and Sanitation Improvement Program (NISWSIP) funded by the EU water
facility. WSPs support to the implementation of pro poor components of investment projects in informal
settlements will be closely aligned to its TA on poor-inclusive WSS policy and strategy reform.

22

E. Mitigating And Adapting Water and Sanitation Service Delivery to Climate Change Impacts

WSP will concentrate its efforts to help governments mainstream climate change impacts into
ongoing programs by developing and implementing climate change adaptation and disaster
risk management approaches for the water and sanitation sector.

Many World Bank teams and other organizations are working hard to better understand global and
regional trends of climate change, macro scenarios, and the projected impact of climate change on
ecosystems and sectors as a whole. At the same time, the impacts of climate change are being manifested
locally as the consequences of extreme and more frequent weather patterns and natural events, which can
cause increasing water scarcity, more frequent flooding, groundwater contamination due to storm systems
such as hurricanes and monsoons, etc. The impacts of these natural events on infrastructure, how to best
manage their consequences, and how to adapt to their increasing recurrence are of direct concern to client
governments. In WSS, these climate challenges have to be addressed in addition to existing fragile WSS
systems that do not reach current populations, especially poor people, and are plagued by institutional and
management limitations.

Governments are increasingly turning to WSP with requests for technical assistance to address the
impacts of climate and natural events on basic services, one of the most visible and directly affected
sectors that result from climate-related natural disasters. Implementation of adaptation and/or mitigation
measures for climate change often requires a fundamental re-orientation of the institutions that provide
basic services. Client governments have expressed an interest in tapping into WSPs global knowledge
and experience in advising reform processes that involve many different actors across sectors. WSP is
increasingly drawn to this challenge because the poorest populations often live in areas most affected by
natural disasters and the least able to access services that break down as a result of natural disasters.
Faced with the recurrent climate change impacts, an initial first step by WSP will consist of focusing on
the management of risks surrounding existing natural events, climate variability, and climate risks in a
limited number of WSP focus countries where client demand is strongest.

This business plan addresses the impact of climate change on water and sanitation services in urban and
rural areas in selected WSP-focus countries. A key element of this strategy is to begin to address the
impacts of historical climate variability on WSS services and develop roadmaps that help mainstream into
on-going programs climate-smart WSS planning given existing climate vulnerabilities, harmonize sector
players, and build capacity of WSP clients and partners to implement these adaptations. This approach
will be supplemented by research and data, and fact-based monitoring and information systems to
understand the effects of the climate change on urban water utilities11. WSP will also focus on promoting
solutions for challenging, flood-prone areas expected to be most sensitive to increased climate variability,
as well as adaptation strategies for communities.

11
This will be informed by the recent WSP-Water Anchor publication Climate Change and Urban Utilities:
Challenges and Opportunities, http://www.wsp.org/UserFiles/file/climate_change_urban_water_challenges.pdf, and
the development of a Water Utilities Vulnerability Index (WUV).
23

Specific interventions will include:

Disaster risk management: As demonstrated by numerous experiences, most recently the

earthquakes in Haiti, Chile, and Pakistan and the 2004 Indonesian tsunami, natural disasters are
commonplace throughout WSPs focus countries. In Peru, WSP is building on an opportunity to
address structural issues in the way in which governments approach risk management for WSS
services as a consequence of the Pisco earthquake of 2007. The lessons taken from improving
regulation, investment planning, and building codes, will help service providers reduce the effects of
long-term interruption of services to its customers, most severely affected of whom are the poor.
Sanitation solutions for challenging environments: WSP is promoting sustainable and affordable
sanitation solutions for challenging environments in East Asia. A study has been completed in
Indonesia and is currently underway in Cambodia and Lao PDR, to assess the sustainability and
affordability of existing sanitation options in challenging environments and provides the basis for
future capacity building activities at the local and central level. Challenging environments include
communities living along riverbanks or above rivers, coastal and estuaries areas, swampy and high
groundwater areas, and in flood prone areas. An estimated 10 million people live in such
communities in Indonesia alone, and with rapid urbanization coupled with climate change impacts,
service provision in these areas will become even more difficult over time.
Identifying and sharing low cost climate change adaptation strategies for communities: In coastal
areas of Bangladesh that are susceptible to cyclones and other climate related events, WSP is
supporting the replication of good practices such as low cost rain water harvesting, disaster resilient
ponds, jute fiber reinforced cement sanitation facilities and community-led emergency services to
respond to natural disasters. Relatively low cost interventions, such as the provision of plastic sheets
for rain water harvesting, sealed containers which protect drinking water from floods and more robust
latrines can materially diminish incidences of disease subsequent to climate related events.
Climate change adaptation for utilities: WSP will support two severely affected provinces in
Vietnam and across the border in Southern Yunnan province of China in developing and
mainstreaming climate change adaptation approaches as part of investment planning for water and
sanitation.
Developing and disseminating global knowledge: WSP will coordinate with the Energy Sector
Management Advisory Program (ESMAP) to better understand mitigation strategies by helping water
and sanitation providers reduce their carbon and water footprint through energy efficiency and water
conservation.

24

 Box 6: Managing Risks of Changing Climate Patterns in Peru

Climate change is already seriously affecting water and sanitation service provision in Peru. Not only has global
warming diminished glacial water sources by 22% since 1970 in the countrys tropical highlands, but it has
increased frequency, variability and intensity of floods, heavy rains and mudslide events which have devastating
impacts on poorly designed and maintained WSS infrastructure. In 2010 alone 18 out of Perus 24 regions suffered
from river and lake flooding and mudslides. It has become increasingly clear to sector authorities and regulators
that the WSS sector will need to adapt to these changes.
Risk identification and assessment, risk reduction investments, financial protection and increased readiness
capacity to emergency situations brought about by these natural catastrophic events, is a first step for confronting
challenges that will become more extreme with increased Climate Change. Accordingly, Sector authorities and
WSS providers are undertaking the groundwork for incorporating the effects of climate change into their policies
and practices for investment planning, risk management, and maintenance practices. With WSP technical
assistance, the sector is formulating a disaster risk management sector policy and testing increased disaster risk
management practices and capacities in 4 urban providers. Long-term planning skills and methodology, technical
cadastre update, pre investment procedures, design and construction guides and codes, emergency plans and a
financial strategy to protect the assets, are among the subjects being studied in order to propose a new policy that
will embed DRM in the Sector. The latter will help authorities and providers adapt and face the risks imposed by
Climate Change (such as a more extreme El Nio weather pattern forecasted for the upcoming years) and other
catastrophic events like the 2007 earthquake.

25

F. Delivering WSS Services in Fragile States

WSP will expand its work to fragile states - countries with deteriorating governance or
prolonged political crisis, post-conflict transition countries and countries in gradual but still
fragile reform processes.

The countries at greatest risk of not meeting the MDGs are fragile states.

WSS services in fragile states are characterized by run-down institutions, often having endured long
periods of instability, erosion of capacity and financial collapse. Much WSS support in fragile states
derives from emergency activities: drilling of boreholes, trucking water or provision of chemicals and
toilets.

Fragility has multiple causes and there is a large and growing analysis, led by the World Bank, of the
dynamics in fragile states. Yet there is little published information or analysis on WSS approaches in
fragile states, though a large literature exists on emergency responses. There is a significant gap in
understanding of how to accelerate the transition from emergency to sector development approaches.
WSP is well placed to fill this gap by developing knowledge and supporting development of country-led
sector programs to accelerate access to WSS services. This potential derives from WSPs: (a)
experience in opening up engagement in several conflict/post-conflict countries (e.g. DRC, Rwanda,
Eritrea, Ethiopia); (b) analytical and problem-solving work supporting self-supply, strengthening
community approaches and improving efficiency of informal service providers approaches which
directly affect the poors access to services where formal providers have failed; (c) links with the Banks
expertise, state-building initiatives and liaison in country offices in fragile states; and (d) operational
model of supporting field presence in poor countries. Effective engagement in WSS in fragile states
requires a problem-solving approach, the capability to attract and supervise quality staff and to undertake
comparative country analysis these are precisely WSPs strengths as a global program.

There is growing demand by governments and the Bank for WSP to engage in fragile states (e.g.,
Zimbabwe, Liberia, Burundi, Congo Brazza, Timor Leste and Haiti). WSP is in the process of
establishing limited presence in Zimbabwe, Liberia and Congo Brazza) in order to maintain the
momentum that has been built, pending confirmation of funding availability.

Through experience gained working in DRC, Rwanda, Eritrea, and Ethiopia and the more recent
engagement started in Zimbabwe, Liberia, and Burundi, WSP has identified some key considerations in
framing a strategic response to the challenge in fragile states: (a) local knowledge and physical presence
are critical as fragile environments are dynamic and unpredictable; (b) starting early to build
accountability and establish lines of accountability between policy-makers, providers and consumers; (c)
working in parallel tracks in the transition, both with state and non-state providers on critical
rehabilitation operations, and building sector development components into these operations.; (d)
identifying key entry points, e.g., political brokers, local partner institutions or strategically positioned
service providers with whom it is possible to build a strong relationship to understand and influence
development of the sector; (e) identifying and nurturing local talent and emerging leadership; (f)
networking and communications, especially important given the chaotic and unstructured environment in
fragile states; (f) coordination of non-state providers, donors, and emerging government initiatives; (g)
early development of an information base to establish sector status and baseline sector knowledge to help
26

determine basic facts and begin the process of determining what needs to be done; and (g) come prepared
to stay the distance with sufficient resources to be credible and to sustain support over a long period of
time in order to make impact.

WSPs support will focus on developing policy-based sector programs comprising two main levels of
activity:

Country engagement supporting sector transition from emergency humanitarian interventions

and ad-hoc rehabilitation to country-led, policy-based, sector programs; and

Regional and global learning to facilitate country peer-to-peer and stable-to-fragile country
learning with a particular focus on reform and institutional development.

WSP will collaborate with Sanitation and Water for All partners (developing countries, implementation
agencies and donors) to increase political prioritization of WSS, promote evidence-based decision
making, and support strong national processes.

In each country WSP will work to increase reliance on national systems and institutions at central and
local levels with a view to building their capacity to carry out large-scale sector programs. WSP will work
to integrate the WSS sector into core government processes establishing the visibility of the WSS sector
with high-level decision-makers and processes including: national planning and budgeting (e.g. PRSP the
MTEF processes) and the decentralization process. WSP will also ensure that WSS sub-projects are
included in social investment funds and community driven development (CDD) programs as well as
multi-sector rehabilitation and reconstruction projects.

WSPs strategy in fragile states in Africa will be informed by WSS sector assessments carried out under
the CSO2: Tracking Africas progress towards the MDGs for W&S. CSO2 will assess the performance of
30 African countries in delivering the WSS MDGs was prepared by the African Ministers Council on
Water (AMCOW) in collaboration with the African Development Bank, UNICEF, WHO, the World
Bank, and WSP. Initial country assessments have been undertaken in 13 fragile states in Africa. Dialogue
on further engagement with the governments of Burundi, Liberia and Zimbabwe is underway. A second
tier of countries are being considered including Angola, Sierra Leone, Congo Brazza, Sudan in Africa as
well as Afghanistan, Haiti and Timor Leste outside Africa. Through CSO2, WSP will contribute to policy
dialogue within countries and globally between African countries and their development partners under
Sanitation and Water for All, an international response to the urgent need to get countries back on track
for the WSS MDGs.

27

Box 7: Fragile States: Building on Experience Working in Post-Conflict States

From 1995 to 2003, Rwanda moved from the ruins of genocide to the implementation of advanced
macroeconomic management practices, public financial management reforms, and progressive improvements in
basic service delivery.
Restoring and reforming the budget process steadily progressed over the period. The ministries of finance and
planning were merged in 1997 leading to a streamlined development budget. Since 1998 the budget has been
adopted by the National Assembly before the beginning of each fiscal year. In 1999 a National Tender Board
was established. The Central Projects and External Financing Bureau were established in the Ministry of Finance
in late 1998 to monitor and coordinate donor funded projects.
In the late 1990s WSP linked its technical assistance directly to the preparation of a World Bank funded rural
water supply and sanitation project. The $20 million project ran from 2000 to 2007.
Responding to Rwandas unique topography, hydrology and demography, the project built capacity for the
development and management of large rural piped systems. The operational model that emerged from the project
is one in which the development of large piped systems is driven by community planning, with a centralised
design, procurement and contract management process, supported by district-level supervision and oversight.
This is complemented by gap-filling with simpler point source technologies implemented by district entirely by
government using central government subventions such as the Community Development Fund.
The steady flow of funding from the World Bank
supported project was instrumental in building the
capacity of local contractors. Almost non-existent in the
RWSS sector at the beginning of the project, local
contractors carried out $10.6 million of construction
works. Absorption capacity of the sector increased 10-
fold during the project period with the number of people
getting access to improved water services each year
jumping from 60,000 to 600,000 people.
The service delivery model, the additional public sector
technical and private sector construction capacity
developed under the project formed the core of a viable
sector program attracting additional funding from
AfDB, EC, Austria, Belgium and Japan. The sector program also set the ground for a transition into sector
budget support in 2005. In line with GORs preference for budget support as well as the confidence given by the
extensive fiduciary assessment and analytical work the World Bank 2002 Country Assistance Strategy
highlighted the need to move away from projects to programmatic approaches proposing a Poverty Reduction
Support Credit including four key sectors: education, health, water and energy.

28

 III. Knowledge and Strategic Partnerships

A. Knowledge

WSP aspires to contribute to the sector through global intellectual leadership in scaling up services to
poor people. Knowledge and partnerships are at the core of how WSP will deliver its Global Outputs to
help achieve the outcomes and impacts. The Program generates and leverages knowledge with clients and
partners at the national, regional and global level. This knowledge feeds back into WSPs strategy and
also helps inform other sector actors in the country. In recent years, WSP has also shown that knowledge
generation and dissemination process is how WSP can contribute to impact at scale. The knowledge
comes from the expertise of staff, lessons and experience from implementing WSP activities, from those
of our partners, and from World Bank operations. By identifying, packaging, and sharing this knowledge
with practitioners and other decision-makers, WSP can help enable informed action, efficient learning,
and scaled up impact.

WSPs approach to knowledge involves multiple instruments, rather than a single report or an information
sharing seminar. These include Global Practice Teams (GPTs), global projects, and broadening global
learning throughout the portfolio and the sector. This approach is anchored by an assumption that
knowledge needs to provide insight for decision-making in order to be useful. Each WSP project provides
an opportunity for learning by governments, donors, other sector actors, and WSP. WSPs comparative
advantage is its capacity to work at all levels with local and national government counterparts,
international organizations, the private sector, public utilities, and donors. The challenge, however, is to
ensure that insights gained at each level are shared and that they contribute to the sectors development
process.

Box 8: Economics of Sanitation

WSPs Economics of Sanitation Initiative (ESI) was a response to Economic Cost of Poor Sanitation
major gaps in evidence on the economic aspects of sanitation. The 8
results have been staggering. Phase I of the study, completed in 7
Health
FY09, showed that the economic costs of poor sanitation and 6 Water
hygiene amount to over US$9 billion a year in Cambodia,
5 Environment
Indonesia, Lao PDR, the Philippines and Vietnam. Low levels of
% GDP

User preferences
public investment in sanitation point to the lack of information 4
Tourism
and understanding of the costs of poor sanitation to the people and 3
the economy. The study provides evidence that supports
2
sanitation advocacy, raising the profile of sanitation, and has been
an effective tool to convince governments to take action. In 1

Indonesia, for example, the results have contributed to the 0

Cambodia Lao PDR Indonesia Philippines Vietnam
ministerial commitments to governors and mayors to increase
Source: WSP ESI Study, 2009
investments in urban sanitation in over 300 cities by 2014.

WSPs understanding and management of the Programs own efforts on knowledge management continue
to evolve. WSPs GPTs were created in 2006 to respond to this challenge by testing whether WSPs
experiences from countries could be translated into global knowledge. In FY09, WSP focused GPTs on

29

specific knowledge products. Several knowledge products emerged from this phase such as Financing
On-site Sanitation, and Political Economy of Sanitation. In addition to these written knowledge products,
the GPTs identified and produced knowledge sharing focus areas for the sector, such as Communications
for Reform and the Small Towns agenda. WSP has also engaged in developing and disseminating
knowledge and learning techniques such as horizontal learning which has been an extremely useful way
to promote systematic, demand-driven peer learning, which has been an extremely useful way to promote
peer learning. WSP will expand the horizontal learning approach, initially tested in Bangladesh, to other
focus countries. In summary, WSPs global learning initiatives have emerged through: a) scaling up
country based experiences for global knowledge and replication; b) learning by doing; and c) south-south
and peer-learning.

At the same time, WSP has seen an increased ability of the programs global projects to be an effective
mechanism to generate and share knowledge. Global Projects are projects that WSP conducts in multiple
countries with the same thematic focus. A common hypothesis is tested and across multiple countries and
regions. WSPs time-tested approach of learning by doing has proven that Global Projects can be
effective incubation points for knowledge on specific components of the sector. During the next five
years, WSP proposes to scale up Global Projects in rural sanitation and hygiene; domestic private sector
participation; climate change impacts on water and sanitation; and support to fragile states.

WSP also actively identifies lessons and broadens global learning beyond the 24 focus countries.
Learning and disseminating lessons from experience is the basis on which WSP provides support for
policy and institutional development as well as implementation support to leverage resources to scale up
WSS services to the poor. This knowledge generation and sharing is organized and promoted within the
framework of a global learning agenda, but focused on increasing sustainable access to WSS services to
the poor in our client countries.

Box 9: Building Capacity through Horizontal Learning in Bangladesh

Scaling up approaches to improve access to rural water and sanitation across various local jurisdictions and
communities is difficult. Dialogue to share good practices is rare and national policy seldom reflects lessons at the
local level. Working with over 4000 Union Parishads (UPs) in a traditional knowledge dissemination way of
teaching one by one was time-consuming and cumbersome. WSP helped bridge this gap by supporting the
horizontal peer-to-peer learning process of Local Government Institutions (LGIs) in Bangladesh since November
2007. Since its inception, the program has expanded throughout the country with a potential to benefit over 2
million people with improved water and sanitation and good governance. Specific results include:
Higher level policy dialogue: Executive briefings have been organized by LGI representatives and partner
agencies for the national Ministry, creating greater awareness of local governments potential to implement
demand-responsive development activities among policy-makers and senior level decision-makers.
Local revenue committed to service improvements: Sixty-two out of 93 participating UPs committed
US$360,000 in FY09 to replicate good practices in tax collection, arsenic testing and sanitation practices.
Service improvements: The success of UPs in Khansama and Shreepur upazilas in achieving 100% sanitation
coverage inspired other union parishads to take action in improving services. Dehunda (Karimganj), for
example, adopted some practices and lessons learned from these success stories and reduced open defecation
by 45% (from an estimated 55% to 10%) in five months.
Womens empowerment: The formation of an upazila Womens Forums has also been replicated, with WSP
directly supporting this in two upazilas (Karimganj and Shreepur).

30

In FY11-15, WSP will review and refine multiple knowledge initiatives and structures in the program,
GPTs, global projects and other activities to enhance complementarities and push WSP to even closer to
becoming a global learning organization leading the WSS sector. Knowledge topics include:

Sanitation and hand washing: Focus will be on strengthening the mechanisms to generate and
share global knowledge on (i) the ongoing TSSM and HWWS learning projects, which show how to
trigger and sustain sanitation and hand washing behaviors at scale; (ii) understanding of domestic
private sector business models for sanitation, (iii) improving country sanitation performance
monitoring systems; (iv) disseminating the two flagship products (Sanitation Financing for the Poor
and Political Economy of Sanitation); and (v) building capacity of WSP staff and partners to help
government clients better integrate sanitation and hygiene programs.

Scaling up the domestic private sector participation: WSP recently consolidated its strategy to
continue and expand its engagement with the domestic private sector in the next five years under the
SS-DPSP program. The global knowledge component of this initiative aims to (i) demonstrate
potential of scale up through private sector engagement; (ii) promote good practice through practical
guides and toolkits, and a Global State of DPSP review; and (iii) drive debate among donors,
strategists, and key stakeholders on the domestic private sector. Through strong collaboration with
the World Bank Water Anchor, PPIAF, IFC and other organizations working on promoting local
private sector participation in WSS service delivery, WSP will produce knowledge products and
organize events to promote learning topics ranging from rural and small town PPPs, access to finance
for small providers, strengthening local sanitation markets, etc.

Rural water: WSP will support the paradigm shift in rural water supply from current infrastructure
focus to a programmatic and holistic Service Delivery Approach (SDA). Sustainable services relies
on a variety of factors including policy, capacity, suitable technologies, availability of finance for
O&M, asset management and capital expenditures, sustainable water sources as well as an
institutional framework that provides oversight and ensures accountability and long term technical
and financial support to rural communities and service providers. The SDA concept addresses all
these factors by providing a new reference framework for the rural water supply sector vision,
policies and strategies. SDA will help countries: (i) develop solutions to sustain and improve the level
of service over time; (ii) better address planning and implementation challenges, including water
scarcity, increased competition for water, growing water quality issues and climate change and its
impact on ground water recharge; and (iii) strengthen country and sector systems and improve sector
governance, public expenditures, coordination, and donors alignment to accelerate access to potable
water for the rural people.

Urban: The focus will be on finalizing the knowledge product on promoting accountability in urban
water and sanitation services by end of FY11 and developing a knowledge platform on sanitation for
the urban poor, which ranges from sanitation in challenging environments to sludge management by
local private entrepreneurs. Given increasing decentralization in most of its focus countries, WSP will
consolidate lessons from urban service delivery in Africa, Asia, and Latin America in large cities and
towns, examining the role of local governments in planning, implementation and monitoring as well
as the role of the domestic private sector in expanding services and ensuring sustainability.

31

 Communications: The water and sanitation sector has traditionally captured less global attention and
fewer resources than other development areas, leaving a large gap in the awareness and evidence that
contribute to significant scaling up of WSS services. WSP will help address this gap by using
strategic communications and partnerships at the global, regional, national, and local levels to bring
knowledge as evidence to academics, civil society organizations, development institutions,
government officials, practitioners, private sector and other partners, think tanks, and other decision-
makers around the world. In addition to collaborative efforts with partner organizations, WSP will do
this by developing its use of technology and multimedia, including the internet, social media, and
video as a dissemination technique that has the potential to reach millions more.

Gender: A gender response ensures that the sectors interventions benefit those most disadvantaged,
and promotes equity and inclusion. WSP aims to address this issue through a two pronged approach
a) institutional and b) programmatic. Along the institutional dimension, WSP would assess whether
specific indicators and procedural guidelines for gender mainstreaming and gender monitoring is
included in projects and reflected in the global results framework. The programmatic dimension
includes an analysis of gender coverage by gender focused and gender integrated interventions. The
programmatic dimension should assess whether our work includes some level of gender analysis as
part of the design with some follow up in the form of gender specific interventions. Another
significant aspect of this dimension will be to look at those program areas that could be gender
specific such as urban poverty, rural water supply, urban and rural sanitation, impact of inadequate
sanitation on mother and child health care.

B. Partnerships

The increased numbers and types of donors in recent years is a welcome development in the sector. With
the overwhelming demand for scarce financial resources, one of WSPs key goals in the next five years is
to build and strengthen partnerships at all levels to support scaling up access to WSS services. WSPs
capacity to maximize effective partnerships at the national, regional and global levels is therefore a
critical driver of success for the program. The program engages with a broad range of partners, including
governments, multilateral development banks and other international organizations, civil society
organizations, the private sector, academic institutions, and donors, in three ways. This section briefly
describes the framework in which WSP works with partners. The regional and country strategies provide
more detailed examples of how WSP works with partners to deliver its results.

Delivering WSPs capacity building and technical assistance: WSP depends on partnerships at every
level of implementation to enhance the value and capacity of its own operations. At the national level,
WSP implements its activities on the ground in partnership with policy makers and service providers to
create ownership of results and increase capacity, and also with other organizations such as donor
agencies. In the scaling up sanitation marketing pilot which provides capacity building for local sanitation
entrepreneurs to sell the easy latrine model in two provinces in Cambodia, for example, WSP
collaborates with USAIDs Watershed program, UNICEF, and NGOs such as IDE and Plan International.
Another important vehicle to carry out its capacity building work is through national training institutes,
particularly in South Asia where the focus is on governance and decentralization. At the regional level,
32

WSP actively seeks opportunities to build innovative partnerships with other regionally oriented actors. In
Central America, WSP supports the Forum for Central America and the Dominican Republic in Water
Supply and Sanitation (FOCARD-APS) to provide technical assistance at the regional level on issues
such as hygiene promotion and innovative sanitation technologies.

Influencing Sector Dialogue and Policy: WSP builds on its experience in facilitating processes of
change and sector reforms that are country-owned, through ongoing high-level dialogue. WSP serves as a
chair or active member of sector donor and partner coordination groups in many of its focus countries.
This engagement helps harmonize sources of aid and shape the policies and strategies adopted within the
countries. Moreover, many countries in Africa, Asia, and Latin America, embracing globalization, better
mobility and communications, and geo-political opportunities have strengthened their regional
collaboration. In some regions, WSP has established regional partnerships to assist the transfer of
knowledge and gain political support for policies that work. In Africa, AMCOW was established to
create a continent-wide leadership for water in Africa and provides a forum for inter-government water
dialogue, improved governance and sector coordination (see Box 10 for example of AMCOW activity).
At the global level, as a member of the Sanitation and Water for All (SWA) initiative, WSP will continue
to lead analytical work on aid effectiveness and financing modalities. The added value WSP brings even
at the global level is based on ongoing support to help governments make an impact on the ground. The
second round of Country Status Overview of 30 African countries, for example, will assess progress in
the delivery of WSS services that will help inform SWAs policy dialogue. WSP will also continue to
share knowledge and add value to global events such as World Water Day and provide technical inputs to
partner organizations strategies and other documents.

Leveraging Investment Financing: One of the more effective ways of scaling up WSPs results is
through the leveraging of investment financing. WSP provides advice and technical assistance on
infrastructure investments to country clients and their financial partners, including bilateral agencies, the
World Bank, regional development banks, and other financiers to help scale up services to poor people.
WSP can help link national level policy makers with international best practice and potential funding
partners and strengthen the capacities of country sector actors to deliver better WSS services. Most of
these partnerships are established at the country and regional levels. WSPs alignment with the World
Bank is also an important way the program leverages investments. This alignment typically occurs in
three types of engagements: (i) design of World Bank projects; (ii) supporting implementation of ongoing
projects; and (iii) knowledge that allows the World Bank to prepare and finance projects.

33

 Box 10: Promoting aid harmonization and effectiveness through partnerships

The examples below show how WSP works with partners at the global, regional, and national levels to achieve its
objectives of promoting capacity building, shaping sector dialogue, and leveraging large-scale infrastructure
investments.

Core membership in PPPHW as important vehicle for capacity building and technical assistance.
WSP has been a core member of the Public-Private Partnership for Hand washing (PPPHW) initiative since its
founding in 2002. PPPHWs goal is to improve family health by advancing the promotion of hand washing with
soap at a large scale by bringing together implementing agencies, academic institutions, leading private sector
firms with their marketing expertise, and multi-lateral agencies. WSP has been able to leverage the skills of this
diverse partnership, and benefit from the academic research produced, the experience of a variety of implementing
agencies, and the specialized skills of the private sector. These contributions have helped WSP refine its approach
to hand washing, disseminate its learning through a large network of sector professionals, and influence the
implementation of partners approach to hand washing. In FY11-15, WSP will participate on the Steering
Committee to guide PPPHW, build capacity of practitioners, advocate for hand washing globally, and further the
knowledge of large-scale behavior change and impact on hand washing and improved health.

Working with AMCOW and other partners to influence sector policy dialogue. The African Ministers
Council on Water (AMCOW) in collaboration with the African Development Bank, UNICEF, WHO, the World
Bank, and WSP, is preparing Country Status Overviews (CSO) to assess the performance of 30 African countries
in delivering the WSS MDGs. The second phase, CSO2- Tracking Africas progress towards the MDGs for W&S
services, is based on benchmarking of sub-sector service delivery pathways, past spending and future needs versus
commitments. CSO2 will contribute to policy dialogue within countries and globally between African countries
and their development partners under the Sanitation and Water for All, an emerging international response to the
urgent need to get countries back on track for the WSS MDGs. Looking forward, CSO2 will also inform WSPs
strategy in fragile states.

Leveraging infrastructure investments to target the poor in improving WSS services. Nicaragua is one six Latin
American countries that is off-track for meeting the MDGs for improved sanitation. According to the World Bank,
46 percent of Nicaraguans live below the poverty line, reflecting the chronic inequality in development that
characterizes the Region. In early 2007, the World Bank responded to demand from the Government of Nicaragua
and re-engaged in the country's WSS sector after a long absence during which other investments were prioritized,
by including water and sanitation in its Country Partnership Strategy 2007-2012. The Bank identified two WSS
projects worth US$ 60 million, based largely on WSP technical assistance and analyses, aimed at improving basic
WSS services for almost 240,000 people in peri-urban and rural areas. In FY11-15, WSP will support the
implementation of these World Bank-funded projects by building on its analytical work conducting various sector
analyses on water supply coverage and current sanitation situation in the country. More importantly, to help
address the sanitation challenge, WSP will help strengthen local sanitation markets, by transferring the lessons
from WSP Perus recent experience on creating sanitation markets that match demand, supply, and local financing
options.

34

 IV. Budget summary

Budget forecast: This business plan is based on a five-year resource envelope of $200 million.
Recognizing the global financial environment, the budget already incorporates a planned, gradual 24%
drop from FY10 to FY12, bringing the budget back to FY07 levels going forward. As of the end of April
2010, funding had been secured for $86 million of the total, including all of FY11 plans and 76% of
FY12. WSP now seeks the Councils support to raise the $114 million balance needed to realize the plans
for the remaining period, starting with part of FY12 to FY15.

Table 2: Proposed budget, FY11-FY15 (US$ millions)

FY12 FY13 FY14 FY15 FY11-15 FY11-15
FY10 FY11 Draft Funding
WSP regions Indicative Indicative Indicative Indicative Indicative Agreed
Budget budget Gap
budget budget budget budget budget Funding

Africa 14.8 15.1 14.1 14.4 14.9 15.1 73.5 28.7 44.8
East Asia 11.8 10.0 7.1 7.0 6.9 7.0 38.1 17.4 20.7
South Asia 8.9 6.8 7.1 7.0 6.9 7.2 34.9 14.1 20.8
Latin America 5.0 4.7 3.4 3.5 3.4 3.7 18.7 8.9 9.8
Global 9.7 9.5 6.3 6.2 6.3 6.4 34.8 17.1 17.7
Total 50.2 46.1 38.0 38.1 38.4 39.4 200.0 86.2 113.8

Figure 7: Indicative budget prioritization by Sector and Global Outputs for FY11-15

WSPGlobalOutputs WSPSector

Service
Provider Policyand Hygiene
Capacity Regulatory 18%
Strengthened Frameworks
26% Strengthened
WaterSupply
35%
37%

National,
Regionaland
Local Sanitation
Government 45%
Capacity
Strengthened
39%

For FY11 the most significant budget changes are in East and South Asia. In both regions several major
WSS initiatives will be phasing down, and the dedicated regional and global funds supporting them will
be coming to a close. Country budget tables follow at the end of this section.

FY12 budgets are based on expectations of reduced funding at all levels both globally and regionally.
The drop is particularly large where WSP has had dedicated resources for scaling up hand washing

35

behavior change that will be coming to an end: Peru, Senegal, Vietnam, and the related global level
support.

For FY13 to FY15 the funding envelope assumes that the fundraising environment will continue to be
constrained globally. The indicative allocations have been made based on management assessment of
where resources will bring the best return in the context of the results framework, WSPs comparative
advantage and the current country and regional context.

By providing a longer planning horizon and identifying funding need within a comprehensive results
framework it is hoped that donors will continue in the current trend of decreasing the level of earmarking
resources in support of the business plan. In a very positive development, in the last two years since the
Global Strategy was endorsed, 74% of the new funds signed under agreement have been completely
unrestricted or lightly earmarked. This has already enabled the Program to manage the resources more
strategically than had been possible in the past.

Program management and administration: The above budgets include the estimated cost of program
activities as well as program management and administration costs. In FY11, the Program Management
and Administration is estimated at US$5.9 million, of which US$3.7 million is due to activities in the
field.

The effectiveness of WSPs business model lies in its dedicated staff presence in country, combined with
an engaged and coordinated global management team and strong fiduciary and administrative support.
WSP is committed to keeping the associated costs as low as possible; however, in light of the increasing
costs of decentralization seen throughout the World Bank portfolio, it is a challenge that will only grow in
the next 2 to 3 years. The majority of program management and administration costs are staff costs. Staff
costs are always subject to upward pressure, and are expected to rise even more over the coming years.

In addition to cost pressure, WSP anticipates an issue of funding the program management and
administration under its current percentage structure given that total contributions are expected to decline.
WSP currently receives a 10.84% global program management fee of the 12.84% levied on contributions
for program management and administration. This will not be sufficient to cover the related costs under
the current structuring arrangements as of FY13. WSP proposes to explore different options to further
increase efficiencies and to identify a sustainable funding arrangement with the support of the Council
over the upcoming year.

36

Table 3: WSP FY11-FY15 Budget Forecast by Country, (US$ 000)

FY10 FY11 FY12 FY13 FY14 FY15
AFRICA Country Budget Draft Indicative Indicative Indicative Indicative
budget budget budget budget budget

Benin 289 548 564 369 369 369

Burkina Faso 233 525 496 381 381 381
DRC 156 415 367 343 327 376
Ethiopia 802 976 1,516 1,815 2,269 1,948
Kenya 809 1,413 1,109 1,083 1,006 1,003
Mozambique 665 1,003 1,339 1,067 918 910
Countries

Niger 245 439 376 408 420 444

Rwanda 195 733 718 731 731 731
Senegal 1,412 1,125 335 377 647 456
Tanzania 2,893 1,856 1,251 1,171 1,128 1,084
Uganda 379 714 769 793 796 669
Zambia 535 496 347 327 286 286
Country sub-
8,613 10,244 9,187 8,866 9,278 8,657
total
Regional Regional 4,927 3,521 3,520 4,155 4,135 4,828
Program
Other Management / 1,260 1,293 1,358 1,426 1,497 1,572
other
Budget Total 14,800 15,057 14,065 14,447 14,910 15,057
Available Funding 14,800 15,057 10,066 3,002 535 0
Funding Gap 0 0 3,999 11,445 14,375 15,057

FY10 FY11 FY12 FY13 FY14 FY15

EAST Budget Draft Indicative Indicative Indicative Indicative
Country
ASIA budget budget budget budget budget
Cambodia 655 914 518 744 774 874
Indonesia 3,509 2,426 2,817 2,518 2,257 1,907
Countries

Laos 414 553 567 562 631 681

Philippines 2,039 1,816 713 816 815 815
Vietnam 2,608 1,977 867 611 654 629
Country sub-
9,225 7,685 5,483 5,251 5,131 4,906
total
Regional Regional 1,902 1,532 845 886 883 1,133
Program
Other Management / 696 781 820 861 904 950
other
East Asia Total 11,823 9,998 7,148 6,998 6,919 6,988
Available Funding 11,823 9,998 5,182 1,841 378 0
Funding Gap 0 0 1,966 5,157 6,541 6,988

37

 FY10 FY11 FY12 FY13 FY14 FY15

SOUTH budget Draft Indicative Indicative Indicative Indicative
Country
ASIA budget budget budget budget budget

Bangladesh 1,175 1,058 1,012 969 872 932

Countries

India 4,477 3,986 4,101 3,916 3,886 3,918

Pakistan 980 709 942 972 976 1,151
Country sub-
6,632 5,753 6,055 5,857 5,734 6,000
total
Regional Regional 1,240 - - - - -
Program
Other Management / 1,001 998 1,047 1,100 1,155 1,213
other

South Asia Total 8,873 6,751 7,102 6,957 6,889 7,213

Available Funding 8,873 6,751 5,472 1,721 178 0

Funding Gap 0 0 1,630 5,236 6,711 7,213

FY10 FY11 FY12 FY13 FY14 FY15

LATIN
Country budget Draft Indicative Indicative Indicative Indicative
AMERICA
budget budget budget budget budget
Bolivia 419 286 318 313 271 295
Central
813 239 199 201 81 132
America
Honduras 251 205 201 191 221
Countries

Nicaragua 198 294 295 317 369

Peru 2,790 2,611 1,230 793 791 759
Fragile
461 522 526
States
Country
4,022 3,585 2,247 2,264 2,172 2,303
sub-total
Regional Regional 284 486 471 499 493 577
Program
Other Management 677 656 689 724 760 798
/ other
Latin America Total 4,983 4,727 3,407 3,487 3,425 3,678

Available Funding 4,983 4,727 2,918 1,086 178 0

Funding Gap 0 0 489 2,401 3,247 3,678

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 FY10 FY11 FY12 FY13 FY14 FY15

Program
GLOBAL budget Draft Indicative Indicative Indicative Indicative
grouping
budget budget budget budget budget
Global
7,438 7,386 3,966 3,788 3,682 3,787
Program
Program
Management 2,252 2,181 2,312 2,423 2,575 2,677
/ other
Global Total 9,690 9,567 6,278 6,211 6,257 6,464

Available Funding 9,690 9,568 5,150 1,948 444 0

Funding Gap 0 0 1,128 4,263 5,813 6,464

39

 V. Regional and Country Strategies

A. Africa
B. East Asia and Pacific
C. Latin America and Caribbean
D. South Asia

40

 A. AFRICA REGIONAL STRATEGY

Sector Overview: Even though the regional aggregate level for safe water coverage has risen from 34%
in 1990 to 58% in 2008, two of every five Africans still lack access to an improved water supply, with
rural water services lagging farther behind urban services. Access to improved sanitation increased from
28% to 31% in the same period but coverage in the region continues to be the lowest in the world. Only
10 countries with populations of over 2 million have managed to increase water coverage by over 1% per
year, while only three countries have managed that for sanitation access. For water, the annual additional
share of the population to be covered in Sub-Saharan Africa (SSA) needs to quadruple, and for sanitation
more than a tenfold increase is required to meet the MDGs. Those suffering most are the poor, especially
women and children in rural areas and in low-income urban settlements. Capital investment requirements
for water supply and sanitation is estimated at US$9 to 10 billion annually, which is only partially met at
current levels of financing. Against these massive needs, key sector challenges are to maximize
effectiveness and efficiency of the sector, including:

a) Increase in sector financing, but low absorptive capacity, resource utilization, and implementation
capacity. More money is flowing into public services in Sub-Saharan Africa, including to the water
and sanitation sector. The increase in financing, while in most cases not enough to achieve sector
MDGs, has reinvigorated the water sector, but has also brought to the fore weaknesses in absorptive
capacity, low efficiency in resource utilization, and implementation capacity, particularly at the
district or other decentralized levels. With the positive shift in sector financing came major changes
in aid modalities: (i) from projects to program and sector budget support - and a return of sector
oversight to ministries of water and health; and (ii) the accompanying drive to move from sector
coordination to harmonization and alignment of external support in line with the Paris Declaration
(2005). Within this context, there is a need for more extensive M&E frameworks to track
implementation performance and pinpoint inefficiencies and sector coordination to improve aid
effectiveness and ultimately, the performance of the WSS sector. Moreover, there is an opportunity
to more effectively use the public finance by donors and/or national governments to leverage market-
based resources for the sector and bring commercial orientation to water service provision in order to
meet the financing gap.

b) Rapid urbanization straining services in peri-urban areas and small towns: By 2015, urbanization
in Sub-Saharan Africa will have increased from 32% in 2004 to about 45%. Service development
cannot keep up with the pace of population growth: most of the migrating populations will settle in
low-income areas of large cities where WSS conditions are already very poor and are expected to
further deteriorate. Public utilities in many African cities and towns are characterized by poor
management and the majority do not have strategies to serve the poor in spite of an existing body of
good practice. Moreover, as rural populations move to urban conurbations, rural settlements evolve
into towns, with their own unique sets of challenges. Currently, about 15 percent of Africans live in
towns and this figure is expected to double within 15 years. Towns are often left out of urban and
rural administrative definitions, resulting in poor governance and little accountability. Functionality

41

 of existing WSS infrastructure is low especially in rural areas and small towns and improved
arrangements for management are therefore needed.

c) Access to basic sanitation remains a huge issue: Only three countries with populations of over 2
million have managed to increase sanitation access by over 1% per year. Rural sanitation lags
behind such as in Ethiopia, where access to rural sanitation is at 8%, one of the lowest in the world12.
In such situation, the focus is to shift from open-defecation to basic latrine use, given that 71% of
rural Ethiopians still defecate in the open13. In countries where latrine use is higher, such as in
Tanzania, the challenge is to ensure sustainability and help households move up the sanitation ladder
from unimproved to improved latrine models in order to realize the potential health and economic
benefits of sanitation. In urban areas, while access also remains the problem, the issue is
compounded in dense urban settlements, where strong links between health and safe disposal of fecal
waste exist. Access to improved sanitation influences achievements of MDGs on the environment,
education, gender equality, the reduction of child mortality and poverty. Few local authorities or
utilities have developed ways to address this complex and multi-sector challenge.

d) High number of fragile states: Close to 30% of the population in Africa lives in fragile states,
countries that are either steeped in or emerging from conflict or political turmoil. This group of
countries is characterized by run-down institutions, following long periods of instability, and erosion
of capacity and financial collapse. Therefore, they are at an even greater risk of missing the MDGs.
Fragile states need support to (i) develop WSS programs including building of capacity (human,
financial, technical) and strategies to achieve sustainable access to WSS, (ii) align sector programs
with national planning, financial management, procurement, monitoring and evaluation systems; (iii)
develop WSS service delivery programs which would involve government staff, the private sector
and civil society implementation capacity, and facilitate linkages with large scale financing.

WSPs Strategy: In response, WSPs strategy and results focus is on scaling up WSS services to address
the huge gaps in access and sustainability of services, in a manner and following the process that is the
most conducive to the country context. The emphasis is to increase access, strengthen the efficiency and
improve service reliability for the large numbers of poor populations in these countries, who comprise the
majority of the un-served, through:

a) Domestic private sector participation in management and financing of WSS services in rural and
small towns: Access to services in rural areas and small towns remains low due to a combination of
poor functionality of existing infrastructure, insufficient technical, managerial and financial capacities
of local governments, community-based organizations, and other actors. There is an urgent need to
ensure the sustainability of existing rural and town water supply infrastructure. It is estimated that
30% to 40% of systems do not function at all or operate below capacity. Community-based
management has been the main approach but there are growing concerns regarding its short-comings
and at the same time, an increased recognition of the potential of the domestic private sector in

12
This figure JMP coverage figures are based on 2005 DHS Data and do not reflect/capture the big gains registered
since 2005 through big WSS programs implemented in Ethiopia with the support of WB, DFID, AFDB, UNICEF.
13
WHO/Unicef (2010). Progress on Sanitation and Drinking-water: 2010 Update, p. 42.

42

 managing rural and small town water supply systems. WSP support will focus on increasing the
efficiency and functionality of systems by expanding use of the local private sector, developing tools
for delegated management, strengthening the enabling environment for the private sector to grow and
mechanisms for accessing domestic finance for WSS development, such as engaging micro-finance
lenders. Selected performance indicators include: Indicators of success will include:
number of rural and small towns systems managed under local PPP arrangements increased to
66% in Benin and 65% in Burkina by 2015;
at least 25 small piped systems to be managed under local PPP and cover operating cost by 2015
(Mozambique);
90% of Bornes Fontaines established under PURUS in DRC are functional and managed by
private operators (2013);
funding leveraged from the market - 2 Water Services Boards in Kenya develop micro-finance
projects;
100 loans for RWS infrastructure development closed in Senegal (2015); and
increased funding for RWSS by at least XOF48 billion by 2013 (Niger) and XOF89 billion
(Burkina Faso).

b) Performance Monitoring: In order to improve resource allocation, management, accountability, and

ultimately performance of the WSS sector, WSP will focus on supporting development of innovative
monitoring systems and their increased use both at national and decentralized levels for sector
programming, budget allocation, and reporting on access to services by the poor. Selected
performance indicators include:
increased use of the Watsan platform and mWater (Senegal - at least 1,000 citizens use the
Watsan platform to update RWSS data in their village by 2012; CSO endorsed and commitment
to develop subsequent CSOs starting from 2011);
reduced time and cost of transfer of data from regional to central levels from 12 to 6 months by
2015 (Burkina Faso); and
number of districts using Watsan platform to monitor WSS sector performance increases to 30 by
2015 (Rwanda).

National-level monitoring: During FY11-15, WSPs focus will be on increasing the use of
monitoring systems at the national and decentralized levels for sector programming, budget
allocation, monitoring and reporting on access to services by poor people. In Benin and Senegal, for
example, WSP will work with the government to use improved Sector Information and Monitoring
Systems (SIMS) to monitor WSS performance, increase the rate of functional motorized boreholes,
and to update the annual inventory. In Burkina Faso, WSP will help design a performance monitoring
system for delegated management and train at least forty staff in two pilot directorates. It is expected
this will help reduce the time and cost to transfer data from regional to central levels by 6 months by
2015. In Rwanda, the number of districts using the WatSan platform to monitor sector performance
will increase to 30 by 2015.

c) Scaling up Sanitation and Hygiene: To address the huge gaps in access to sanitation, WSP work
program will focus on strengthening the enabling environment and government capacity to implement

43

 scale up sanitation and hygiene in rural areas. Building on the experiences of the Total Sanitation and
Sanitation Marketing (TSSM) Project in Tanzania as well as in other countries such as Indonesia,
Peru, and Cambodia, the program will strengthen and integrate improvements on the demand side, by
promoting behavior change through a blend of community-led total sanitation (CLTS) and sanitation
marketing, and supply-side, by working with all levels of the sanitation value chain to develop and
market more affordable, demand-responsive products to help move the population up the sanitation
ladder. WSP will also support national policy reforms to enable the environment for most effective
scaling up of services. Selected performance indicators include:
National Sanitation and Hygiene Policy enacted and implementation initiated (2011) (Tanzania)
National sanitation program established by 2011 and local governments implementing TSSM
with integrated HWWS in 21 districts by 2015 in Tanzania;
TSSM approach included as part of the 16 packages of the health extension program by 2013 and
government replicating TSSM in all the 9 regional states in Ethiopia by 2015;
30 districts implementing TSSM in Uganda (2015).
Handwashing stations specified as component of improved latrine guidelines for districts by 2012
(Tanzania); and
3 regional medical offices out of 11 integrate HWWS in the 2011 action plan and promote it
through public health centers (Senegal).

d) Services to the Urban Poor: The strategy focuses on policies, guidelines and models for water supply
and sanitation service delivery to the urban poor, including engagement of the domestic private
sector. Peri-urban service delivery and small town programmatic approaches will be addressed in
particular, including voice mechanisms such as citizen accountability and voice mechanisms to
strengthen links between the government, regulators, service providers and consumers. Selected
performance indicators include:
number of cities implementing specific peri-urban sanitation programs to reach 5 by 2015 and
operators have specific arrangements in place for managing peri-urban water consumers by 2015
(Mozambique);
strategy for access to the poor in urban, peri-urban and small towns adopted by ONEA and the
relevant national stakeholders by 2012 (Burkina);
in Kenya, 3 utilities and 3 Water Services Boards implement pro-poor policies and investments in
informal settlements by 2015; and
policies and implementation models for services to the urban poor adopted by government by 2013
(Zambia).
Burkina Faso

Mozambique

Tanzania
Ethiopia

Rwanda

Senegal

Uganda

Zambia
Kenya
Benin

Niger
DRC

44

Local PPP - rural & small towns x x x x x x x x

Performance Monitoring x x x x x x x
Scaling up Rural Sanitation x x x x
Hygiene x x x x
Services to the Urban Poor x x x x x

Regional Innovation and Learning: Credible demonstrations of the value of innovative WSP activities
and their effectiveness will be captured and shared to sustain and expand WSPs role in the water supply
and sanitation sector. Selected performance indicators include:
3 Countries implementing TSSM at scale (Ethiopia, Tanzania, Uganda) and 2 additional ones to have
started TSSM by 2015;
countries have revised, peer reviewed and regularly (bi-annually) updated AfricaSan action plans by
2011;
at least 3 fragile states have developed policies and strategies and pilot investments programs by
2011;
number of countries that (i) take ownership of sector monitoring tools and methods introduced or
developed by WSP (ii) in which documentary evidence of improvements in predictability of resource
flows, budget execution rates, value for money and equity of sector spending financing that are
attributed to sector monitoring tools, methods and inputs made by WSP confirmed by RAC and other
key regional meetings;
at least 80% of clients/partners satisfied with the quality and quantity of the WSP knowledge products
and tools available, and knowledge sharing processes by 2015;
strategy for utilities to scale up water services to the urban poor developed and adopted by 12
countries by 2015; and
at least 20 towns have consumer reports (including the poor and vulnerable groups) that reflect
increasing levels of satisfaction by 2015.

Knowledge Management: In Africa, WSP is recognized as a source of knowledge and expertise on WSS
policy and practices, and for its experience in national and regional advocacy, networking, fostering
sector dialogue and innovation. WSP will continue to build on its analytical capacity to continue
developing innovative knowledge products and providing tailored policy advisory services. Providing
Government clients with current evidence, innovations (the Microfinance project, new tools for
performance monitoring) and tested solutions in addition to support mechanisms to scale up sanitation
and hygiene (under the TSSM and HWWS projects) will enhance scaling up of water and sanitation
services, and hygiene practices. WSP will develop analytical knowledge products that enable evidence-
based decision making for scaling up sanitation and hygiene, e.g., on how to increase local government
capacity and how marketing and communications can create demand and change behavior. By supporting
and consolidating the work of AMCOW in sanitation and hygiene, WSP can seek to influence national
sanitation and hygiene action plans for scaling up in focus and non-focus countries. Monitoring progress
on the eThekwini commitments, in addition to facilitating country peer review, will allow both WSP focus
and non-focus countries to benchmark and monitor performance, providing opportunities to get countries
back on track to meet the sanitation MDG. Linked to this, WSP will continue to engage the AfricaSan
platform to raise the profile of sanitation and hygiene in the region and through strengthened partnerships
with like-minded institutions and initiatives. WSP will also support learning events and cross-
45

organizational collaboration to enhance knowledge and experience exchange and sharing of tools in order
to expand opportunities for scaling up of services. WSP will also, in collaboration with AFTUW, develop
a flagship product around how to make Africa open-defecation free.

Partnerships: The goal of WSP partnerships is to strengthen government capacity to ensure consistency
between policy and implementation in order to effectively scale up. Building partnerships and
maintaining their effectiveness in joint working is a labor-intensive and time-consuming process for
which most organizations are generally not funded because it does not produce immediate and measurable
outcomes. Key partnerships at the regional level include AMCOW, AFDB, UNICEF and other AfricaSan
partners to scale up sanitation and hygiene and monitor outcomes of the eThekwini declaration. WSP will
also continue to work closely with the World Bank to provide policy and investment support to scale up
large water supply and sanitation programs in Kenya, Tanzania, Zambia, DRC, Senegal and Ethiopia. At
the technical level, WSP will seek to leverage additional funding for sector initiatives from non-public
finance including external support agencies and local domestic private sector - to improve the delivery
of WSS services. WSP has to partner with a whole range of institutions, NGOs, private sector players
and other sector actors in every focus country to deliver results on the ground. Through the SS-DPSP
project, for example, WSP will engage with partner institutions such as AfDB, IFC, PPIAF, and USAID
to help water providers access local market-based finance. In Mozambique, WSP is helping develop the
newly launched national RWS strategy with AFDB, UNICEF, DFID, Netherlands, SDC and CIDA.

46

 Benin Quick Facts

Population 8.7 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$690
Government of Benin (GoB) deliver the following Under-five mortality rate 125
results: Malnutrition prevalence
Weight for age (m/f) 8.9 / 7.2
Local PPPs for Rural and Small Towns: Access to Height for age (m/f) 35.3 / 30.1
rural water supply increased from 55.3% (2010) to Access to Water 72.5%
67.9% and at least 66% of the piped water supply Urban 82.2%
systems are managed under a local Public Private Rural 62.8%
Partnership arrangements in increasing sustainable Access to Sanitation 41.9%
access for the poor; Urban 66.4%
Improved performance monitoring: GoB and Rural 17.5%
decentralized local government use Sector Information Data Sources: Demographic Health Survey III (2006), World
and Monitoring System (SIMS) and tools developed for Bank
monitoring RWSS performance, planning and budget
allocation;
Prioritizing urban wastewater service delivery to the poor: Urban wastewater is prioritized in policy
documents and budget allocation with incorporation of model for service delivery to the poor in master
plans.

Country Overview: Poverty alleviation remains a central challenge in Benin. As a consequence of

prioritization of water supply by GoB, coverage in rural and small town areas is relatively high 55.30 %.
Although the prospects for sustainability appear better than in the rest of Africa, several measures are in
line to: (i) strengthen the linkage between WSS Sector Information and Monitoring System and budget
allocation processes, (ii) ensure sustainable management of small town equipments in order to improve
the functionality rate, and (iii) create enabling environment and conditions for wastewater in urban areas.
In terms of country alignment, WSP has developed a well established collaboration with lead sector
agencies (Direction Gnrale de lEau, Direction de Hygiene et de lAssainissement de Base and
SONEB) and partners involved in WSS. WSP has supported GoB to updating the RWSS strategy and
policy which is used as MDG Roadmap and being implemented. The WSP support program has also
been directed at the full integration of WSS in the PRSP and World Bank CAS (FY09-FY12). The
interest created has increased and WSPs area support has extended to urban wastewater on GoB demand
with particular attention to service delivery to the poor.

Global Outputs Outputs and Select Indicators

Policy and Regulatory PPP for rural and small town delegated management action plan is developed and sector
Frameworks Strengthened stakeholders (districts, providers and Water Directorate) capacity to implement at scale
strengthened.
RWS and Small Town regulation with clear roles developed and proposed to government by
2012.
Urban National Water Utility (SONEB) and the main cities capacity strengthened and the model
for service delivery to the poor integrated developed.

47

 Technical assistance (Specialized consultant services, country visit to Tunisia) to implement

Urban wastewater institutional framework Business Plan is provided to SONEB and the main
cities by 2013
WSP cross support to World Bank Environment Project to incorporate model for service
delivery to the poor in wastewater master plan by 2013
Urban wastewater sector cost recovery mechanism is developed and submitted to government
by 2013.
Documentary video on urban wastewater status and management overview developed to
support wastewater communication strategy (already developed with WSP support by 2013.
National, Regional and PPP for rural and small town delegated management action plan is developed and sector
Local Government Capacity stakeholders (districts, providers and Water Directorate) capacity to implement at scale
Strengthened strengthened.
PPP reform capacity building action plan developed and submitted to government by - 2011.
80 staff (from districts, providers and Water Directorate) trained in town delegated contract
negotiation and administration 2015
Performance monitoring systems developed and operational
6 decentralized district (local governments) per year benefit from WSP support to update
water point inventory and mapping by 2013.
Monitoring platform and tools developed and training for performance monitoring, planning
and budgeting provided to 6 decentralized districts per year 2015.
Service Provider Capacity PPP for rural and small town delegated management action plan is developed and sector
Strengthened stakeholders (districts, providers and Water Directorate) capacity to implement at scale
strengthened
80 staff (from districts, providers and Water Directorate) trained in town delegated contract
negotiation and administration by 2015.

48

 Burkina Faso Quick Facts

Population 15.2 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$1,120
Government of Burkina Faso deliver the following Under-five mortality rate (per
204
results: 1,000)
Malnutrition prevalence (-2SD;
Improving rural WSS services: Increase in funding 0-5 years)
for rural water supply and sanitation by at least XOF 89 Weight for age (M/F) 38.9/ 35.8
billion to expand investment in local infrastructures Height for age (M/F) 47.1 / 41.8
based on the local WSS action plans (PCD-AEPA). Access to Water 61%
Supporting decentralization of WSS services Urban 72%
provision: At least 302 rural communes use the local Rural 57%
action plans (PCD-AEPA) for better monitoring, Access to Sanitation 13%
planning, budgeting and fund raising for WSS Urban 19%
investments with regard to poor people. Rural 12%
Service to the Rural and Urban Poor: At least 65% Data Sources: Development Economics, Development Data
of the rural and small towns water supply schemes are Group (DECDG)/6/3/09 and WHO Global Database on
Child Growth and Malnutrition (18 July 2009)
managed through performance delegated contracts to
engage with the domestic private sector for sustained & improved access to poor people. The urban poor
initiative/needs embedded in ONEAs Strategy paper for poor access to WSS services in urban, peri-
urban and small towns.

Country Overview: The GoBF has placed the WSS sector among the priorities of the Poverty Reduction
Strategy Paper (PRSP). To address the sector challenges, the GoBF has initiated a reform process since
1990 and the 2004 Decentralization Law transferred the general responsibility of water supply and
sanitation to the communes. But the recent February 2009 decree related to the transfer of competences
and resources to LG, confirmed the mandate of the National Water and Sanitation Agency, ONEA, to
deliver urban water and sanitation services within its existing areas of jurisdiction. The communes are
allowed but not expected to deliver services by themselves, but rather to delegate delivery to public or
private bodies, including ONEA.

Local water supply systems remain poorly developed and sector capacity is extremely weak at the local
government level. Critical challenges are to improve the sanitary environment in the main and smaller
towns and respond to the new decentralized context for service provision.
WSP-AF has helped develop the WSS MDG roadmap and WSS MDG strategy and action plan (PN-
AEPA) in close collaboration with lead sector agencies, development partners as well as other
stakeholders. A MoU signed in January 2007 between the GoBF and the community of donors requires
annual joint sector reviews.

The recent JSR of March 2010 led to the identification of the following 3 keys areas in which WSPs
further support can best assist the country to achieve its goal of sustainable access to WSS:: (i) Local
Governments capacity building to facilitate development of local water and sanitation plans, (ii) Local
PPP for rural, small towns and peri-urban settlements for sustainable access to WSS services to poor, and
49

(iii) Performance monitoring systems for better planning/budgeting processes and increasing sector
budget allocation versus investments effectiveness at different levels with focus on poor.

WSPs work program is aligned with the World Bank new CAS developed for years 2010-2012 that seeks
to support improvements to human development at both central and local levels by assisting the
Government to deliver quality social services through decentralized structures. WSP support has also
been directed at the full integration of WSS in this new CAS in close collaboration with AFTUW.
The PRSC series led, amongst other things, accelerated implementation of the new decentralization
policy, the delegated management process and the sector M&E.

Global Outputs Outputs and Select Indicators

National, Regional and Capacity of Local Governments (LGs) to facilitate development of local water and sanitation plans
Local Government strengthened
Capacity Strengthened, Guidelines to support rural communes of Burkina to fully manage their local water and
including capacity for sanitation plan (PCD-AEPA) developed and disseminated to the 351 communes of Burkina and
behavior change to the relevant Donors and NGOs by 2011
30 Local water and sanitation plans (PCD-AEPA) developed by 2013.
160 staff of 40 rural communes (4 staff per commune) and 9 staff of 3 regional directorates
/DRAHRH (3 staff per DRAHRH) are trained to manage their PCD-AEPA and scaling-up
access to WSS service to poor by 2015
Policy and Regulatory Delegated Management Models developed and piloted
Frameworks Guidelines for PPP implementation & monitoring at regional level developed and the 13
Strengthened regional directorates participate in the process/training by 2012
PPP models implemented in 2 pilot regions including rural, peri-urban and small towns
Service Provider Capacity configurations and covering 20 communes by 2015.
Strengthened 20 new PPP contracts are issued
40 staff of private delegated managers are trained for technical, commercial, reporting and
accounting tasks
Performance monitoring system of the delegated management is designed and 40 staff of the 20
communes (2 staff per commune) and 6 staff of the 2 pilot regional directorates /DRAHRH (3
staff per DRAHRH) are trained in its utilization
National, Regional and Performance monitoring systems developed and operational
Local Government WatSan installed in the central Government by 2012.
Capacity Strengthened At least 10 staff of central directorates of the MAHRH (DGRE and DGAEUE) are trained to use
the new website by 2013.
Performance monitoring system tested in 50 schemes by 2015

50

 Democratic Republic of Congo (DRC) Quick Facts

Population 64.3 million
Core Priorities: By 2015, WSP will support the GNI/Capita PPP* US$1,790
Government of DRC to deliver the following results: Under-five mortality rate 68
Malnutrition prevalence 33.6 (2001)
Services to the Urban Poor: A water supply Service Weight for age 34%
Policy with a clear emphasis on Rural and small town Height for age 44%
will be delivered, piloted in two provinces to ensure Access to Water 46.0%
increased access to water services. The rural and small Urban 80%
town institutional framework will be clarified to attract Rural 28%
more donors and the government to increase WS Access to Sanitation 23%
investments from about US$ 40 M in 2010 to US$ 60 Urban 23%
M in 2013 and US$ 80M in 2015. Rural 23%
Local PPP in urban water pro-poor services: Pro-
Data Sources: JMP, Demographic Health Survey, World Bank
poor urban water services will be implemented through
on-going WB water projects with improved
management of Bonne Fontaine (BF) by domestic private operator contracted by the water utility
REGIDESO.

Country Overview: Access to and quality of WS services has regressed since the early 90s due to lack of
investment, institutional decay and rising poverty. Although there are no reliable sector data, it is clear
that the WSS needs are immense and have to be tackled in a context of systemic institutional weakness
and lack of support services (enterprises, banking, transport, etc.). Initial steps along the arduous path of
rehabilitation and development were taken by humanitarian initiatives and, more importantly, by large
emergency multi-sectoral rehabilitation programs funded by World Bank grants and other donors.
Structural reform of REGIDESO, the national urban water utility, is supported by a Bank-funded water
project.

The PRSP rates lack of access to safe water among the four prime determinants of poverty and is founded
on the principles of community empowerment. The PRSP and the related investment program estimate
that the WSS/MDGs would call for increasing from 14 to 42 million the number people with access to
safe water. This would not only require investment in excess of US$ 2 billion but would also depend on
substantial reforms to increase efficiency and to mobilize and develop additional capacity. The medium-
term challenge is to foster the transition from emergency to sector programs based on coherent strategies.
The immediate challenges are to: (i) ensure that the large scale rehabilitation projects now reaching
completion in main cities are accompanied by the institutional and financial measures needed to ensure
that they actually result in service improvement and expansion and do reach the poor; and, (ii) build
sector pilot programs to support local initiatives.

While there is no clear perception of how the water sector should be structured in the future, there is
widespread acceptance of the need to undertake structural reform along two main axes: (i) to decentralize
responsibilities; and, (ii) to open the sector to a broader range of actors including private operators, CBOs,
NGOs, etc. The Govt will seek to conclude a management contract with a professional operator to
51

implement the first phase of the reform and institutional and financial rehabilitation of the REGIDESO,
the national urban water utility. The Govt with ADB funding, will soon launch the RWSS institutional
reform and the preparation of a country-wide program for rural WSS (PNAER) which will be DRCs de
facto WS/MDGs Roadmap for RWSS.

WSP-AFs program is based on the four lines of action prioritized by the Round Table on Infrastructure
(Oct. 2004): (i) to address REGIDESO poor performance and launch structural reform of the urban WS
sub-sector; (ii) to support local initiatives; and (iii) to strengthen sectoral coordination and; (iv) sector
reform.

The strong synergy developed with the WB through AFTUW has allowed WSP to help develop the pro-
poor aspects of WB operations (PURUS and PEMU under implementation) which will be accessed and
applied to nationwide in urban pro-poor water services.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Water Supply Service Policy is developed in collaboration with GTZ, and supported by a
Frameworks Strengthened communication action plan linked to sector reform
Issues & options for rural & Small town WS reviewed (2011) & incorporated in overall WS
Services Policy (2012)
Pro-poor urban WS strategy developed and incorporated in the overall WS Services Policy
(2012)
Communication plan shared with government, utility and stakeholders through workshop
(2011).
RWSS and Small town Institutional framework strengthened and provincial programs prepared
Provincial sector overview prepared in two provinces 2011
RWSS strategy and program developed in two provinces 2012
National, Regional and RWSS and Small town Institutional framework strengthened and provincial programs prepared
Local Government Capacity Staffs in charge of water in two provinces trained to develop provincial watsan plan 2013
Strengthened
Service Provider Capacity Strategy and programs to serve urban poor developed and tested
Strengthened BF management model piloted through PURUS (WB project) and evaluated 2011.
Pro-poor component with BF/ PPP included in PEMU (WB water project) and being
implemented 2012.
Experience on BF/PPP management documented (Beni, Mbandaka,) and disseminated for
large use 2012

52

 Ethiopia Quick Facts

Population 80.71 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$280
Government of Ethiopia deliver the following Under-five mortality rate 109
results: Malnutrition prevalence
Weight for age (M/F) 0.2 / 0.3
Scaling up rural sanitation: TSSM approach Height for age (M/F) 6.6 / 6.0
included as part of the 16 packages of the Health Access to Water 38% (68.5%)*
Extension Program; Government replicating TSSM Urban 98% (88.6%)*
in all 9 regional states by 2015;
Rural 26% (65.8%)*
Performance monitoring system for rural
Access to Sanitation 12% (56%)*
sanitation (aligned with the National WASH MIS
Urban 29%
system) used by government in all 9 Regional States
Rural 8%
to monitor progress towards ODF; Data Sources: JMP, World Bank, (Numbers in Brackets are GoE
Improving partnerships: Partner programs aligned Data)
and delivering products and services around a JMP coverage figures are based on 2005 DHS Data and do not
reflect/capture the big gains registered since 2005 through big WSS
common set of results; programs implemented in Ethiopia with the support of WB, DFID,
Behavior Change: Positive increases in each state AFDB, UNICEF
in selected behavioral determinants.

Country Overview: Ethiopia has sustained sound economic growth over the past years and invested a lot
to develop its infrastructure in roads, education, health and water. The strategy to invest heavily in the
public provision of infrastructure and social services has been a key factor behind Ethiopias recent
economic transformation. Its expenditure on pro-poor sectors as a share of total expenditure is one of the
highest in Africa, 62% (PFR 2009,WB). Despite this, there is still considerable scope to improve the
allocation efficiency of expenditures in the economy and some 39% of the population still lives below the
international poverty line. Lack of access to water and sanitation and poor hygiene practices are
identified as major causes of morbidity and mortality in Ethiopia, and significantly hinder the
achievement of the Millennium Development Goals. In recent years, although the water sector has seen
an increased inflow of public investment and significant increase in coverage, effective and efficient
utilization of available resources is still a major challenge. The high economic expansion and increased
public investment in parallel with the rapid decentralization of functions to Districts (Woredas) have
burdened local governments with high recurrent expenditures (wages) and reduced their capacity to
allocate adequate capital investment from their Woreda budget. This coupled with high inflation and
depreciation of the Ethiopian Birr has adversely affected the capital expenditure in all sectors including
WSS. Rainfall patterns and quantities have become unpredictable both in time and space further
aggravating WSS service delivery. Current JMP coverage figures of 38 % for Water and 12 % for
sanitation indicate that while Ethiopia may manage to meet water MDG target (69%) it would be unlikely
to meet the sanitation MDG target (56%). This is the rationale for WSPs focus on sanitation in Ethiopia.

Country Alignment (CAS, Joint Sector Review, PASDEP): The Ethiopian Country CAS provides
support to WASH through the following three projects. 1. Water Supply and Sanitation Project (Cr. 3901-
ET and Grant No.H085-ET); 2. Multi Donor Trust Fund for WSS (TF 091760), and 3. Urban Water
Supply and Sanitation project (Cr. 4292-ET and Grant H287-ET).
53

The CAS also has a specific financial allocation for the implementation of the WASH M&E framework
(developed with WSP support) throughout the country. The PASDEP (Plan for Accelerated and Sustained
Development to End Poverty), Ethiopias equivalent of PRSP, in its Health Section embraces H&S as an
important component of the national Health Extension Program. The undertakings of third WASH Multi-
Stakeholders Forum (MSF) Conference (October, 2009) based on the findings of the two joint technical
reviews for the year, include:
1. Harmonization & Alignment,
2. Monitoring & Evaluation,
3. Coordination & Integration, and
4. Capacity Building for Sustainable Service Delivery

The WSP country program for Ethiopia (FY2011 2015), outlined above, is aligned to and supportive of
the objectives and goals of the CAS, the governments PASDEP and the undertakings of the third
WASH Multi-Stakeholders Forum (MSF) of October 2009 and as such is designed an put together to
contribute to the realization of the said strategic objectives and goals.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Capacity of Government and to plan, monitor, implement, and sustain the TSSM approach
Frameworks improved & strengthened
Strengthened Enabling Environment action plans and performance indicators defined by each Regional and
District Government for each of the 9 dimensions of the Spider Diagram:
TSSM performance monitoring system for tracking sanitation & hygiene improvements is
developed
National, Regional and Capacity of Government and to plan, monitor, implement, and sustain the TSSM approach
Local Government improved & strengthened
Capacity Strengthened District TSSM action plans developed with district government institutions by 2012, and further
expanded to 88 districts by 2015.]
TSSM implementation, training and monitoring package shared with District, Regional and
National governments and sector stakeholders and development partners and installed in 16
districts by 2012and 88 districts by 2015
Service Provider Capacity of Government and to plan, monitor, implement, and sustain the TSSM approach
Capacity Strengthened improved & strengthened
Sanitation providers trained and strengthened through project activities (e.g. training, micro
finance, franchising) to supply improved sanitation facilities in 88 districts by 2015

54

 Kenya Quick Facts

Population 39 million
Core Priorities: By 2015, WSP will help the Government GNI/Capita PPP* US$1,550
of Kenya deliver the following results: Under-five mortality rate 120
Malnutrition prevalence % 16.5
Services to the Urban Poor: Three Utilities and three Access to Water 59%
Water Service Boards (WSBs) implement pro-poor Urban 83%
policies and investments in informal settlements; Rural 52%
Poor-inclusive WSS Sector Reform: Ministry of Water Access to Sanitation 32%
and Irrigation (MWI) completes implementation of the Urban 27%
Transfer Plan & Assets Vestment and new sector rules and Rural 32%
regulations gazetted and implemented; Data Sources: JMP, Demographic Health Survey, World
Domestic private sector participation: (i) PPP Bank, UN
management models for service delivery implemented at scale; and (ii) micro finance projects developed
by two WSBs, in partnership with K-REP and other local banks; and
Scaling up sanitation and hygiene: The Government adopts TSSM and HWWS as a national program
and uses this approach to enhance access to sanitation in informal settlements in at least 3 WSBs.

Country Overview: The water sector in Kenya has suffered from inadequate management and poor
maintenance of facilities. Large investments in the 1980s and 1990s did not result in efficient and
sustainable services provision. Failure of the WSS utilities to deliver adequate service disproportionately
impacted poor households in informal settlements. This resulted to reliance on alternative and in some
cases unsafe water supply sources (mainly kiosks and private vendors) bought at a much higher cost
compared to piped water provided directly by the utilities. The government responded by enacting the
Water Act 2002 which created a new and comprehensive institutional setup, aimed at harmonizing and
streamlining management of water resources and water supply and sewerage services based on
commercialization principles. In addition, the Ministry of Public Health and Sanitation was created in
2008 guided by the development of a national sanitation policy. As a result, the sector has seen an
increase in budgetary allocation for the Ministry, which in the last 5 financial years has grown from
KES6.6 billion to KES22.9 billion.

The MDGs projection for water supply coverage is 65% by 2015, 8% less than the 73% target. The
sanitation target of 63% will be missed by almost half if current trends continue. To meet the MDG
targets US$105 million and US$433 additional annual investments are required for water supply and
sanitation respectively. Urgent action is now needed to put the country in track to meet the water and
sanitation MDG. It is on this basis that WSP-Kenya country program will focus on supporting: (1)
reforms and strengthening implementation capacity of sector institutions, (2) urban poor services
provision, and (3) development of models for sustainable PPPs supporting water supply and sanitation in
peri-urban, small towns and rural areas. Collaboration between WSP and the Water Supply and
Sanitation Improvement Project (WaSSIP) funded by the World Bank, Coast Region Water and
Sanitation Services Improvement Program (CRWSSIP) funded by AFD and Nairobi Informal Settlements
Water and Sanitation Improvement Programme (NISWSIP) funded by the EU water facility will continue.
55

The collaboration will focus on support to the implementation of pro-poor components in informal
settlements and the support to the WSS institutions to complete implementation of the sector reforms.

Global Outputs Outputs and Select Indicators

Policy and Sector institutions capacity to implement WSS reforms strengthened

Regulatory Transfer Plan Road map completed and shared with all key stakeholders by 2011
Frameworks Draft Water Sector Services (Rules and Regulations) are finalized and shared with stakeholders and
Strengthened WSBs for adoption by 2011
Framework for clustering Water Service Providers (WSPs) developed and presented to stakeholders by
2011
National, Implementation framework and capacity for WSBs and utilities to provide WSS to the urban poor
Regional and strengthened.
Local Models for services provision in informal settlements tested in 3 water services boards and results shared
Government with other sector institutions by 2013.
Capacity Technology options (i.e. community ablution blocks, household toilets) for sanitation service delivery
Strengthened within informal settlements tested and piloted within 3 WSBs by 2013
Service Provider Models developed and piloted leading to sustainable PPPs for water supply and sanitation in peri-urban,
Capacity small towns and rural areas.
Strengthened Implementation plans for 50 community water supply schemes developed for financing by K-Rep by 2012
3 service/delegated management contracts options analyses completed by 2012
TSSM and HWWS methodology developed and implementation support provided within 3 WSBs by
2012

56

 Mozambique Quick Facts

Population 22 million
Core Priorities: By 2015, WSP will help the Government GNI/Capita PPP* US$310
of Mozambique achieve the following results: Under-five mortality rate 138.4
Malnutrition prevalence
Improved services to the urban poor: Number of cities Weight for age 4.3
implementing specific peri-urban sanitation programs that Height for age 17.5
are increasing total coverage increases from 0 to 5; and Access to Water 47%
Operators of all major urban water supply systems have Urban 77%
specific arrangements in place for peri-urban consumers; Rural 29%
Improving services in small towns: At least 25 small Access to Sanitation 17%
piped systems are in a PPP and covering operating cost; Urban 38%
Scaling up rural water supply and sanitation: Rural 4%
Proportion of non-functional handpumps decreases by half Data Sources: JMP, MICS, World Bank
compared with 2010; and approaches to engage with
domestic private sector in rural sanitation piloted in five districts
Performance monitoring: Credible data to support monitoring of the Rural Water Supply and Sanitation
Common Fund available for all provinces.

Country Overview: Mozambique is still one of the poorest countries in the world, though political
stability and respectable economic growth rates, coupled with strong commitment from the international
donor community (which funds around 90% of sector investments) are enabling visible progress towards
the MDGs. However, peri-urban, small town and rural communities are still very poorly served,
particularly with regard to sanitation. Government policy is clearly focused on poverty alleviation and
achievement of the MDGs, but these may not be reached for rural water supply, and are very unlikely to
be reached for both rural and peri-urban sanitation, at current rates of progress. The government has
declared a particular focus on small towns as economic growth poles, and on the alleviation of urban
poverty, including the delivery of basic services. A SWAp for rural water supply and sanitation, partly
financed from a basket fund, was launched in April 2010. Mozambique has a relatively advanced policy
and regulatory framework, but is severely constrained by human and institutional capacity, which is
where WSP assistance will be focused. WSPs work program is closely coordinated with the Banks
support to peri-urban and small towns water supply subsectors as well as other partners (Unicef, AFDB,
MCC, etc) who are making major investments in urban and small towns sanitation and water supply.
WSP support will covers institutional arrangements and capacity-building aimed at ensuring sustainability
of peri-urban, small town and rural water supplies.

Global Outputs Outputs and Selected Indicators

Policy and Capacity of DNA, Provincial, District and Municipal personnel to develop and operate a Sector Information
Regulatory System strengthened :
Frameworks Training manuals and data collection forms delivered to DNA by 2012;
Strengthened 20 trainers drawn from DNA and DAS trained to roll out SINAS by 2011;
400 Provincial, Municipal and District level personnel trained in SINAS by 2014;
At least 5 joint activities with partner agencies undertaken each year.
Capacity of DNA, CRA, AdM, FIPAG, EMA and other service providers, Municipalities, and CBOs to
provide water and sanitation services for the urban poor strengthened :
150 local leaders and municipal staff trained in regulatory activities and WSS monitoring by 2011;

57

 50 trainers drawn from the regulator, the major water utility and Municipalities trained on peri-urban
regulation by 2014;
National, Capacity of DNA, CRA, AdM, FIPAG, EMA and other service providers, Municipalities, and CBOs to
Regional and provide water and sanitation services for the urban poor strengthened :
Local Strategic Plan for Urban Water Supply and Sanitation Finalized by September 2010;
Government 100 staff and service providers from 5 Municipalities trained in delivering sanitation services by 2015.
Capacity of DNA, AIAS, Provinces, Local Authorities, small piped system operators and drillers
Capacity
strengthened to plan and deliver sustainable small piped and handpump water supplies, and rural sanitation
Strengthened services:
Proposals for revised post-construction support systems for handpump water supplies delivered to
DNA by 2011;
Proposed standard tender and contract documents for small piped systems operation, and training
packages for operators and Local Governments delivered to DNA by 2011;
Reference manuals on lease management, local regulation, operator quality control and support
delivered to AIAS by 2013;
Strategy and program design proposals for TSSM delivered to DNA, and piloted in at least 5 Districts
by 2013.
Service Provider Capacity of DNA, CRA, AdM, FIPAG, EMA and other service providers, Municipalities, and CBOs to
Capacity provide water and sanitation services for the urban poor strengthened :
Strengthened 100 staff and service providers from 5 Municipalities trained in delivering sanitation services by 2015.
Capacity of DNA, AIAS, Provinces, Local Authorities, small piped system operators and drillers
strengthened to plan and deliver sustainable small piped and handpump water supplies, and rural sanitation
services:
Proposed standard tender and contract documents for small piped systems operation, and training
packages for operators and Local Governments delivered to DNA by 2011;
Certification procedures and training curricula delivered to Drillers Association by 2012.

58

 Niger Quick Facts

Population 15 million
Core Priorities: By 2015 WSP will support the GNI/Capita PPP* US$
following results: Under-five mortality rate 81%o
Malnutrition prevalence
Rural and small town water and sanitation: Increase Weight for age (M/F) 11,5 /11,5
in funding for rural water supply and sanitation by at Height for age (M/F) 14,8 / 13,8
least 48 billion XOF to better invest in local Access to Water 65,26%
infrastructure by government and donors from 2010 - Urban 72,70%
2012. Rural 63,72%
Performance monitoring: Government (local and Access to Sanitation 11,86%
Ministry in charge of WSS) using performance Urban 38%
monitoring systems by 2015 to improve efficiency Rural 6,7%
Data Sources: INS, MEE/LCD
Country Overview: WSP supported Niger government to
develop a national WWS MDG investment action plan and support the sector coordination, policy and
WSS. In the year 2009-2010 WSP focuses it actions on (i) developing a strategy of water supply for
insular and riverside villages, (ii) developing a pilot of local water and sanitation planning, developing a
rural WSS communication strategy to support the National program of WSS.

To better help Niger government to scale up improved water supply and sanitation services and hygiene
programs for poor people through public and private participants, WSP will focus its work program in the
following areas over the next five years: (i) scaling up local water and sanitation planning, (ii) helping to
better disseminate the communication strategy, (iii) support development and use of improved monitoring
system with NTIC introduction.

Global Outputs Outputs and Select Indicators

Capacity of national, Capacity of Local Governments (LGs) to facilitate local water and sanitation plans strengthened
regional and local 250 districts government staff trained (3 persons per local government) on how to develop
government institutions to plans by 2015 (pilot in 16 districts by 2010 and 50 each year)
plan, manage and sustain At least 60% of the action plans are shared with potential funding agencies (partners,
immigrants and government).
services and reach
strengthened
Capacity of national, Performance monitoring tools installed.
regional and local WatSan platform installed in the Ministry of Hydraulic by 2011
government institutions to Mwater installed in District and Ministry of Hydraulic through the local mobile phone
plan, manage and sustain provider by 2012
services and reach 20 staff trained in use of system by 2012.
strengthened
Capacity of central government to effectively communicate to rural poor on water supply and
sanitation strengthened
Strategy is developed by March 2010,
Strategy shared with government through workshop by April 2010.
Number of donors and partners engaged to support implementation of the strategy by 2012.

59

 Rwanda Quick Facts

Population 9.7 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$440
Government of Rwanda deliver the following results: Under-five mortality rate 181
Malnutrition prevalence (% children < 5)
Domestic private sector participation: (i) 70% of Weight for age 18%
rural water supply schemes managed through Height for age 52%
performance delegated contracts by 2015; and (ii) Access to Water 65%
funding channeled through harmonized financing Urban 77%
mechanism increased to 75%, including private sector Rural 62%
financing; Access to Sanitation 54%
Performance monitoring: Performance monitoring Urban 50%
tools and guidelines used by MININFRA, RURA and Rural 55%
30 districts to: track services quality, assess costs and
Data Sources: JMP, Demographic Health Survey, World Bank
tariffs, resolve conflicts, and promote access for poor
households; and
Scaling up Hygiene: Ministry of Health implemented community-based environmental health promotion
(CBEHP) in at least 30 districts

Country Overview: The Government of Rwanda has established a robust WSS policy framework for
sector development and has been able to mobilize considerable donor support, especially for rural water
supply, partly based on the Economic Development for Poverty Reduction Strategy (EDPRS), which sets
specific objectives for WSS services. If the MDG objectives are to be met, sector funding will need to be
further increased to about US$ 32-35 million per year, and maintained at that level until 2015. The civil
service in Rwanda is recovering at a fast pace and is better able to use development assistance.
Furthermore, adequate technical support will need to be provided to districts to enable them to plan and
implement water and sanitation investment and oversee the O&M by local operators. Rwanda has
elevated Sanitation and Hygiene as a national priority and is committed to the AfricaSan action plan.
Hygiene promotion and education will need more effective methods and a higher degree of institutional
collaboration among the agencies concerned. Within this context, WSP will support the sector
coordination process by promoting the adoption of a programmatic approach in rural water supply and the
sanitation and hygiene sub-sectors and focus on: (i) improved planning, management and M&E for rural
WS services, as prioritized in the Country Assistance Strategy; (ii) capacity building at decentralized
levels and local private sector development; and (iii) Community-based Environmental Health Promotion,
focused on hygiene in rural communities.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Capacity building program to improve RWS developed (Local government and districts) strengthened
Frameworks 10 Proposed Local water supply plans are shared with GoR, districts and partners (2012)
Strengthened
Delegated management contract model for RWS (local PPP) are tested (2012) in readiness for
scale up
Tools and procedures for harmonized financing mechanism tested and monitored (2011)
Community-based Environmental Health Promotion (CBEHP) program road map piloted
Protocol for inter-ministerial collaboration piloted in 4 districts (2012)
60

National, Regional and Comprehensive capacity building program to improve RWS developed and LG and district capacity
Local Government for planning, implementation, monitoring and oversight strengthened
Capacity Strengthened 20 Districts trained to prepare local WS plans and use them to leverage funds by 2014
10 staff of central agencies and 30 staff from districts trained (2012) to use WatSan and mWater
Performance monitoring systems develop and operational
mWater demoed to 270 ASUFORs and mWater installed in DEM and PEPAM and tested (2012)
CBEHP program road map piloted
Tools/Process for Community Health Club tested in 4 districts (2011) and training of trainers
conducted (2012)
Service Provider Capacity building program to improve RWS developed (Local government and districts) strengthened
Capacity Strengthened 60 staff of operators and 30 staff of Districts and 5 staff of MININFRA & RURA are trained to
use models and tools (2012)

61

 Senegal Quick Facts 2008

Population 12.2 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US $ 980
Government of Senegal to deliver the following results: Under-five mortality rate 114
Malnutrition prevalence
Domestic private sector participation: (i) At least Weight for age (m/f) 16.3 / 18.3
10% of rural water user associations have delegated Height for age (m/f) 16.5 / 16.1
management of their water schemes to private Access to Water
operators; and (ii) 100 loans for RWS infrastructure Urban 98%
investments have been contracted. Rural 75.5%
Performance monitoring: Government of Senegal Access to Sanitation
(GoS) uses improved SIMS (WatSan and mWater
Urban 63.4%
platforms) to monitor WSS performance, to increase
Rural 27.5%
rate of functional motorized boreholes; At least 1,000
Data Sources: JMP, Demographic Health Survey, World Bank
citizens have used Watsan platform to contribute to
update RWSS data in their village by 2012.
Scaling up Hygiene: 3 regional medical offices (on a total of 11) integrate HW in their 2011 annual
action plan and promote it through public health centers.

Country Overview: Senegal has made substantial progress in reforming and accelerating the delivery of
water to urban settlements, but up to now the advances in RWSS have been more modest. The RWSS
sub-sector is improving, but service delivery is constrained by high cost of technologies, weak
institutional capacity, and lack of a sound maintenance system. In its national WSS policy, the
Government of Senegal (GoS) has developed some key orientations for RWSS: multi-village systems is
the technical option chosen to deliver water to rural population and water user associations (namely
ASUFORs) manage the RWS, with private sector involvement strongly encouraged. WSP-AF will
provide support and technical advice to develop and test delegated management options to local private
operators, to enhance efficiency and sustainability, under a unified intervention framework of the
Millenium Rural Water and Sanitation Program (PEPAM), which involves key donors such as the AFDB,
World Bank, Islamic Development Bank, Luxembourg, AFD, Unicef, Wateraid, USAID, JICA, EU, EIB,
etc. WSP has assisted GoS since 2005 in monitoring the implementation of WSS MDG action plans and
sector coordination; WSP plays the role of Secretariat for the national donor coordination forum. WSP
will also continue developing tools to implement and monitor WSS performance, which will contribute to
better planning/budgeting processes and increasing sector budget allocation. Sanitation is also central
concern to the GoS, thus WSP will help promote changing peoples attitudes and behaviors and will work
closely with Ministry of Health, Ministry of Education and private partners to promote HW through
public health centers and schools.

62

Global Outputs Outputs and Select Indicators

Policy and Regulatory Institutional framework for rural water PPPs developed and tested
Frameworks Delegated maintenance contract for 546 motorized boreholes developed for DEM and shared
Strengthened with main stakeholders by 2012
Delegated RWS management models piloted with a total of 10 ASUFORs by 2013
Pilot experiences monitored and results incorporated into a final delegated management model
and submitted to GoS by 2015
National, Regional and Performance monitoring systems develop and operational
Local Government mWater demoed to 270 ASUFORs and mWater installed in DEM and PEPAM and tested
Capacity Strengthened 2012
Performance monitoring reporting model proposed to PEPAM from 2011
Service Provider Government and Public-Private Partners capacity to integrate HW Programs strengthened
Capacity Strengthened HW program piloted in 15 classrooms by 2011
3 events organized to promote HW trough public health centers by 2011

63

 Tanzania Quick Facts

Population 42.5 m million
Core Priorities: With a focus on sanitation and GNI/Capita PPP* US$440
hygiene, by 2015, WSP will help the Government of Under-five mortality rate 104
Tanzania deliver the following results: Malnutrition prevalence (% children < 5)
Weight for age 17%
Scaling up sanitation and hygiene: 21 local Height for age 44%
Government implementing TSSM with integrated
Access to Water 50%
HWWS in 21 districts by 2015; Hand washing stations
Urban 80%
specified as component of improved latrine in
Rural 40%
guidelines for districts; 750,000 people gain sustained
Access to Sanitation 33%
access to improved hygienic sanitation and 1.3 million
Urban 31%
childrens caregivers and school aged children adopting
Rural 34%
appropriate HWWS behavior at critical times by 2011.
Data Sources: JMP, Demographic Health Survey, World Bank

Country Overview: While water supply coverage in Tanzania has been increasing since 1990, from 44%
to 50% in 2007, according to data from national household surveys, it is still not on track to meet the
MDGs. Access to improved sanitation has remained flat at around 33% with rural coverage declining.
The national Water and Sanitation Sector Development Program was launched in 2007 to improve water
resources, capacity, and urban and rural WSS. Despite these efforts, sanitation has remained neglected
due to competing priorities and limited resources. Recent national efforts by government and donor
community are leading to the development of a national policy and MOU among key government
agencies involved (Health, Water, Education, Local Government), and on integrating approaches
developed by the Total Sanitation and Sanitation Marketing (TSSM) initiative in 10 districts into a
national program. Despite the low coverage of improved latrines in rural areas, access to basic sanitation
is high and believed to be around 80% in rural areas. TSSM focuses on promoting sustainable
improvement of facilities in order to realize the potential health and economic benefits of sanitation. It is
fully integrated into the Water Sector Development Program (WSDP), the GoT program for reaching the
MDGs which is funded by the GoT itself, the World Bank, AFDB, Germany and other partners.

Global Outputs Output and Select Indicators

Policy and Regulatory Improved government and stakeholder capacity (development organizations, civil society,
Frameworks Strengthened private sector) to plan, monitor, implement, and sustain the TSSM approach strengthened:
National, Regional and 21 district TSSM action plans developed with LGAs by 2012
Local Government Capacity Local private sector capacity in 21 districts to supply improved sanitation facilities
Strengthened strengthened through project activities (e.g. training, micro finance, franchising) to meet
demand by 2015
Service Provider Capacity
Tracking systems for sanitation and hygiene improvements developed and shared with 21
Strengthened
districts by 2015

64

 Uganda Quick Facts

Population million
Core Priorities: By 2015, WSP will help the Government GNI/Capita PPP* US$
of Uganda deliver the following results: Under-five mortality rate 130
Malnutrition prevalence (% children < 5)
Services to the urban poor/small towns: (i) Revision and Weight for age 19%
implementation of management framework (PPP model) of Height for age 45%
water supply in all small towns; and (ii) implementation of Access to Water 64%
sanitation strategy in at least 60% of the small towns. Urban 90%
Scaling up Rural Sanitation and Hygiene: Total Rural 60%
Sanitation & Sanitation Marketing and Handwashing with Access to Sanitation 33%
Soap adopted as a national program in at least 80% of the Urban 34%
districts and implemented in at least 30 districts; Rural 29%
Data Sources: JMP, Demographic Health Survey, World
Country Overview: Under the new National Development Bank
Plan 2010 (PRSP), the Government is committed to
provision of safe water within easy reach and to improve sanitation, and has identified several strategies to
achieve this, including (i) Promotion of good sanitation and hygiene practices and increase of sewerage
systems in urban areas; (ii) Improvement of the policy, legal and regulatory framework; (iii) Strengthening of
the institutional structures and systems for delivery of water and sanitation activities; and (iv) Enhancing the
involvement of the private sector. However, over the last few years the funding has declined and sector
performance has largely stalled. A range of factors are at play: raising unit costs, poor work quality, low
functionality and inequities in service delivery. Unless concerted efforts are made to address these issues,
improve sustainability of existing systems, bring funding back to the necessary level, sector development
would not be able to match population growth and the MDG targets may become unattainable. The situation
is worse for sanitation, which falls under different sectors with many other competing priorities. The biggest
challenge for sanitation is inadequate financing coupled with pervasive capacity gaps at the level of local
governments and at the national. Thus, WSP will focus on scaling up sanitation both in rural areas and towns
and improving WSS performance management in small towns to ensure efficiency and better targeting of
resources for the urban poor.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Management framework to improve service delivery in small towns for the urban poor strengthened
Frameworks Strengthened Revised Management Framework and strategy for WSS for small towns produced and disseminated to
stakeholders by 2012 and tested in 5 small towns by 2014.

National, Regional and Provider capacity to plan, monitor, deliver and sustain the TSSM and HWWS approach strengthened
Local Government TSSM and HWWS methodology developed and GoU implementation guided by WSP in 30 districts by
Capacity Strengthened 2015 and monitoring system developed and installed in 30 districts by 2013
Service Provider Capacity 3000 Hand washing Ambassadors trained in 30 districts by 2012
Strengthened 1000 masons trained, to strengthen the sanitation supply side in 30 districts by 2013
320 facilitators trained for sanitation demand creation in 30 districts by 2013

65

 Zambia Quick Facts

Population 12.5 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$1190
Government of Zambia through Lusaka Water and Under-five mortality rate 119
Sewerage Company and the Ministry of Local Malnutrition prevalence (% children < 5)
Government and Housing, deliver the following results: Weight for age (m/f) 15
Height for age (m/f) 45
Improved Water Supply and Sanitation Services to Access to Water 58%
the Urban Poor: At least 4 peri-urban settlements Urban 88%
receiving water services through delegated management Rural 43%
arrangements and specific peri-urban sanitation services Access to Sanitation 52%
being provided by LWSC by 2015. Urban 55%
Improved Capacity to Respond to HIV and AIDS:
Rural 51%
Revised HIV/AIDS workplace program adopted by the Data Sources: DHS, 2007; LCMS, 2008: unstats.un.org; WB
Board of LWSC by Dec 2010 and LWSC carries out at 2008
least one HIV/AIDS KAP survey on its own by 2012.

Country Overview: Approximately 8.2 million people will need to be served by 2015 to reach the MDGs.
Since 1993, the Government of the Republic of Zambia (GRZ) has been undertaking institutional reforms
of the WSS sector to improve performance. Within urban areas, reform has resulted in the formation of 10
commercial water utilities. Much more still needs to be done to improve operational efficiency and
increase access to WSS services in the peri-urban areas where most of the poor reside. In particular, the
GRZ needs support with defining and clarifying policy issues key to implementation of measures that will
provide for sustainable services to the urban poor. In addition, as the focus shifts to serving the poor in the
urban settings, GRZ needs support to define innovative and effective ways of dealing with this large
constituency, as this is where the MDG targets most apply. This is in line with the overall policy
vision aimed at enabling all urban residents, commerce, institutions and industry to have access to
water and to utilize it in an efficient and sustainable manner for wealth creation, well being and
improved livelihoods. This is as espoused in Zambias 2030 vision and the draft national urban water
supply and sanitation program. The proposed strategy for WSP in Zambia is well aligned with the CAS as
well as the investment support that the Bank is currently providing to the LWSC.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Policies, guidelines and models for water supply and sanitation service delivery to the urban poor
Frameworks developed.
Strengthened Options for organizational arrangements with clear governance and financing mechanism
recommendations for sanitation and delegated water supply service provision developed by 2013.
Service Provider Capacity of Lusaka Water and Sewerage Company (LWSC) to develop/upgrade and manage
Capacity Strengthened HIV/AIDS workplace polices strengthened.
New procedures for the development and monitoring of HIV/AIDS workplace polices developed
by 2011.

66

 B. EAST ASIA AND PACIFIC REGIONAL STRATEGY

Sector Overview: WSP focus countries in East Asia and Pacific (EAP) have all experienced positive
growth rates over the past decade, with some reducing poverty rates significantly and increasing access to
services for the broader population. While they are poised to achieve the water supply MDG by 2015,
achieving the sanitation MDG is less certain. The regional data masks wide disparities between and
within countries, with millions of citizens without access to improved services, in particular to sanitation.
In WSPs five focus countries, over 166 million currently do not use an improved sanitation facility and
49%, or 82 million people, practice open defecation. In addition, 66 million people do not have access to
an improved water source (JMP 2010). East Asia and Pacific focus countries are faced with a number of
man-made and natural challenges that will force them to embrace and implement sector reforms rapidly
or risk jeopardizing current achievements. These challenges include:

Rapid urbanization: Asias urban population is projected to double by 2030, with much of the
growth occurring in smaller towns of under 200,000 inhabitants. This will increase the challenge of
service delivery to a growing number of fringe communities with a mostly poor population living on
unsuitable land. Open defecation rates in urban areas are actually on the rise due to persistent
migration from rural areas. With this dynamic, the distinction between urban and rural service
provision, often assigned to different ministries and falling under different policies with regard to
tariffs, subsidies, and service standards, is becoming increasingly outdated. In the context of
progressive decentralization not only in Indonesia and the Philippines but also in the Mekong
countries, there is a clear need for poor-inclusive planning, development of affordable and upgradable
service options for challenging environments, and capacity building at local level to implement
reforms and new approaches.

Economic growth impacts: While rapid economic growth has been a positive shift for these
countries, the growth has come with some costs. Access to WSS services has improved, but the
sustainability of maintaining and increasing services is becoming a pressing issue due to rapidly
increasing pollution of water resources due in part to industrial runoff and poor sanitation. Many
rivers in Southeast Asia are severely polluted, with household waste and wastewater having a
significant share in it. Groundwater extraction is rampant to the point that entire regions in countries
and cities are poised to reach crisis levels over the next decade. WSP estimates the economic costs of
improper sanitation alone to be significantly high at 2.3% of GDP for the five countries, and could
well increase if measures to reverse this trend are not implemented soon.

Climate change impacts: Southeast Asian countries vulnerability to the impact of climate change is
forcing countries with long coastlines, dense coastal and riverine populations, and high dependence
on water resources from upstream countries (in the Mekong region) to respond to this threat soon. A
lack of action would risk a wide range of social impacts from the impaired quantity and quality of
water resources, increasing the need for water treatment, and threats to operation and maintenance.
Inadequate service provider capacity to deal with these challenges will further exacerbate the
problem, affecting poor people the most because they are the first to be cut off from services.

67

WSP Strategy: Within this context, WSPs regional strategy will focus on helping governments ensure
continuous improvements in access to WSS services over and beyond the MDG targets, particularly for
poor people, with an emphasis on environmental sustainability and quality of services. WSP EAP will
focus on six core regional business areas, each supported by work in regional knowledge development
and dissemination. These areas are summarized below with selected performance indicators.

Philippines
Cambodia

Indonesia

Lao PDR

Vietnam
Scaling up Rural Sanitation and Hygiene x x x x x1
Strengthening Domestic Water Provider Capacity to Deliver Services x x x x
Supporting poor-inclusive WSS sector reform x x x x x
Improving Sanitation for the Urban Poor x x x
2
Mitigating and adapting to climate change impacts x x x x
Delivering WSS services in fragile states Timor Leste
1
The handwashing with soap program ends in FY12
2
Includes climate change related work on sanitation in challenging environments (Cambodia, Indonesia and Lao
PDR) and utilities adaptation to climate change (Vietnam) Also SuSEA challenging environs work in
Philippines?

a) Scaling Up Rural Sanitation & Hygiene: Scaling up rural sanitation access is a key priority area in
four of the five EAP focus countries. WSP will focus on supporting governments to stop open
defecation and to help strengthen the enabling environment for a well-functioning sanitation market
that caters to various market segments, including poor households. The sanitation marketing
components also contribute to creating sustainable services through domestic private sector
participation. Indicators of success will include:
Total Sanitation and Sanitation Marketing programs are scaled up in 3 additional provinces in
Cambodia, 19 provinces in Indonesia, 2 provinces in Lao PDR, and integrated into 1 national
water supply and sanitation investment project in the Philippines by 2015;
Private contractors in Cambodia and government and NGO programs in Lao PDR offer
improved, affordable sanitation options for challenging environments (such as seasonally flooded
areas) by 2012; and
Sanitation business franchising model in Indonesia scaled up in 50 districts including 200
providers by 2014.

b) Strengthening Domestic Water Provider Capacity to Deliver Services: Strengthening public and
private service provider capacity requires improving the regulatory environment as well as building
technical, managerial, and financial capacity to invest in expanding poor-inclusive services. WSP will
support this work in three countries. Indicators of success include:
Selected private water supply providers improve operational efficiency in Cambodia and Vietnam
and investments by WSP-supported utilities and service providers in the Philippines increase by
5% each year from 2012-15;
Domestic private sector participation in and micro-financing for rural water services to the poor
are integrated into a national rural water investment program in Indonesia by 2014.
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 Regulatory system reform for utilities in the Philippines and water supplier licensing rules are
issued in Cambodia by 2011-2012;

c) Supporting Poor-Inclusive WSS Sector Reform: Support to sector reforms, ranging from
identifying policy gaps in sanitation to providing evidence-based knowledge for reforming outdated
strategies and policies and creating the institutional framework to implement and monitor these
reforms is a cornerstone of WSPs work program in all five countries. Selected performance
indicators include:
Indonesias Medium-Term Development Plan goal to achieve an open defecation free country by
2014 is translated into annual national program starting 2011, and a strategy to monitor local
government performance of sector service delivery is endorsed by 2012;
Cambodias approved Rural Water Supply and Sanitation and Hygiene Strategy is implemented
from 2011 onward;
Lao PDRs revised Rural Water Supply and Sanitation Strategy reflects a priority for the needs of
poor communities and includes funding sources and mechanisms for scaling up investment and
service delivery by 2012;
The Philippines National Sustainable Sanitation Program is reflected in at least 5 provincial
health and investment plans by 2012;
Vietnam Government implements the Unified Sanitation Strategy and Action Plan and an updated
National Rural Water Supply and Sanitation Strategy, and at least one ministry and the Vietnam
Womens Union mainstream handwashing with soap behavioral change in their institutions and
networks by 2015.

In highly decentralized countries such as Indonesia and the Philippines, strengthening local
government provision capacity building in parallel with national sector reforms is crucial to ensure
actual reform implementation. Key performance indicators include:
Two hundred local strategic water supply and sanitation development plans in Indonesia reflect
national water and sanitation policies and program approaches by 2015, and implementation of
WSS projects by local governments improves as indicated by the performance of local WSS
working groups by 2015;
At least one more region in the Philippines, concerned local governments and stakeholders agree
on a work plan to create a Water Quality Management Area around a defined basin by 2012.

d) Improving Sanitation for the Urban Poor: Rapid urbanization in Indonesia, the Philippines and
Vietnam is increasingly straining already stretched local government provision of services, with more
people moving into fringe areas around cities and towns where service provision is challenging. WSP
will focus on supporting the development and implementation of poor-inclusive, city-wide sanitation
planning in these three countries. Selected performance indicators include:
8 cities in Indonesia have adapted sanitation designs for areas with challenging environments and
plan to implement them as part of their city-wide sanitation strategies under the National
Sanitation Acceleration Development Program by 2015.
Budget allocations to implement the National Sewerage and Septage Management Program in the
Philippines increase three-fold between 2011 and 2015.

69

 Vietnam Government begins implementation of Unified Sanitation Strategy and Action Plan by
2013.

Regional Innovation, Knowledge Sharing and Peer Support: WSP focus and non-focus countries in the
region face a number of common challenges (limited prioritization to address sanitation/sanitation being
relegated to social welfare; limited knowledge on lower-cost, affordable and upgradable service options;
poor rates of sustainable use of facilities due to low priority of behavior change elements in programs by
governments and donors). The regional program supports country-level intermediate outcome indicators
by providing the following:
Effective evidence-based advocacy platforms and high level intern-government peer support for
scaling up sanitation and water approaches with a poor-inclusive focus; and
Regional knowledge development, dissemination and mutual technical assistance for identified
common water and sanitation challenges in serving poor communities.

Knowledge sharing with WSP support in EAP is seen as a way to support the attainment of country-level
outcomes within the region by capitalizing on rapid transfer of knowledge from one neighboring country
to another and support global knowledge sharing of best practices across the globe by ensuring that new
evidence from EAP is disseminated and evidence from elsewhere is absorbed in the EAP focus countries.
Intra-regional knowledge sharing can be accelerated by WSP supporting key regional events, such as the
East Asia Ministerial Conferences on Sanitation and Hygiene; focused regional exposure visits and
training workshops, including for non-focus countries such as Timor Leste; and regional learning
exchanges on common topics such as sanitation in difficult environments; providing quality CLTS
training of trainers; developing and marketing affordable sanitation options; and enhancing national
sanitation education curricula with poor-inclusive service topics. In addition, WSP-EAP will continue to
support global knowledge sharing in particular with regard to the economics of sanitation (cost-benefit
analysis of sanitation options), scaling up rural sanitation via the TSSM project, and poor-inclusive urban
sanitation.

Partnerships: WSP maintains international, regional, and national partnerships in EAP. WSP-EAP has
started to partner with the International Water Association (IWA) in conceptualizing and organizing a
number of conferences in the region similar to the jointly supported global conference on Decentralized
Wastewater Treatment Solutions in Developing Countries in Surabaya in March 2010. Going forward,
this collaboration will continue with 2-3 events per year as well as knowledge piece contribution on
sanitation to IWA's Water21 magazine. WSP-EAP is contributing to IRC conferences such as the South
Asia Hygiene Practitioners Workshop in Bangladesh, and has agreed to jointly publish a guide on
participatory approaches for strategic urban sanitation planning based on the WSPs on the ground
experience in Indonesia. WSP will continue to strengthen its partnership with the Asian Development
Bank (ADB) with whom WSP has collaborated both on financial and technical terms, on two initiatives,
the Economics of Sanitation Initiative, and the Philippine National Sewerage and Septage Management
Program. In addition WSP is actively pursuing a regional collaboration on scaling up rural sanitation with
UNICEF, WaterAid Australia, Plan International, and SNV. Finally, examples of national partnerships
include NGOs such as IDE and Lien Aid in Cambodia, Care and Concern International in Lad PDR,

70

 Cambodia Quick Facts

Population 13.4 million
Core Priorities: By 2015, WSP Cambodia will help the GNI/Capita PPP USD 640.-
Government of Cambodia deliver the following results: Under-five mortality rate 83
Malnutrition prevalence
Poor-inclusive WSS strategy: Rural WSS strategy Weight for age (M/F) 35.3 / 35.8
implemented from 2011; sector financing strategy data are Height for age (M/F) 38.8 / 35.8
updated and publicly released by government annually; Access to Water 47%
Domestic private sector participation: Performance data Urban 76%
of private water supply providers shows improved Rural 40%
operational efficiencies, such as positive operating ratio, Access to Sanitation 34%
decreasing water loss, growth in coverage; and Urban 81%
Scaling Up Rural Sanitation and Hygiene: Sanitation Rural 23%
technologies for seasonally flooded areas will be available Data Sources: Census 2008, Demographic & Health
through the market by 2012 Survey 2005, World Bank 2007 and 2008.

Country Overview: Cambodia is making progress on many fronts. Economic growth over the longer term
has been robust, and in spite of the crisis, the overall outlook is positive. An anti-corruption law was
finally passed in 2010, and the process of decentralization is continuing slowly following the passing of
the primary law on decentralization and deconcentration in 2009. At the same time, a number of familiar
challenges continue to hold back progress in a number of sectors. Foremost here are the capacity to
address the challenges, which are very unevenly distributed, and the political will to address water supply
and sanitation sector issues. Cambodia must make very large leaps in developing sustainable water and
sanitation services if it is to achieve the MDGs and the government is aware of this fact. Translating this
awareness into action continues to be difficult; combined spending on water supply and sanitation reaches
about 0.03% of the national budget (as opposed to health, which receives more than 12%) and
consistently low levels of financing are part of the sector bottlenecks. On the service delivery side, weak
or absent supply chains, low capacity, difficult physical environments (e.g. due to seasonal flooding)
poverty and ineffective government outreach all influence the current status as well. Sector strategy
development and capacity development are thus important areas of attention.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Government capacity to develop and implement WSS strategy strengthened.
Frameworks Strengthened; Ministry staff is assigned to collect and process monitoring data for the water supply and
and National, Regional and sanitation financing model by June 2011
Local Government Capacity 150 local government staff in 14 provinces trained in contents and implementation of rural
WSS strategy by 2015
Strengthened
Service Provider Capacity Analytical tools and technologies to scale up sanitation services to the poor developed and tested.
Strengthened ESI-2 results developed, published, promoted and disseminated by December 2011
Pilots on sanitation for difficult circumstances implemented in at least three areas by 2012
and results shared within 6 months of pilot completion
Operational, management and financial resource mobilization capacity of private providers to
effectively provide WSS services enhanced.
15 additional concrete producers trained in low-cost technology production and marketing in
3 provinces by 2015
On the basis of pilot program experience with 10 small scale piped water supply providers,
supplier capacity development model is developed by Q3 2013
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 Indonesia Quick Facts

Population 230.6 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* US$4,149
Government of Indonesia deliver the following results: Under-five mortality rate 34
Malnutrition prevalence
National Government Sanitation Policy Reform: The Weight for age (M/F) 0.19 / 0.18
2010-2014 Medium-Term Development Plans
Height for age (M/F) 0.37
performance target to achieve an open defecation free
Access to Water 80%
Indonesia by 2014 is translated into an annual national
Urban 89%
program, strategy and budget starting in 2011. Annual
Rural 70%
increase in funding by national government and 200
Access to Sanitation 52%
districts for urban and rural water and sanitation by 5%
Urban 67%
per year starting in 2010.
Rural 36%
Scaling Up Rural Sanitation: Integrated Total
Data Sources: JMP, Demographic Health Survey, World Bank
Sanitation and Sanitation Marketing (TSSM) and
handwashing approaches scaled up by Government to 19 provinces.
Local Government Service Delivery Capacity: Two hundred local development strategic WSS plans
reflect national water and sanitation policies and program approaches.
Domestic Water Providers: Microfinance for, and private participation in rural water services to the
poor are integrated into a national rural water investment program.
Sanitation in challenging environments: 8 cities adapt sanitation designs for areas with challenging
environments and plan to implement them as part of their city-wide sanitation strategies under the
National Sanitation Acceleration Development Program by 2015.

Country Overview: While Indonesia is on a path to become a middle-income country thanks to stable
economic growth rates in recent years, access to and the quality of public services are comparable to
those of a low-income country, with Indonesia scoring low marks in several health and infrastructure
indicators. Since decentralization in 2001, one of Indonesia primary bottlenecks has been low
institutional capacity at local levels to deliver services to its citizens, coupled with slow policy reform at
national level that would provide the framework for local-level service delivery. Only half the urban
dwellers have piped water, while 37 million mostly poor rural people still drink from unprotected sources.
Water quality and security are under serious threat from pollution, catchment degradation, and over-
exploitation, particularly in Java. Access to sanitation facilities continues to be under par (52%) compared
to other countries in the region at similar levels of development, such as the Philippines and Vietnam.
Open defecation is still practiced by over 60 million Indonesians, the second highest number of people
worldwide, with the share of urban open defecation increasing due to migration of poor rural people into
urban slums. Sewerage coverage is only 2% of urban areas in the country as a whole. Hygiene behavior
remains an issue, with surveys showing that only 12% of Indonesians wash their hands with soap after
defecation and at other critical times..

However, opportunities for change are visible, with the new Government making infrastructure service
provision one of its top priorities over the next 4 years. In both water and sanitation, significant policy
reform is under way at the national level, and increased budget is being made available (for example, a

72

400% increase in the sanitation budget of the Ministry of Public Works in 2010). The Government has
shown to be open to first piloting and now scaling up new approaches that could significantly increase
access rates, in particular in rural areas, relying on a stimulation of both demand and supply of services in
collaboration with local governments, the private sector, and communities. Influencing sector reform at
national level while at the same time building capacity at local level, and operationalizing reforms at scale
through programmatic approaches should put Indonesia into a strong position to significantly improve not
only its current sector access rates but also the quality and sustainability of service provision.

Global Outputs Outputs and Select Indicators

Policy and Regulatory National government capacity to support a coordinated scale up of local implementation of
Frameworks strategies and programs on rural and urban sanitation strengthened.
Strengthened Based on field testing in at least 2 TSSM districts, guidelines for the integrated
implementation of STBM policy pillars (CLTS, handwashing with soap, household water
treatment, and solid and liquid waste management) drafted and submitted to Government by
2013.
Draft strategy for sector monitoring development submitted to the National Sector Steering
committee by end 2011based on pilots conducted in 9 local governments.
National, Regional and Local government capacity to improve WSS service delivery based on national policies and
Local Government strategies enhanced.
Capacity Strengthened A total of 400 local government officials throughout Indonesia are trained in enhanced data
management, monitoring and evaluation, communication, advocacy, and financing by 2013.
At least 25 representatives per district from sector organizations in 3 provinces trained in
open defecation free activities combined with handwashing with soap promotion (through
triggering and sanitation marketing) by 2013.
Service Provider Underdeveloped markets at local level for WSS service provision stimulated.
Capacity Strengthened New financial product to finance rural water supply services expansion tested in 5 districts
with a partner bank by 2011.
Sanitation business franchising model for local sanitation providers developed by 2010; 100
interested local sanitation providers trained in the implementation of the sanitation business
franchising model until 2014.

73

 Lao PDR Quick Facts

Population (2005) 5.6 million
Core Priorities: By 2015 WSP will help the Government GDP/Capita (USD) (2006) 600
of Lao PDR deliver the following results: Under-five mortality rate 98
Malnutrition prevalence
Rural Water Supply and Sanitation Strategy Reform: Weight for age 37%
Revised RWSS Strategy reflects a priority for the needs
Height for age 40%
of poor communities and includes funding sources and
Access to Water 60%
mechanisms for scaling up investment and service
Urban 86%
delivery by 2012.
Rural 53%
Scaling Up Rural Sanitation: New approaches such as
Access to Sanitation 53%
Total Sanitation and Sanitation Marketing scaled up in at
Urban 86%
least 2 provinces in the northern and southern regions of
Rural 38%
Lao PDR, and at least 2 government and NGO programs
Data Sources: Lao MICS 2006, JMP 2010
adopt affordable sanitation options for latrines.

Country Overview: Lao PDR still lags behind regional averages on most key social indicators.
Urbanization and migration has put pressure on the already limited WSS services. Although urban access
to improved water sources has more than doubled between 1995 and 2008, overall figures are actually
declining due to rapid urbanization. Rural water access figures increased from 44% in 1995 to 53% in
2008, but continue to signal wide disparities between urban and rural, poorer areas. Sanitation coverage is
the 2nd lowest in the region at 53% overall. Achieving the MDG target on sanitation is possible but still
leaves about 3 million people or half the population without access to improved sanitation. Open
defecation is still widespread at 38%. For sanitation, political prioritization is still lacking, as evident in
very limited funding allocations and the lack of a national policy. The problems are further exacerbated
by the fact that there is currently no mechanism for coordinating government and donor inputs and an
unclear legal framework, and that institutional capacities are very weak. The upcoming 7th Five-Year
National Socio-Economic Development Plan for 2011-2015 will include water and sanitation as a priority
sector for development. It is expected that donors will significantly contribute to strategy updating and
prioritization of interventions in both sectors, and help address finding affordable and workable solutions
for the many isolated rural communities in the country.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Government capacity is strengthened to better develop and implement the Rural Water Supply
Frameworks Strengthened and Sanitation (RWSS) strategy and coordinate the implementation of urban and rural water and
sanitation sector programs.
National, Regional and National Water, Sanitation and Hygiene sub-technical working group is established formally
Local Government Capacity and co-chaired by senior government and donor representatives by 2011 and meets quarterly
Strengthened with WSP support
6 government representatives from 3 government agencies participate in at least 2 workshops
and exposure visits to support the development of an RWSS.
2 pilots started for increasing access to rural sanitation services in 2 districts by mid 2011.
Catalogue of affordable sanitation options for latrines developed by 2012.
TSSM model adapted and tested in other projects (such as ADBs Small Towns WSS Project)
by 2013.

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 Philippines Quick Facts

Population 90 million
Core Priorities: By 2015, WSP will help the GNI PPP* US$352 bn
Government of the Philippines deliver the following Under-five mortality rate 28.2
results: Malnutrition prevalence (children < 5)
Weight for age (M/F) 21%
Domestic private sector participation: (i) Water and Height for age (M/F) 34%
sanitation investment by WSP supported utilities and Access to Water 93%
service providers increase 5% from year to year starting Urban 96%
2012; and (ii) National Water Resources Board (NWRB) Rural 88%
issues a resolution on improved regulatory systems and Access to Sanitation 78%
adjusts functional assignments accordingly by 2013. Urban 81%
Scaling Up Rural and Urban Sanitation and Hygiene: Rural 72%
Budget allocations to implement the National Sewerage Data Sources: JMP, Demographic Health Survey, World
and Septage Management Program triple from 2011 to Bank
2015, and the National Sustainable Sanitation Program is reflected in at least 5 provincial health and
investment plans by 2012.

Country Overview: Increasing access to water supply remains a challenge due to the highly fragmented
sector80% of water utilities are small with up to 5,000 connections and continuing population growth
and urbanization outpacing investments in the sector. Since 2004 the Government has embarked to reform
the sector by rationalizing the use of concessional funds, and now intends to establish an incentive-based
alternative for small water utilities to access technical and management advisory services linked to
benchmarking and regulation. Sanitation access figures are poised to meet the MDG target but still leave
over 20 million Filipinos without an improved sanitation facility, including close to 7 million practicing
open defecation. The Government is reforming its approaches and interventions to reach those currently
excluded in rural and urban poor areas with sanitation by addressing demand (behavior change) as well as
sanitation supply issues, and by linking these interventions with environmental objectives on improving
water quality and water resources, such as via the national septage and sewerage management program.
Global Outputs Outputs and Select Indicators

Policy and Regulatory National capacity to develop and support local government implementation of sustainable
Frameworks Strengthened sanitation, septage and sewerage programs strengthened.
By mid-2010, a draft Department Order for the implementation of the National Sustainable
Sanitation Program, including sub-program implementing guidelines, has been submitted to
Department of Health based on model testing in 4 geographical areas.
By June 2012, applications by at least 4 local governments to participate in the NSSMP are
prepared for submission to the NSSMP Office.
National, Regional and National and local regulatory systems to manage dispersed water providers are strengthened.
Local Government Capacity By 2012, the design of a system of accrediting private sector technical service providers has
Strengthened been formulated and submitted to NWRB for consideration by its Board of Directors.
Service Provider Capacity Private and public utility capacity to invest in poor-inclusive water supply and sanitation
Strengthened programs is strengthened.
By April 2011, performance improvement plans to extend services to low-income
households are developed with at least 20 small utilities.
By 2014, poor-inclusive business models/plans are developed for 4 identified utilities
interested in the business of sanitation provision based on feasibility studies.
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 Vietnam Quick Facts

Population 87 million
Core Priorities: By 2015, WSP will help the GNI PPP* US$232 bn
Government of Vietnam deliver the following results: Under-five mortality rate 15
Malnutrition prevalence (children < 5)
Integrated Sanitation and Rural Water Supply: Weight for age (m/f) 20%
Updated National Rural Water Supply and new Height for age (m/f) 36%
Integrated Sanitation Strategies for future water and Access to Water 94%
sanitation investment implemented. Urban 99%
Climate Change Adaptation: Climate change Rural 92%
adaptation approaches mainstreamed/applied for future Access to Sanitation 75%
water and sanitation investment in one climate change- Urban 94%
affected province. Rural 67%
Domestic Service Provider Capacity: At least 4 water Data Sources: JMP, Demographic Health Survey, World Bank
utilities in at least 2 provinces developed Utility
Performance Improvement Plans.
Behavior Change: At least one ministry and the Vietnam Womens Union have mainstreamed hand
washing with soap behavior change methodology and materials into their networks and programs.

Country Overview:
After 10 years of high economic growth, Vietnam is rapidly becoming a middle-income country with a
market economy. Economic growth is coming at a cost: while service access rates have improved,
sustainability continues to be a significant issue influenced by rapid urbanization and water resource
pollution, which is exacerbated by climate change impacts across large parts of Vietnam. Vietnams water
and sanitation sector is especially vulnerable to climate change due to its long coastline, dense coastal
population, mountainous interior, high dependence on water resources from upstream countries, and
seasonally varying rainfall patterns. The poorer segments of society suffer disproportionately from these
challenges. The Government increasingly recognizes the importance of a more integrated approach to
tackle these issues, in particular with regard to sanitation and hygiene behavior change, the need for new
demand-responsive efforts, and the serious impact of pollution and climate change on water resources.
Improved institutional capacity for managing new initiatives, and increasing the level of efficiency for
water supply and sanitation services are key priorities for the country.

Global Outputs Outputs and Select Indicators

Policy and National and provincial government capacity to develop and pilot integrated urban and rural water,
Regulatory sanitation and hygiene strategies strengthened.
Frameworks National Rural Water Supply and Sanitation Strategy (NRWSSS) is updated and submitted to
Strengthened Government by June 2011.
Government agencies and mass organizations in at least 14 provinces receive training and/or materials
to integrate hand washing with soap activities into their water/sanitation/health programs by November
2011.
Final draft National Integrated Sanitation Strategy and Action Plan (U3SAP) is prepared and submitted
to Ministry of Construction (MOC) by December 2011.

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National, Regional Approaches of government and service providers to better respond to risks posed by climate change in
and Local water supply and sanitation developed and tested.
Government Climate change adaptation approach from case studies in Ben Tre and Yunnan provinces reported to
Capacity Government of Vietnam by December 2012.
Strengthened 100 staff from Government agencies and service providers receive technical assistance and training in
WSS adaptation to climate change impacts by December 2012.
Service Provider Service provider capacity on investment financing and O&M in water supply and sanitation
Capacity strengthened.
Strengthened Utility performance improvement plans developed for at least 4 water supply utilities (in at least 2
provinces) by June 2011.

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 C. LATIN AMERICA AND THE CARIBBEAN REGIONAL STRATEGY

Sector Overview: The Latin America and the Caribbean region continues to be a region of extreme
inequality. Despite weathering the financial crisis with sound macro-economic decisions and positive
growth, on-going disparity in development continues, and can be exemplified by the unequal access to
basic services such as water supply and sanitation. At the regional level, four of 25 countries have
already reached their MDGs for water and sanitation and are now focusing efforts on universal access.
Progress towards the MDGs for improved access to sanitation, however, lags in three out of 25 LAC
countries, including two WSP focus countries: Bolivia and Nicaragua. One out of every five Latin
Americans, nearly 120 million in all, still lack access to improved sanitation (49 million of which still
defecate in the open). Even in those countries where access to water supply is well advanced, reliable
water supply delivery with acceptable water quality and minimal interruptions continues to be elusive.
For the WSS sector, the on-going challenges and impediments facing LAC provide an important
harbinger for the rest of the developing world. LAC faces four key challenges in improving WSS
services and improved hygiene to the poor:
Inequity in access and quality of WSS services: Inequality continues to exist in many aspects of
Latin American society, and is most evident in terms of access to WSS services. While inequality of
access is at the forefront of the agenda in some countries in the region, the challenges for the future
will be how WSS can contribute to the reduction in unequal access, while not compromising the need
for financial, economic, and environmental sustainability.
Basic Sanitation: An estimated 120 million people in LAC (one out of five) lack access to improved
sanitation. Most of the deficits can be found in rural areas, peri-urban areas, and in small towns.
WSPs strategy in LAC reflects these needs and addresses these issues in two (Bolivia and Nicaragua)
of the three countries that are off track for achieving the MDG for improved sanitation.
Reliable and sustainable services: While coverage rates remain high in terms of water supply, the
region continues to confront structural limitations in its service provision. Interrupted service, low
pressure, low water quality, and poor treatment of wastewater, point to the importance of addressing
sustainable and reliable services, and not just access. Without reliable service provision, access is
useless. In Latin America, a greater focus is needed on service provision, rather than coverage rates,
requiring changes in the way service providers approach their core business, the way in which
customers (especially the poor) can hold accountable their service providers, the way that regulators
monitor service provision, and the way the financial architecture is developed to address investment
needs.
Disaster risk management including climate change impacts: Several countries in the region are
already dealing with the impacts of changing climate patterns. Most notably, the Andean countries
are faced with rapid melting of glaciers, disrupting the water cycle and requiring new inter-sector
cooperation. For WSP, it will be important to focus on the impacts that these new climate patterns
will have on the poor and in their ability to access WSS services.

Strategy: In response to this inequality in access, the unresolved issue of basic sanitation, and the lack of
reliable and sustainable services, WSP will focus its strategic efforts on helping governments scale up

78

sustainable water and sanitation services and hygiene programs that reach the poor. The focus for the
FY11-15 business plan will be on addressing key structural impediments in investment planning, sector
institutional arrangements, decentralized service provider capacity, and private sector participation. Key
results, along with selected performance indicators, include the following:

Nicaragua
Honduras
Bolivia

Peru
Scaling up Rural Sanitation & Hygiene x x x x
Sustainable Services Through DPSP (Sanitation Markets) x x
Strengthen new WSS Institutions & Policies x x
Poor-Inclusive Urban Sanitation & Hygiene x x x
Service Provider Capacity in Small Towns x x x
Disaster Risk Management in WSS service provision x

a) Scaling Up Rural Sanitation and Hygiene: Improving the capacity of governments to plan,
implement, and support rural sanitation schemes through decentralized institutions will be critical in
order to vigorously address the dual issues of inequity and lagging access. Two of the four countries
where these performance indicators will be monitored (Bolivia and Nicaragua) are currently off-track
to reach the MDG for improved access to sanitation. Particular efforts will be made to ensure that
behavior change for improved hygiene practices accompanies improvements in basic sanitation, and
that the benefits of private sector participation can be harnessed through partnerships as well as
through functioning sanitation markets. Selected performance indicators measuring governments
scaling up rural sanitation and hygiene by 2015 include:
At least 1 national investment project reaches 50,000 poor households with sanitation and climate
change adaptation learning and best practices in Bolivia (by 2015);
WSP -tested approach to WSH behavior change scaled up in at least 20,000 schools (out of
50,000) and performance monitoring systems to track hygiene behavioral change operational in 2
Regional Governments planning offices in Peru (by 2012); and
Basin-based sanitation implementation model tested by WSP approved by national government
and scaled up in at least 2 river basins in Honduras (by 2013).

b) Poor-Inclusive Urban Sanitation & Hygiene: Latin America is the most urbanized region with
80% of its population currently living in cities greater than 10,000 inhabitants. Despite the elevated
number of urban citizens, access to basic services is highly skewed. Dwellers of peri-urban areas and
smaller cities continue to face problems in terms of equal access in quality, reliability, and connection
to basic sanitation services. The provision of sanitation infrastructure alone, however, does not
automatically lead to improved health benefits. WSP will focus on integrated hygiene and
hardware approaches to ensure that clients also incorporate improved hygiene behavior in
approaches to improved basic sanitation in peri-urban areas and in small cities. Selected performance
indicators measuring government scaling up services to the urban poor include:
At least 3 municipalities implement integrated peri-urban WSH programs, including climate
change adaptation measures, reaching 150,000 households in Bolivia (by 2014); and

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 National peri-urban strategy for delivering WS services approved by the Government of

Nicaragua (by 2012); and the national utility (ENACAL) and municipalities scale up WSS
services to reach 20% of peri-urban areas of five major cities, benefiting 20,000 households (by
2014).

c) Strengthening Local Sanitation Markets: While many experiences exist in promoting private sector
participation in WSS, the possibility of harnessing private sector benefits for sanitation markets is still
relatively new. Encouraging results have been reached in Peru on the ability of private sector
platforms and partnerships to develop an enabling environment for sanitation markets that harness
efforts of private household, private enterprise, and private financing. WSP LAC will work to scale
up this approach in Peru and introduce it at scale in Nicaragua. Selected performance indicators
measuring government scaling up private sector participation in sanitation markets include:
WSP-tested Creating Sanitation Markets approach integrated into 2 national programs reaching
250,000 households with improved access to sanitation in Peru (by 2013);
Social Investment Fund (FISE) operating/providing financing to sanitation providers in 10
municipalities in Nicaragua (by 2012).

d) Strengthen New WSS Institutions and Policies: In addition to supporting greater effectiveness of
existing sector institutions, in two countries, ambitious reforms have begun that introduce new
institutions and policies. In Bolivia, a new Constitution provides a historic opportunity for the
Bolivian government to establish new paradigms for service provision that not only include new
central government actors, but also new decentralized responsibilities. In Honduras, new sector
institutions are being consolidated and will have to adapt to a new approach to development planning
that prioritizes the river basin as the primary unit for organizing development efforts. This approach
will require the adoption of new strategies and implementation mechanisms for the sector. WSP will
provide technical assistance, tested implementation models and approaches and WSS experiences to
help governments adopt improved policies and develop management institutions. Selected
performance indicators measuring government clients adopting proposed policies, guidelines and
programs include:
WSS climate change guidelines for national, sub-national and local levels incorporated in
government planning in Bolivia (by 2015);
Bolivian capacity building agency (SENASBA) delivering training in on-site sanitation and
hygiene for rural and peri-urban areas including climate change adaptation measures (by 2015);
and
Small city and priority river basin investment program based on WSP-tested management model
approved and included in National Budget for funding in Honduras (by 2013).

e) Service Provider Capacity in Small Towns: Where effective water utilities exist, they are almost
always serving the populations of the largest cities (although capital cities in Central America, for
example, are still struggling to improve their WSS service delivery). Service provider capacity in
small towns, the intersection of rural and urban populations, is faced with all the complexities of
urban systems and the limited resources of rural systems. To address structural issues related to
improved service provision, and with a clear focus on providing services to the poor, WSP will target
service providers in Peru, Honduras and Nicaragua to improve investment planning, develop a
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 customerfocused approach, and extend services to peri-urban areas. The Intermediate Outcome of
these interventions will be measured by the following selected performance indicators:
At least 10 utilities implement customer-oriented strategy to improve quality of service for the
poor in Peru (by 2014);
Five small utilities executing projects in at least 10% of peri-urban areas to benefit 20,000
households in Nicaragua (by 2014); and
Service provider capacity development action plan for 61 small cities approved in Honduras (by
2013).

f) Disaster Risk Management in WSS service provision: As demonstrated by numerous experiences,

most recently the earthquakes in Haiti (2010), Chile (2010), and Peru (2007), natural events
(earthquakes, hurricanes, flooding) are commonplace throughout the region. WSP is building on an
opportunity to address structural issues in the way in which governments approach risk management
for WSS services in Peru as a consequence of the Pisco earthquake of 2007. The lessons taken from
improving regulation, investment planning, and building codes, will help service providers reduce the
effects of long-term interruptions of services to its customers, most severely affected of whom are the
poor. Selected performance indicators to measure intermediate outcome include:
At least 15 utilities implement disaster risk management practices in order to reduce or mitigate
impact of disasters on the water and sanitation services in Peru (by 2015);
Utilities Emergency Plans have WSH protocols for disaster response in place in x number of
utilities (by 2015).

Learning and Knowledge Sharing: The WSS sector in LAC continues to provide a very rich laboratory
for testing new ideas and learning from successful and failed experiences. Because of an overall
macroeconomic stability, there are opportunities to address structural and governance challenges
proactively and creatively. WSP has a key role to play in harnessing knowledge across the region for the
benefit of other LAC countries as well as for other regions. Because of its mandate to focus on Advisory,
Analysis, and Technical Assistance, WSP has a natural role to play in managing knowledge and learning
in concert with other actors. WSP will continue to look for opportunities to harness lessons that can
benefit opportunities to scale up what works in improving services for the poor, and will continue to
strengthen its broad partnerships across the region. Selected performance indicators for regional and
global learning include:
At least 3 regional agreements involving more than five countries to focus on prioritizing WSH
for the poor (by 2015);
At least 5 international learning/knowledge events by 2015 designed and implemented for 10 or
more national governments to improve their ability to scale up WSH for the poor; and
At least 3 World Bank loans include WSP generated learning and best practices (by 2013).

Learning between LAC countries and between LAC and other regions is a major guiding point of WSPs
strategy in Latin America. In this regard, WSPs strengthens its approach to knowledge sharing by
complementing other processes, whether investment programs, regional events, or emergency
opportunities (e.g., the drought affecting Tegucigalpa Honduras). Knowledge sharing has been conducted
effectively using a number of mechanisms, including seminars, diagnostics, workshops, exposure visits,

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conferences, internships, etc. Each of these mechanisms is strengthened when they are demand driven,
timely, and linked to larger reform processes.

Partnerships: Building and strengthening partnerships is at the heart of WSPs effectiveness, and can be
best illustrated at three levels of implementation. At the regional level, WSP actively searches out
opportunities to build and innovative partnerships with other regionally oriented actors. In Central
America, WSP supports the Forum for Central America and the Dominican Republic in Water Supply and
Sanitation (FOCARD-APS) as well as the Network of Stakeholders in Water and Sanitation are key and
unique mechanisms that promote regional partnerships. At the national level, the implementation of the
innovations ideas generated by WSP requires a strong partnership with sector authorities as well as other
important stakeholders. WSP has partnered with the Brazilian Association of Sanitary Engineers (ABES),
for example, to contribute to their ability to integrate international experiences in its own annual
conference as well as with other capacity-building workshops. WSP is also working with other bilateral
donors and development partners (JICA, IDB, KfW, GTZ, CAF, SDC, IWA, Fundacin de las Amricas,
and others) for harmonizing activities and providing inputs to the Government of Peru regarding the
development of the sector. At the activity level, many initiatives have been built around broad-based
partnership platforms to promote sanitation markets and improved hygiene practices. In Bolivia, WSP is
working with GTZ, UNICEF, and UN-Habitat to coordinate activities in peri-urban areas as well as
facilitating partnerships with central, department, and municipal levels of government. In Honduras WSP
is working with civil society stakeholders to support initiatives relevant for the sector, such as the hosting
of a presidential candidate debate in order to focus on WSS issues.

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 Bolivia Quick Facts

Population 9.7 million (2008) 1
Core Priorities: By 2015, WSP would support the GNI/Capita PPP US$ 1,460 (2008)1
Government of Bolivia (GoB) deliver: Infant mortality rate 46 (2008)1
Child malnutrition
6 %1
Services to the Rural Poor: The Ministry of prevalence
Environment and Water (MMAyA) has implemented Access to Water 85 % 2
a national investment program in RWSS adopting Urban 96% (2008)2
innovative financial and operational approaches to Rural 67% (2008)2
reach the poor. Access to Sanitation 46 %2
Services to the Periurban Poor: At least three
Urban(Sewerage) 54% (2008)2
municipalities have implemented integrated periurban
Rural 22% (2008)2
WSH programs to reach 150,000 households.
Data Sources: 1 World Bank Bolivia at Glance 2008
Results. 2 JMP 2008
Country Overview: In addition to being one of the
six Latin American countries currently off-track for reaching the MDGs for access to improved sanitation,
and one of the countries with the lowest levels of coverage in the Region, Bolivia is facing unprecedented
legal and institutional reforms under the framework of the new Constitution. Accordingly, the WSS is
undergoing one of its most substantial reform processes ever. The new WSS policy framework must take
into account: i) the human right to have universal and equitable access to water and sewerage services and
the government duty to provide such services through public, mix, cooperatives or communal providers,
banning concession and privatization models, ii) the social participation and social control of the public
administration in all levels, and iii) the municipal and departmental autonomies. Under this framework
the MMAyA has created Entidad Ejecutora de Medio Ambiente y Agua - EMAGUA for sector
investment implementation, a regulatory body Autoridad de Fiscalizacin y Control Social de Agua
Potable y Saneamiento Bsico AAPS, and a capacity-building entity, the Servicio Nacional para la
Sostenibilidad de Servicios de Saneamiento Bsico - SENASBA.

In areas with higher access, significant differences exist between rich and poor, and between access to
piped water and access to alternative sources (both of which qualify towards access to improved water
supply). Thus, in the city of Cochabamba, those residents connected to the public network pay
approximately $US 0.60 per M3 while the urban poor that depend on trunk lines pay approximately $US
3.21 per M3, or five times more for their water supply. The main WSS challenge is to expand sustainable
services to the growing peri-urban poor population and the rural population living in extreme poverty
conditions in a way that ensures easy-safe-affordable accessibility. Finally, Bolivia can no longer ignore
the climate change impacts that are directly affecting the availability of water resources for domestic use,
and will need to incorporate additional analyses in the implementation of the sectors program.

Global Outputs Outputs and selected indicators

Policy and regulatory frameworks & partnerships
to deliver services to the poor strengthened
Government capacity to better monitor and
sustain improved WSS&H services to poor
strengthened
Rural and periurban normative framework on sanitation and hygiene
solutions, including CC adaptation measures, strengthened (by 2013).
Government planning capacity to design a national RWS project
strengthened (by 2011).
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 Honduras Quick Facts

Population 7.2 million
Core Priorities: By 2015, WSP will help the Government GNI/Capita PPP* US$3,870
of Honduras deliver the following results: Under-five mortality rate 31
Malnutrition prevalence
Services to the Urban Poor: A basin based sanitation Weight for age (m/f) 9
methodology is developed, tested and implemented, in line Height for age (m/f) 30
with new planning guidelines. Access to Water 86%
Small-city service providers: An action plan for small Urban 95%
cities is prepared to address service improvement in 61 Rural 77%
localities; more than 200 municipal and central government Access to Sanitation 71%
officials trained.
Urban 80%
Rural 62%
Country Overview: The WSS sector reform process,
Data Sources: JMP, World Bank
initiated in 2003 with the passing of the Water and
Sanitation Framework Law, is being stepped up. The law has allowed the National Water and Sanitation
Council (CONASA) to acquire significant technical and administrative capacities. On the other hand, the
regulatory agency, ERSAPS, continues to consolidate its operation in 2010-14. In the coming years, it
will further strengthen its sector information system, and extend its coverage of regulatory services to
more urban centers and rural communities using the Local Supervision and Control Units it promotes
nation-wide. SANAA, the national service provider, which manages service provision in 18 urban
centers, including Tegucigalpa, is expected to devolve the water and sewerage systems to the
corresponding municipalities before October 13, 2012. A major challenge remains on how to provide all
service operators with adequate support and technical assistance, that will help improve performance, and
ensure that financial flows to the sector institutions, including the municipalities, are used efficiently and
effectively. Finally, the newly elected government has passed a new Planning Law (January 2010) which
presents major shifts in the way the country and the sector develop. The country will adopt a national and
regional planning scheme. Thus, all sector institutions will have to adapt to new the new planning
organizations created by the recent law. The new law provides for all national and regional planning
efforts to be undertaken at the river basin level, implying a more integrated approach to water issues.
Lastly, the new planning law requires a more participatory approach to spatial and sector planning,
through the regional development councils and the river basin authorities for example. Important
institutional and policy reforms for the WSS sector are required to implement the new legal requirements.

Global Outputs Outputs and Select Indicators

Policy and Basin based sanitation management /implementation model developed and tested.
Regulatory Basin based sanitation methodology proposal is developed by 2011.
Frameworks Pilot is tested in the Chamelecn River Basin by 2013.
Strengthened A recommendation package presented to CONASA for approval by 2015.
Service Provider Capacity of small city service providers to deliver improved services to the poor strengthened.
Capacity Action plan for improved capacity developed in 61 small cities by 2013.
Strengthened At least 3 officials from each of the 61 small cities trained in implementing the action plan by 2015.
At least 24 SANAA regional staff in 6 offices strengthened for planning and improved service provision
with domestic private participation.
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 Nicaragua Quick Facts

Population 5.4 million (2005) 1
Core Priorities: By 2015, WSP will help the GNI/Capita PPP US$ 1,017.0 (2007)
Government of Nicaragua deliver: Under-five mortality rate 31 (2005)
Malnutrition prevalence 16.9 %
Poor-inclusive WSS sector reform: Nicaraguan Weight for age 7.8%
institutions implementing a unified, concerted WSS Height for age 25%
Strategy; Access to Water 79 % (2007)
Services to the Peri Urban Poor: The national Urban 72 %
Nicaraguan utility (ENACAL) and municipalities Rural (2007)2 56.3 %
have developed programs and are executing WSS Access to Sanitation 47 %
projects in at least 20 % peri-urban areas of at least 6 Urban (Sewage) 36.5 % (2007)
major cities; and
Rural 73.2 % (2007)
Scaling up Sanitation and Hygiene: The Social Data Sources: (1) Census 2005 Results. INIDE; (2) Human
Investment Fund (FISE) strengthened local Development National Plan 2009-2011; (3) Nicaragua Poverty
Assessment 2008; (4) JMP 2004 Data; (5) ENDESA 2006
sanitation markets in at least ten municipalities.

Country Overview: Nicaragua is one six Latin American countries that is off-track for meeting the MDGs
for improved sanitation. Despite a stable macroeconomic environment that has allowed for positive
economic growth, the majority of the population has yet to receive the benefits of increased economic
performance. According to the World Bank, 46 percent of Nicaraguans live below the poverty line,
reflecting the chronic inequality in development that characterizes the Region. This inequality is also
evidenced in WSS services. Even with relatively high rates of access to water supply by urban
populations, significant problems with service provision remain in terms of quantity, continuity, water
quality, affecting most directly those inhabitants of periurban areas. In addition to issues of sustainable
access, Nicaragua is also a country threatened by natural disasters from earthquakes on its Pacific Coast
to hurricanes and floods on its Atlantic Coast. In the central northern areas, the La Nia phenomenon
produces severe droughts that affect the availability of drinking water, mainly in rural areas. The
Government of Nicaragua has launched its Human Development National Plan for 2009-2011. As part of
this national effort, the WSS sector has produced the WSS National Strategy 2009-2012 to address future
challenges of the WSS sector, with a high emphasis on the protection of water resources. In order to
implement this WSS National Strategy, the GoN and the WSS sector need to develop better operational
planning tools, better monitoring tools, and overall improved implementation capacity among central
government, local service providers, and municipalities.

Global Outputs Outputs and Select Indicators

Government Capacity to better FISEs capacity (Rural WS Coordinator) to expand developing of local capacities for
plan, monitor and sustain sanitation in rural areas and small towns strengthened (by 2012).
improved WSS & H services to Rural and Urban WS Operators and the regulatory body (INAA)s capacities to
the poor strengthened implement a national WS strategy strengthened.

Provider capacity to deliver The Main WS Operator (ENACAL) and 3 major municipalities planning capacity to
improved services to reach the deliver peri-urban water and sanitation services strengthened (by 2012).
poor strengthened

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 Peru Quick Facts

Population (2009) 29 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* (2008) US$7,980
Government of Peru deliver the following results: Total 36.2%
Poverty (2008)
Rural 59.8%
Targeting the urban poor: At least 10 utilities have Under-five mortality rate 33/1000 live births
implemented a customer-oriented strategy to improve (2008)
Under-Five Chronic Total 19%
quality of service to the poor;
Malnutrition (2009) Rural 34%
Improving services in rural and small towns: A rural
Access to Water
and small town national strategy for WSS harmonized 68%
(Census 2007)
among central and regional governments and key
Urban 82%
donors;
Rural 25%
Scaling up Sanitation and Hygiene: (i) Two pro-poor
Access to Sanitation
government programs implement Sanitation Markets (Census 2007)** 81%
approach to increase 250,000 households access to Urban 90%
improve sanitation by 2015; and (ii) At least 20,000 Rural 55%
schools implemented behavior change methodology in Data Sources: National Institute of Statistics (INEI), World
water, sanitation, and hygiene (WSH); and Bank
Disaster Risk Management (DRM): Policy ** Include sewerage, septic tanks & latrines
instruments adopted and at least 15 utilities implemented DRM practices in order to reduce or mitigate the
impact of disasters and climate change.

Country Overview: Despite Perus sustained economic growth over the past ten years, the benefits of this
development have not been equitable. This inequity is most evident in rural areas where 60% of the
population remains below the poverty line. WSS continues to be characterized by poor quality, low
access, and unsanitary hygiene practices by many sectors of the population. Unless structural changes are
designed and enforced in the WSS sector that address institutional incentives, internal governance, and
organizational performance of operators, structural impediments may continue to hinder the achievement
of the WSS MDGs. In parallel with this economic expansion, three important changes have affected
WSS in Peru: (i) the decentralization process has presented important challenges related to the transfer of
functions and low levels of decentralized capacity in planning and management; (ii) climate change
effects have become more notorious in the country due to glacial contraction and the increased frequency
of the El Nio phenomenon, placing an additional limiting factor for service provision, on top of recurring
natural disasters; and (iii) the Peruvian economy has been facing a consolidation phase of commercial
alliances, mainly through Free Trade Agreements, which specify sanitary and phytosanitary measures in
the trade of farming products, requiring increased attention to wastewater treatment and sanitation &
hygiene practices.

Global Outputs Outputs and Select Indicators

Policy and Regulatory Regulatory and policy framework for DRM strengthened
Frameworks Strengthened Policy instruments for DRM for utilities recommended to national authorities by 2012.
National Policy Framework for Hygiene and Sanitation Market strengthened
Policy tools recommended to multisector national authorities in Hygiene and Sanitation

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 Market by 2013.
National, Regional and Sub-national governments and partners capacity to implement integrated water, sanitation and
Local Government Capacity hygiene programs strengthened.
Strengthened At least 5 staff of 10 regional governments & 3 staff of 30 partners trained in integrated
san/hygiene by 2015
Two pro poor government programs capacities to increase households access to improved
sanitation strengthened by 2012-13.
Financial mechanisms designed and tested in at least 1 zone, each one by 2012.
Service Provider Capacity Customer-focused strategy for utilities developed and tested.
Strengthened Research-based communication strategy developed with participation of utilities and
consumers by 2013.
A recommended management strategy with customer-oriented approach to reach the poor
tested and evaluated in 3 utilities by 2014.
Utilities risk management capacity strengthened.
At least 100 staff from 20 investment planning offices trained in risk analysis by 2011.

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 D. SOUTH ASIA REGIONAL STRATEGY

Sector Overview: South Asia focus countries present important opportunities and challenges in extending
access to water and sanitation. Despite recent economic progress, particularly in India and Bangladesh,
outcomes have lagged expectations and South Asia continues to represent the largest concentration of
people lacking access to safe water and sanitation, with more than 600 million practicing open defecation
in India alone according to the most recent JMP figures.

With a total population of around 1.6 billion, almost entirely in WSP focus countries, South Asia is a
region of stark contrasts. Despite the economic success, South Asia now represents the largest
concentration of the worlds poor, as well as of those lacking access to safe water and sanitation. South
Asia is also the region most affected by violent conflict (although largely outside the WSP focus
countries). While India and perhaps Pakistan may achieve the water supply MDG by 2015, achieving the
sanitation MDG is less likely for any of the focus countries, reflecting wide disparities of access within
countries. This is rooted in a context where there is an overt focus on the creation of assets rather than
delivery of services from those assets.

Reflecting the huge scale of South Asia and the enormity of the poverty challenge facing hundreds of
millions of people, much of the focus of WSP in South Asia has been on leverage, outreach and scaling-
up, with a view to delivering solutions to the greatest number of poor people This reflects the opportunity
in water and, particularly, sanitation for interventions which, while low cost and high value, are highly
disaggregated so that the cost of delivering technical assistance necessitates a decentralized approach. The
scale of the challenge and the need to ensure sustainable outcomes has motivated important roles for
benchmarking and establishing mechanisms for peer monitoring and recognition of achievements.
Benchmarking, used in differing forms in the three countries, provides a mechanism to extend the focus
on quality service delivery as well as an early flag to deterioration in operations (and hence an
opportunity for intervention before system collapse). Associations of peers responsible for service
provision provide opportunities for dissemination of best practices, but also for gaining acceptance and
commitment through ongoing processes of mutual assessment (essentially community reinforcement).

Issues of decentralization and governance determine the nature of the WSP intervention in South Asia. As
India directs an increased allocation of financial and technical resources to its considerable challenges in
water and sanitation, WSP shall seek to inform the interventions of the Government of India, and those of
development partners, including the World Bank, for enhanced outcomes; particularly linking fiscal
allocations to performance and concentrating technical assistance on lagging states. In Bangladesh, with
its strong history in community led development and relatively homogeneous population, an approach of
horizontal learning has proven most effective, given limited fiscal resources and technical capacity in the
central Government. The fluid and occasionally contested nature of government in Pakistan has favored a
more opportunistic approach, particularly those with a relatively short chain between activity and
outcome. The provincial Local Government Acts which are being drafted provide a window of re-visiting
local governance model to streamline governance and accountability and realistically assign capacity and
resources. In all three countries, WSP leverages its resources through providing guidance to all levels of
government as to best practice for the decentralization of service delivery, incorporating experience in
governance for monitoring outcomes and establishing the control mechanisms and incentive structures
necessary for the delegation of resources and responsibilities.
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The WSP South Asia strategy is essentially programmatic, the emphasis is to guide governments in policy
reform, particularly with regards to ensuring that government interventions are pro-poor, that there is an
appropriate focus upon operations and maintenance and while projects include specific activities in
villages, towns and cities, these are generally learning exercises, to inform the preparation of policy, or
initiatives to demonstrate best practice to support the implementation of policy reform.

Challenges: Although rural and urban water supply and sanitation infrastructure coverage has improved,
the quality of water and sanitation services is not commensurate either with the scale of public
investments or the regions economic growth. The main challenge is that weak governance is leading to
weak service standards, especially for the poor, assets are poorly maintained and services sub-standard
and unsustainable, contributing to the widening gap between rich and poor. Policy targets are unclear,
fiscal support delinked from performance and subsidies are not clearly targeted at the poor. Despite
commonalities, distinctive strategies are needed for improving services in rural and urban areas. Reforms
require appropriate institutional frameworks, avoiding fragmented piecemeal reforms; and the use of
markets to leverage private-sector capital.
Rural coverage remains the greatest challenge. In India there is 90% coverage for rural water but
more than 35% of the villages have slipped back leaving significant lack of availability during
summer months, and increasing contamination of water sources. In rural sanitation, there is only 50%
coverage, with the rest resorting to open defecation. Indias lack of services has led to widespread
bacteriological contamination from human and animal fecal matter, a high malnutrition rate of 50%
and an IMR of 57 deaths / 1000 (it is estimated that about 1,000 children die each day due to diarrhea)
In Bangladesh rural areas the facilities are primarily provided by small scale private providers to
extract shallow ground water by hand pumps and other point sources. Arsenic contamination has
reduced access to safe drinking water from 95% to 76% over the past years. While more than 88% of
the population now practice fixed place defecation with some kind of latrines only 52% are deemed
sanitary on the JMP standard.

Urban coverage also falls short. Despite significantly increased funding and higher levels of
coverage (60% direct connections), access to urban water services in Indian cities favors the rich and
service is poor. Over a quarter of Indias 53 million urban households do not have sanitation facilities
within their premises. Indian urban slum communities in particular have limited or no access to any
sanitation services. Similar challenges exist in the area of solid waste management, 80% of municipal
solid waste is disposed in open dumps, posing health and environment risks. Similarly, municipal
services in Pakistan are characterized by high access to infrastructure (94% access to improved water
supplies and 73% access to latrines) but extremely low access to quality services (<30% safe
consumption of water and no-one safe from the risks unconfined excreta). In Bangladesh urban pipe
water supply depends on underground sources, subject to arsenic contamination and in 102 out of 308
pourashavas covers only about 30% of the population while the rest depends on hand pumps as in
rural areas. Only the 3 major cities have water authorities and no public sewerage system exists
outside of Dhaka. Despite the overwhelming reliance on on-site sanitation systems there is no
systematic management of fecal sludge or solid and liquid waste, nor cleaning of storm water drains
and canals.

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 The impact of service gaps is felt most acutely by the poor. There is growing recognition of the
institutional weaknesses that underlie these problems, and that more finance and infrastructure would
not by themselves lead to improved services. The fundamental challenge is not however one of fixing
the pipes, but rather one of fixing the institutions that fix the pipes. In the current institutional
structure the functions of policy making, oversight, and service provision are not clearly delineated,
and lead to conflicting objectives, political interference and lack of incentives and accountability. As
a result, performance at the operational level is deficient, and modern operating practices aimed at
efficient service delivery, such as strategic planning and commercially oriented service provision,
largely absent. Change is slow, because both service providers and consumers have come to accept
the traditionally poor level of services, despite the serious public health, environmental and economic
implications.

The impacts of climate change are increasingly pertinent in South Asia. Bangladesh is particularly
vulnerable to the impact of extreme weather (floods and storms) on water supply and sanitation
services in an increasingly urban environment. Bangladesh relies upon underground water sources
and is facing critical problems from a lowering of underground water table, increased salinity in the
coastal belt region and bacterial contamination. Surface water is also becoming scarce and highly
polluted day by day. In Pakistan and India the affects of climate change are being felt mostly in the
high mountain area, where water scarcity is increasing an issue, and in the cities dependent upon
glacier fed rivers. A further problem is being created by higher average temperatures which are
leading to increased numbers of pathogens present in drinking water supply.

WSPs strategy in South Asia will focus on the following key regional business areas:

a) Supporting poor inclusive WSS sector reform: WSP supports the design and consolidation of
national and state level policies and fiscal incentives, as well as intergovernmental institutional
arrangements that support integrated local development and enable rural and urban WSS service
providers to deliver efficient and sustainable service to consumers, especially the poor.
Bangladesh government revises national policies, strategies and performance monitoring and
evaluation system on safe water and improved sanitation against inclusive targets
Government of India allocates 10 % of its funding to the WSS sector on performance based
outcomes (currently 2% allocated this way); Government and 3 states strengthen and start
implementation of poor inclusive WSS policies for regulation, funds allocation and accountability
mechanisms (covering 240 million people of whom 80 million are poor).
Pakistan Rural/ urban drinking water policy refined at federal/ provincial level on the basis of
WSP advisory notes and consultative process (covering 170 million people)

b) Scaling Up Rural Sanitation & Water Security: In all three focus countries, scaling up rural
sanitation access and water security is a key priority area for WSP. A community led approach to
total sanitation and sanitation marketing is the primary means to support governments in reducing
open defecation, while the focus for rural water has shifted from access to ensuring quality and
security of supply:
In Bangladesh performance monitoring of safe water supply and improved sanitation services to
be operational in 170 rural locations covering 2.4 million people; Government to implement a
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 policy change to ensure safe water supply, improved sanitation and hygiene practices for an
estimated 10 million hard to reach people (including hard to reach areas and areas potentially
impacted by climate change)
In India ODF/CLTS approach to be adopted by 5,500 local governments in 6 states (covering 12
million people including 4 million poor); Rural water security plans developed and
implementation initiated by 20 districts (population 20 million of whom 7 million are poor)
The Pakistan federal government (in collaboration with at least one provincial government)
announces a national program and starts implementing rewards for 'ODF outcomes' in at least 50
communities benefiting 1 million people by 2020;

c) Creating Sustainable Services through DPSP: Developing the enabling environment for
engagement by domestic private sector entrepreneurs in the provision of water and sanitation
services:
In Bangladesh 200 private manufacturers deliver multiple sanitary options in response to demand
for quality product and services
In India at least one state develops a PPP strategy for solid waste management and at least one
state launches training programs in at least 8 districts for private sector providers to install,
maintain and market safe sanitation facilities

d) Developing Poor-Inclusive Urban Water and Sanitation: Improved water and sanitation services
for the poor depend on the accountability of sector institutions and the broader workings of
government, requiring a strong governance framework for devolved autonomous yet accountable
government. WSP interventions seeks to re-orient the focus towards services (rather than
infrastructure) through a diverse set of activities designed to support the use of service quality
benchmarking, and Operations and Maintenance performance agreements between governments and
the various providers of services (public or private).
Bangladesh performance monitoring of safe water supply and improved sanitation services to be
operational in 30 urban local government institutions covering 2.7 million people; each year 6
local government institutions to build capacity to monitor the service providers within their
jurisdiction to ensure a minimum safety of water and improved sanitation services for all
In Bangladesh 100 water utilities deliver improved water services and multiple sanitary options
for quality service provision; 30 urban utilities build capacity to use benchmarking and
performance improvement planning to deliver improved services (reduction of NRW, increase in
coverage); strengthened networking through sharing of benchmarking data and good practices
improves the service delivery performance of 50 urban utilities
In India performance monitoring systems are strengthened and used by the Government of India,
3 states and 2000 Urban Local Bodies; 10 cities in 2 states and one bank project design and start
using citizen engagement strategies (grievance redress mechanisms / report cards) benefitting 10
million.
In India the City Sanitation Plan model to be adopted by an additional 50 cities (benefiting 10m
people including 4m poor).
In Pakistan at least two provincial governments institutionalize performance benchmarking to
offer 6 performance based contracts to utility managers (covering 7 million people); at least one
province to introduce performance based allocation of funds for urban water supply and two city
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 governments to functionally align to their constitutional role for water and sanitation, benefiting
20 million population.
In Pakistan at least one provincial government has institutional framework to take account of
consumer voice in decision making and service delivery; 8 urban utilities build capacity to use
benchmarking and performance improvement planning to deliver improved services (reduction of
NRW, increase in coverage)

Bangladesh

Pakistan
India
Supporting poor inclusive WSS sector reform: x x
Scaling Up Rural Sanitation & Water Security:: x x x
Creating Sustainable Services through DPSP x x
Developing Poor-Inclusive Urban Water & Sanitation x x x

Knowledge Sharing: WSP South Asia will build on the successes of the Economics of Sanitation
Initiative launched by WSP in 2008 in East Asia by using the ESI methodology to demonstrate the
economic losses to countries in the region due to poor sanitation. By working with the Governments of
Bangladesh, India, and Pakistan on ESI, WSP will develop powerful evidence to facilitate action towards
improving sanitation for poor people.

Other important knowledge products in India include the continued development of a sanitation ratings
system for cities, the development of city sanitation plans supported by a report on baseline sanitation, an
online software system for national and state level performance benchmarking, a study on the
sustainability of behavior change to collect evidence on the quality and usage of sanitation infrastructure,
a strategy and toolkit to support demand creation for safe rural sanitation, guidance notes for service
providers on citizen's engagement strategies and social accountability, a study on the financial
requirement and investment planning for sanitation, and a toolkit on how to engage private sector firms to
support behavior change to end open defecation at scale.

In Bangladesh, WSP will develop knowledge in the identification and adaptation of potential impact of
climate change, environmental sanitation, monitoring and evaluation systems, benchmarking and
performance improvement for urban water utilities, water safety and quality sanitation, sanitation market
development, participatory planning, and behavior change.

In Pakistan, knowledge products will cover areas such as climate change, strengthening of federal and
provincial training institutes, institutional realignment for effective service delivery in urban areas, social
accountability, gender, and performance-based budgeting.
Partnerships: WSP relies on partnerships to increase the impact of its operations in each SAR focus
country. Although regional level activities in South Asia are limited largely to knowledge exchange, WSP
works closely with partners such as IWA and the South Asia Water Utilities Network to promote this
activity. At a coordination level, WSP works closely with partners such as ADB, AusAid, CIDA,
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DANIDA, DFID, GTZ, JICA, KfW, SDC, SIDA, UNCDF, UNDP, UNICEF, and USAID in determining
with governments the most appropriate nature of intervention and the agency best positioned to provide
assistance. Given the important focus on leveraging WSPs intervention with governments, WSP South
Asia has strengthened its partnerships with training institutions and leading think-tanks, universities and
policy research institutes to take advantage of the high level of technical expertise available in South
Asia. WSP has also developed strong partnerships at the NGO level for the implementation of technical
assistance activities to create ownership of results and increase capacity; and leverage further support
from others. CSO partners include WaterAid and Plan International, among others.

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 Bangladesh Quick Facts

Population 160 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* 520 US$
Government of Bangladesh deliver the following Under-five mortality rate 61 per thousand
results: Undernourishment
26% of pop.
prevalence
Scaling up Rural Sanitation & Water Security: Weight for age (m/f) 40% children < 5
policy implemented to ensure safe water supply, Height for age (m/f) 47% children < 5
improved sanitation and hygiene practices for 10 Total improved use of
80% of pop.
million hard to reach people [horizontal learning]; drinking water
PoorInclusive Urban Water & Sanitation: Urban 85%
Performance monitoring of safe water supply and Rural 78%
improved sanitation services operational in 30 urban Total improved use of
53% of pop.
local government institutions covering 5 million people; sanitation facilities
[training] and Urban 56%
Domestic private sector participation: (i) 100 water Rural 52%
utilities deliver improved water services through local Data Sources: JMP, Demographic Health Survey, World Bank

PSP arrangements; (ii) 200 private manufacturers deliver multiple sanitary options in response to demand
for quality product and services.

Country Overview: Despite recent consistent economic growth and a history in community-led
development, Bangladesh continues to face important challenges in the provision of safe water and
sanitation. Piped water is available in only 102 out of 308 urban districts (pourashavas) and there for only
30% of the population. The rest of the urban population, and virtually all the rural population, rely upon
hand pumps. Only the three major cities have Water and Sanitation Authorities. Underground water
sources now face critical problems with lowering of the water table, increased salinity in the coastal belt
region and bacterial contamination. Arsenic contamination has reduced access to safe drinking water from
95% to 76% over the past years. Surface water sources are also becoming scarce and increasingly
polluted. The sanitation situation has showed great progress over recent years and >88% people now
practice fixed place defecation, mostly with low cost pit latrines. However, coverage of improved
sanitation is only 53%. Although Bangladesh is rapidly urbanizing, no public sewerage systems exist
outside of Dhaka and local governments lack the capacity to manage fecal sludge and solid and liquid
waste.

Global Outputs Outputs and Select Indicators

Policy and Capacity of National Government (DPHE) is increased to review, develop policy framework,
Regulatory performance M&E system in safeguarding minimum water supply and sanitation services for all.
Frameworks Capacity of government developed to integrate strategies for hard to reach areas and people, and
Strengthened private public partnerships in the revised Sector Development Plan (by 2011).
Support provided to government to revise national policies, strategies and performance monitoring
and evaluation system on safe water and improved sanitation against inclusive targets (by 2014).
Government leads development partner harmonization through the LCGs and in accordance with the
Sector Development Plan.

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National, Regional Capacity of Local Government Institutions strengthened to ensure the delivery of safe drinking water and
and Local improved sanitation services to all including the poor.
Government Capacity built of 40 local government institutions (6 urban and 34 rural) in each year to monitor the
Capacity service providers within their jurisdiction to ensure a minimum safety of water and improved
Strengthened sanitation services for all (up to 2015).
300 local government institutions (30 urban and 270 rural) trained to develop participatory plans to
ensure safe water and sanitation services for all (by 2014) with special focus on poor and potential
impact of climate change.
Training provided to 60 local government institutions ( rural) on sanitation market development to
support 1.0 million people to move from ODF status to improved sanitation ( by 2015)
500 local government institutions (50 urban and 450 rural) replicate good water supply and
sanitation practices through horizontal learning and networking (by 2015).
Service Provider Capacity of public and private service providers increased to respond to the demands of consumers for
Capacity safe drinking water and improved sanitation.
Strengthened Capacity built of 30 urban utilities to use benchmarking and performance improvement planning to
deliver improved services (i.e. reduction of NRW, increase in coverage, water improved testing,
higher revenue generation, less customer complaints) (by 2013)
Strengthened networking through sharing of benchmarking data and good practices improves the
service delivery performance of 50 urban utilities (by 2015).
Training provided and awareness developed among 200 private entrepreneurs to manufacture
multiple options of sanitary latrines, waste management and hand washing devices .(by 2015)
50 non government providers mobilized to invest and provide pipe water supply in rural and small
towns under PPP (by 2014).

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 India Quick Facts

Population 1,140 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* 1.040 US$
Government of India deliver the following results: Under-five mortality rate 72 per thousand
Undernourishment
22% of pop.
Scaling up Rural Sanitation & Water Security: prevalence
ODF/ CLTS approach to be adopted by 5,500 local Weight for age (M/F) 44% children < 5
governments in 6 states (covering 12 million people Height for age (M/F) 48% children < 5
including 4 million poor) and rural water security plans Total improved use of
88% of pop.
developed and implementation initiated by 20 districts drinking water
(population 20 million; 7 million poor); Urban 96%
Domestic private sector participation: at least one Rural 84%
state develops a PPP strategy for Solid Waste Total improved use of
31% of pop.
Management and in one state at least 8 districts launch sanitation facilities
training programs for private sector providers to install, Urban 54%
maintain and market safe sanitation facilities; Rural 21 %
Poor-inclusive National WSS Policy and Strategy: Data Sources: JMP, Demographic Health Survey, World Bank
(i) The Government and three states strengthened or
started implementation of poor-inclusive WSS policies for regulation, funds allocation and accountability
mechanisms (covering 240 million people of whom 80 million are poor). Government allocated 10 % of
its funding to the WSS sector on performance based outcomes; (ii) and
Developing Poor-Inclusive Urban Water & Sanitation: City Sanitation Plan model to be adopted by an
additional 50 cities (10m people including 4m poor);Performance monitoring systems are strengthened
and used by the Government, 3 states and 2000 Urban Local Bodies. Ten cities in 2 states and one bank
project design and start using citizen engagement strategies benefitting 10m people.

Country Overview: About 28% of Indias population lives below the poverty line, of whom 60% live in
lagging states. Water and sanitation service standards, especially for the poor, are weak. Although there
is 90% water coverage, more than 35% of the villages have slipped back in coverage leading to lack of
availability during summer months, and increasing contamination of water sources. There is only 50%
coverage for rural sanitation, with the rest practicing open defecation. This has led to a high malnutrition
rate of 50% and a high IMR of 57 deaths / 1000. In most rural areas there is widespread bacteriological
contamination from human and animal fecal matter, and it is estimated that about 1,000 children die each
day due to diarrhea. Despite significantly increased funding and higher levels of coverage (60% direct
connections), access to urban water services favors the better off and the quality of services is inadequate.
A quarter of Indias 53 million urban households do not have sanitation facilities within their premises
and 80% of municipal solid waste (approx. 42 million tons per annum) is currently disposed of in
unsanitary facilities.

Although rural and urban water supply and sanitation (WSS) infrastructure coverage has improved, the
quality of water and sanitation services is not commensurate either with the scale of public investments in
WSS or Indias high economic growth. WSS assets are poorly maintained and services sub-standard,
unsustainable and contribute to the widening gap between rich and poor. The most important challenge
facing the county in the rural water and sanitation sector is the lack of affordable, assured services. The
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major challenge to improved service provision has been the weak governance in the sector leading to a
lack of accountable institutions which can effectively deliver services based on demand. Incentives for
institutions are more aimed at construction of infrastructure at the cost of its O&M. The Government of
India has sought to address these inadequacies through policy reforms supported by large national
programs, such as National Rural Drinking water program ($4 billion/annum), the Total Sanitation
campaign ($300 million/ annum) and the revised National Rural Drinking Water Program which includes
fiscal incentives to shift emphasis from building infrastructure to ensuring the sustainable supply of
sufficient, good quality water for growing villages. More recently the 13th Finance Commission has
announced that fiscal transfers to local bodies will be in part on the basis of achievements in improved
service level provision in water and sanitation.

Global Outputs Outputs and Select Indicators

Policy and Regulatory WSP advocated UWSS polices for service provider regulation, performance improvement planning
Frameworks and regional landfills accepted by MoUD; strategies for PPP in WSS and for rating & performance
Strengthened based awards for sanitation strengthened by MoUD and DDWS.
3 states develop integrated urban sanitation strategies by 2015
3 states refine existing RWS strategies by 2015
One state develops small town WSS service improvement strategy by 2015
2 states and one bank project accept WSP designed citizen engagement strategy by 2015
National, Regional and Local government capacity to improve WSS service delivery based on national policies and strategies
Local Government enhanced.
Capacity Strengthened Strategy for UWS benchmarking (including performance linked financing) accepted by 4 states by
2015
District water security planning modules developed by WSP for 5 districts in RWS sectorin
different agro-climatic zones by 2015
WSP designed City Sanitation Plans (covering 150,000 people, 50,000 poor people) accepted by
2 cities by 2012 and city wide slum upgrading strategy accepted by 5 cities by 2012 (covering
slum population of about 1 million)
4 small towns accept WSP developed UWS integrated business plans (covering 200,000 people,
60,000 poor people) by 2012
At least 500 senior staff from GoI and 6 states trained through exposure visits, workshops by WSP
by 2015.
Service Provider Training modules/tool kits developed for use by LGs and service providers to build capacity to deliver
Capacity Strengthened improved water supply and sanitation services and hygiene programs for poor people
5,500 LGs trained in CLTS approaches to adopt steps to achieve ODF status covering 12m
people by 2015
27 cities trained to develop Performance Improvement Plans (PIPs) in Urban WSS by 2013
Training provided to 100 service providers in WSS sector through training, exposure visits by 2015

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 Pakistan Quick Facts

Population 166 million
Core Priorities: By 2015, WSP will help the GNI/Capita PPP* 1016 US $
Government of Pakistan deliver the following results: Under-five mortality rate 90 per thousand
Malnutrition prevalence 23% of pop.
Supporting Poor Inclusive WSS Sector Reforms: At least Weight for age 31.3%
one province introduces performance based allocation Height for age 41.5%
of funds for urban water supply and two provincial Total improved use of
governments institutionalize performance 90% of pop.
drinking water
benchmarking to offer performance based contracts to Urban 94%
utility managers (covering population of 7 million) Rural 87%
Developing Poor-Inclusive Urban Water & Sanitation: Total improved use of
45% of pop.
Eight urban utilities build capacity to use benchmarking sanitation facilities
and performance improvement planning to deliver Urban 72%
improved services (reduction of NRW, increase in Rural 29%
coverage, water improved testing, higher revenue Data Sources: JMP, Demographic Health Survey, World Bank
generation, less customer complaints).
Scaling up Rural Sanitation & Rural Water: Federal government (in collaboration with at least one
provincial government) announces a national program and starts implementing rewards for 'ODF
outcomes' in at least 50 communities benefiting 1 million people.

Country Overview: In spite of the relatively high levels of access to improved infrastructure in Pakistan,
the quality of access to services by the poor remains low. For example, the municipal sector has 94%
access to improved water supplies and 73% access to latrines but extremely low access to quality services
(<30% safe consumption of water and no-one safe from the risks unconfined excreta). This deficiency
stems from an excessive focus on the creation of assets rather than delivery of services. This is an indirect
consequence of a government that is in competition with non-government providers of municipal
services, and a direct consequence of the extent to which this competition is dominated by non-
government providers. Improving water and sanitation services for the poor will depend upon increasing
the accountability of the sector institutions and the broader workings of government in general.

The challenge in Pakistan is not one of fixing the pipes, but rather one of fixing the institutions that fix
the pipes. This requires institutions that are accountable to deliver services within the framework of
clearly articulated and effectively regulated policies. In 2001 the legal framework significantly
transformed the governance structures; however, the current, highly contested, political framework has
resulted in greater confusion in roles and responsibilities. All four provinces are developing legislation for
local government with varying perceptions about devolution and conflicting political priorities. Clarifying
and linking the bottom up accountability of governments to citizens and service providers to consumers
with the top down accountability of municipal governments will be essential to improving the quality
and sustainability of municipal services.

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 Global Outputs Outputs and Select Indicators

Policy and Regulatory Reform policies and regulatory frameworks strengthened at federal and provincial level
Frameworks Strengthened (benefitting 170 million) in the following areas.
Rural/ urban Drinking water policy refined at federal/ provincial level on the basis of WSP
advisory notes and consultative process carried out by WSP by 2013
WSP advisory note on urban slums is used as a springboard by federal and provincial
governments to formulate policies and strategies in 2011
Provincial government in one province assisted by WSP for functional realignment focusing
on municipal service delivery by 2014
WSP facilitates consensus development for Provincial act on rural water supply in one
province (2012)
National, Regional and Federal, provincial and local government capacity strengthened to ensure the delivery of safe
Local Government Capacity drinking water and improved sanitation services to all including the poor.
Strengthened Capacity of 2 Federal government institutions strengthened to adopt performance (outcome)
based allocations to provinces by 2014
Staff of 1 federal and three provincial departments trained in the use of the performance
monitoring system by 2014.
24/7 water supply schemes managed by small domestic providers tested in 15 local
governments and corresponding training provided to 300 staff members of provincial and
local government departments by2012
Capacity of one local government training institute at federal level strengthened to develop
appropriate research and training programs for pro-poor service delivery by 2015.
100 staff members of various ministries and departments trained in reforms communication
and awareness creation
Service Provider Capacity Capacity built of 8 urban utilities to use benchmarking and performance improvement
Strengthened planning to deliver improved services (i.e. reduction of NRW, increase in coverage, water
improved testing, higher revenue generation, less customer complaints) (by 2013)
Strengthened networking of utilities through sharing of benchmarking data and good
practices improves the service delivery performance of 6 public and 2 private sector urban
utilities (by 2015).
Training provided and awareness developed among 200 private entrepreneurs to replicate
Community managed rural waters supply model.(by 2015)
Staff of 2 urban and 4 rural utilities trained to implement voice and client mechanisms for
service improvement and behavior change (2012)

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 VI. Annex 1: The Water and Sanitation Program Global Results Framework: FY11 FY15

Level ResultsChain PerformanceIndicators Definition,Source,CollectionResponsibility

Impact Householdhealthand 1. Reducedunderfivemortalityrateinfocuscountries. Definition:
socioeconomicstatus Indicators13measurelongtermhealthimpactsinchildren
ofpoorpeople 2. Reducedmalnutritionprevalenceinfocuscountries under5.Stunting(heightforage)isassociatedwithlongterm
improved. disaggregatedbysocioeconomicposition: chronicproblems,whilewasting(weightforheight)ismoreto
a. Weightforage(%ofchildrenunder5) dowithrecentorsevereproblems.
b. Heightforage(%ofchildrenunder5) Note:Dataisnotavailableforallfourindicatorsineveryfocus
c.Weightforheight countries.
3. Decreasedprevalenceofdiarrheainchildrenunder5 Source:
infocuscountries. DemographicandHealthSurveys(DHS:
http://www.statcompiler.com/),MultipleIndicatorCluster
4. EconomicbenefitsofimprovedaccesstoWSSH: Surveys(MICsavailablethroughWorldBankDDPMicrodata),
a. HouseholdfinancialexpenditureonWASH WorldDevelopmentIndicators(WDI),Householdbudget
b. AveragetimeperHHspentcollectingwater surveys
Responsibility:WSPGlobal
Outcome Useofimprovedwater 1. Numberofpeoplethathavegainedaccessto Definition: AsmeasuredbytheJointMonitoringProgramme
supplyandsanitation improvedwaterandsanitationbycategoryas onWaterSupplyandSanitation(JMP).Categoriesfor
services,andhygiene definedbytheJMPby2015. Sanitation:Improved,Shared,Unimproved,andOpen
Defecation;andWater:Piped,OtherImproved,Unimproved
practicesbypoorpeople
Source:JMPdata.www.wssinfo.org
increased. Responsibility:WSPGlobal
2. Percentofhouseholdswhoadoptimproved Definition: Evenwhenhouseholdshaveaccesstoimproved
householdlevelwatertreatmenttechniques. watersourcessuchaspipedwater,thewaterqualityisnot
necessarilysafe.ThisissomethingJMPseekstoaddressinthe
future,butwaterqualityisnotcurrentlysomethingtheytrack.
Source:DHS
Responsibility:WSPGlobal
3. Percentofallhouseholdsthatdisposeoffecessafely Definition: Thepurposeoftheindicatoristodeterminewhat
forchildrenunder5infocuscountries. wasdonewiththefecesofchildreninthehouseholdwhen
theymostrecentlypassedstool.
Source:MICSandDHS
Responsibility:WSPGlobal
4. Percentoftargetedhouseholdsthathavehand Definition: Measure is a proxy indicator for washing hands with
washingstationwithsoapandwaterpresentnear soap, based on access, opportunity and availability of means to
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 Level ResultsChain
GlobalWSP Governmentsscaleup
Intermediate improvedwatersupply
Outcome andsanitationservices
andhygieneprograms
forpoorpeople.
PerformanceIndicators
latrine.
5. NumberofODFcommunitiesverifiedbynational
and/orlocalgovernmentverificationsystems.
Financing:
1.1 a.IncreaseinpublicfundingtopoorinclusiveWSS&H inclusiveinitiativesareembeddedininvestmentprogramsand
services.
b.Increaseinprivatefundingtopoorinclusive
WSS&Hservices.
1.2 a.WSPtestedapproachesfor scalingupWSS&H
servicestopoorpeoplereplicatedin:
1.2.1 NumberofWSPfocuscountries;and,
1.2.2 NonWSPfocuscountries.
b. Volumeofinvestments(eg.WorldBank)linked
to1.2.1and1.2.2.
c. Numberofpoorpeopleservedby1.2.1and1.2.2 Responsibility:RTLsandWSPGlobal
1.3 NumberofWSS&HpoliciestowhichWSPcontributed Definition: Indicatormeasurestheeffectivenessofthe
adoptedbynationalgovernments.
1.4 NumberofpolicybriefspreparedbyWSPinclude
genderspecificcomponents
1.5 NumberofWSS&HregulationstowhichWSP
Definition,Source,CollectionResponsibility
wash hands with soap (handwashing station with soap and
water). Behavior determinants at Intermediate outcome level will
measure Opportunity, Ability and Motivation around behavioral
determinants.
Source: DHS AND MICS (right now limited countries but will
include in new rounds)
Responsibility: WSP Global
Definition: Indicatormeasurestheachievementandvalidation
ofacommunitybecomingopendefecationfreeinWSPfocus
countries.Localandnationalgovernmentsmayestablishtheir
ownstandardsforODF.ODFstatusisindependentlyand
externallyverifiedaccordingtoeachcountrysstandards.
Source:Governmentverificationsystemdata
Responsibility:WSPGlobal
Definition: Indicatormeasurestheextenttowhichpoor
projects(bothlocalandinternationallyfunded)andthat
governmentcommitmenttoprovidingimprovedaccessto
poorpeopleincreasesasmeasuredbyincreasesinfunding
levels.
Source:Programandprojectdesigns.
Responsibility:RTLs
Definition: IndicatormeasuresthereplicationofWSPtested
approacheswithinfocuscountries,andinadditionalfocusand
nonfocuscountries.Thismeasurestheeffectivenessof
advocacyandknowledgetransfer,alongwiththeapproach
itself.
Source:TBD
technicalassistance,advocacyandinputsprovidedbyWSPin
poorinclusiveWSS&Hpolicyandregulatoryframeworks.
Source:Governmentpolicyandregulatorydocuments.
Responsibility:RTLsandWSPGlobal
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 Level ResultsChain PerformanceIndicators Definition,Source,CollectionResponsibility

contributedunderimplementationbynational
and/orsubnationalgovernments.
1.6 NumberofWSS&Hstrategies/actionplansunder
implementationtowhichWSPcontributed.
DomesticPrivateSectorParticipation: Definition: Variousmeasurementsofcapacitystrengtheningof
serviceproviders.
AmongWSPselectedpublicandprivateproviders: Sources:Trainingprogramsandparticipantevaluations,

benchmarkingsystemdata,staff/participantsurveys,etc.
1.7 Increasedoperationalefficiency(e.g.,NRW,billing
andcollectionratio,O&Mcostrecovery) Responsibility:RTLs
1.8 NumberofPPParrangementsandnumberofpeople
served.
1.9 Increasedparticipationofwomeninscalingup
programsfacilitatedbyWSP

PerformanceMonitoring: Definition: Indicatormeasurestheadoptionanduseof
1.10Numberofperformancemonitoringsystems performancemonitoringsystemsdevelopedwithWSP
operationalin: assistance.
1.6.1.Nationalgovernmentagencies; Source:Performancemonitoringsystemauditlogs.
1.6.2.Subnationalgovernmentagencies. Institutionalmanagementandstaffsurveysfromeachcountry
Responsibility:RTLs
1.11Numberofutilitiessharinginformationthrough
monitoringsystems(eg.IBNET&CATS).
1.12Performancemonitoringsystemsincludegender
specificindicators
WSPGlobal PolicyandRegulatory InWSPfocuscountries: Definition: Theseindicatorsfocusonimprovingpoliciesand
Expected Frameworks regulationsbymeasuringWSPscontributions.
Result#1 Strengthened 1.1 NumberwithpoorinclusiveWSS&Hpoliciestowhich Source:Countrypolicydocuments,regulations.
WSPcontributed Responsibility:TTLs
Enablingpolicyand 1.1.1Ruralwater,sanitationandhygiene
regulatoryframeworksto 1.1.2Urbanwater,sanitationandhygiene
deliverimprovedwater 1.2 Numberwithintegratedsanitationandhygiene
supplyandsanitation policiestowhichWSPcontributed;
servicesandhygiene 1.3 NumberofregulationsamendedbasedonWSP
programsforpoor contributions.

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 Level ResultsChain PerformanceIndicators Definition,Source,CollectionResponsibility
peoplestrengthened.

WSPGlobal National,Regionaland 2.1 Numberofnational,regional,localgovernmentswith Definition: Variousmeasurementsofcapacitystrengtheningof
Expected LocalGovernment strategicplansintegratingWSS&Hcomponents. national,regionalandlocallevelgovernments.Measuring
Result#2 CapacityStrengthened 2.2 Numberofministries/staffreceivingtraining. deliveryoftrainingandcoverage,perceivedquality,
2.3 Increasedrepresentationofwomenincapacity operationalizingsystems,strategicplanningimprovementsand
National,regionaland buildingprogramsorganizedbyWSP knowledgesharing.
localgovernment 2.4 Percentoftrainingprogramsreceivingsatisfactory Sources:Trainingprogramsandparticipantevaluations,
capacitytodesign, levelsofperformanceevaluations. benchmarkingsystemdata,staff/participantsurveys,etc.
deliver,andmonitor 2.5 Numberofgovernmentagenciesinwhich Responsibility:TTLs
improvedwatersupply performancemonitoringsystemsareinstalled.
andsanitationservices
andhygieneprogramsfor
poorpeople
strengthened.
WSPGlobal ServiceProviderCapacity 2.1 AmongWSPselectedpublicandprivateproviders: Definition:Variousmeasurementsofcapacitystrengtheningof
Expected Strengthened 2.1.1 Increasedtechnicalcapacitytodesignand serviceproviders.
Result#3 deliverservices: Sources:Trainingprogramsandparticipantevaluations,
Serviceprovidercapacity 2.1.1.1 #ofproviderstrained benchmarkingsystemdata,staff/participantsurveys,etc.
todeliverimproved 2.1.1.2 Affordablemodelsandproducts Responsibility:RTLs
watersupplyand developedbasedoncapacitybuilding
sanitationservicesand needsofbothmenandwomen
hygieneprogramsfor 2.1.2 Increasedabilitytoaccessfinance:
poorpeople 2.1.2.1 Numberofinvestmentproposals
strengthened. 2.1.2.2 NumberofOBAschemes
2.1.2.3 Numberofwomengroupswith
increasedaccesstofinancing
2.2NumberofutilitiesreceivingWSP

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