Strategic Plan 2012 - 2015 Delivering Basic Water Supply and Sanitation to Rural Africa Rural Water Supply & Sanitation Initiative (RWSSI)
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Strategic Plan 2012 - 2015Delivering Basic Water Supply and Sanitation to Rural Africa
Rural Water Supply & Sanitation Initiative (RWSSI)
Strategic Plan 2012 - 2015Delivering Basic Water Supply and Sanitation to Rural Africa
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
2
The RWSSI Strategic Plan 2012-2015 was approved by the Board of Directors of the African DevelopmentBank on 16th April 2013
1. Introduction
1.1 Background to RWSSI1.2 Trends Influencing the Sector1.3 RWSSI Assessments
1.3.1 Lessons from Implementing RWSSI: Achievements and Challenges
1.3.2 Key Recommendations
2. The RWSSI Strategic plan (2012 – 2015)
2.1 Introduction2.2 Vision and mission2.3 Goals and objectives2.4 Strategic orientation2.5 Components and outputs of the Strategic Plan2.6 Impact and outcomes
3. The RWSSI Trust Fund
3.1 Introduction and role of the Fund3.2 Areas of intervention for RWSSI-TF resources3.3 RWSSI-TF niche products3.4 Efficiency of the RWSSI-TF Operations
4. Funding the strategic plan
4.1 Funding requirements4.2 Breakdown and proposed sources of required investment4.3 The Bank’s indicative pipeline of RWSSI Operations4.4 Resource Mobilization Strategies
4.4.1 Introduction
4.4.2 The Bank’s Role
4.4.3 Governments and Community Contributions
4.4.4 Donor Contributions and the RWSSI-TF
5. RWSSI implementation approaches and processes
5.1 The 2004 Framework for implementation5.2 Programming and operational processes
5.2.1 Programmatic Approach
5.2.2 Accelerating Implementation Rates
5.2.3 Regional Coordination, Partnerships and RWSSI Management
5.2.4 Policy and Investment Readiness, and Country Status Overviews (CSOs)
5.2.5 Internal Bank Capacity and Collaboration
5.2.6 RWSSI Strategic Partnerships
5.2.7 Mainstreaming Cross-Cutting Themes
5.2.8 Enhancing Sanitation Access in RMCs
6. Conclusions and recommendations
6.1 Conclusion
6.2 Recommendations
Table of contents
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
3
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
4
ADB
ADF-XII
AfDB
AMCOW
AU
AWV
AWF
CSO
CLTS
FFI
GDP
JMP
M&E
MDGs
MTEF
NGO
O&M
OWAS
PFM
RWSS
RWSSI
RWSSI-TF
SP
SWAp
TF
TFSC
UA
UNESCO-IHE
WEDC
WG
List of Acronyms
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
5
African Development Bank
12th replenishment of African Development Fund
African Development Bank Group
African Ministerial Council on Water
Africa Union
African Water Vision
African Water Facility
Country Status Overview
Community Led Total Sanitation
Framework for Implementation
Gross Domestic Product
Joint Monitoring Programme
Monitoring and Evaluation
Millennium Development Goals
Medium Term Expenditure Framework
Non-Governmental Organisation
Operation and Maintenance
Water and Sanitation Department (of AfDB)
Public Financial Management
Rural Water Supply and Sanitation
Rural Water Supply and Sanitation Initiative
Rural Water Supply and Sanitation Initiative Trust Fund
Strategic Plan
Sector Wide Approach
Trust Fund
Trust Fund Steering Committee
Unit of Account
UNESCO-IHE Institute for Water Education, Delft The Netherlands
Water, Engineering and Development Centre, University of Loughborough, UK
Working Group (of the RCC)
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
6
Results-Based Management Framework for the RWSSI Strategic Plan 2012 – 2015
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
7
RESULTS CHAIN
PERFORMANCE IN
DICAT
ORS
MEANS
OF VERIFICAT
ION
RISKS/M
ITIGAT
ION
MEASURES
Objectively Verifiable In
dicators (O
VI)
Baseline1
Targets-
2015
Improved
health, living co
ndition
san
d literacy for pe
ople living
inrural areas
1.1
% Red
uction in und
er-5 m
ortality rates in Africa
1.2
Ratio of g
irls to boys in prim
ary an
d seco
ndary scho
ol1.3
% Red
uction in healthcare costs
1.1
127
(200
9)
1.2
91(200
9)1.3
TDB
1.1
40%(202
0)
1.2
95(202
0)1.3
30%(202
0
-WHO Statistical Info
System
-WHO/UNICEF JM
PRep
orts
Risk statem
ent:
-Political sup
port and
prioritization by African
governmen
ts m
ay not be
sufficien
t to assure
sustaina
bility of RWSSI’s
impa
cts.
Mitigation strategies:
-Advoc
acy fro
m im
proved
high
-level coo
rdination an
dvigo
rous lobb
ying
throug
hthe AU, A
MCOW and
other
DPs.
Risk statem
ent:
-Inad
equa
te externa
l fun
ding
to sup
port to
RWSS in
RMCs
Mitigation strategies:
-Advoc
acy for improved
enab
ling en
vironm
ent to
attract n
on-traditiona
lfinan
cing
(PSPs, self-
supp
ly, etc.)
-Th
e en
hanc
ed sector
efficienc
y, a
lso supp
orted
throug
h RWSSI S
P
Risk statem
ent:
-Governm
ents do no
tregu
larly evaluate an
drepo
rt sector pe
rform
ance
Mitigation strategies:
-Enh
anced po
licy dialog
uethroug
h AMCOW, n
ationa
linterven
tions and
the RCC
-Entrenc
hing
sector
perfo
rman
ce m
onitoring
and repo
rting in existing
and all new
RWSS
interven
tions
Risk statem
ent:
-Governm
ents do no
timplem
ent a
dequ
ate
measures in a timely
man
ner.
Mitigation strategy:
-Con
side
r pe
rform
ance-
based fund
ing in add
ition
tode
man
d-ba
sed
1.Im
proved
and
equ
itable ac-
cess to
sustainab
le, safe an
d af-
fordab
le rural water sup
ply
services
2.Im
proved
and
sustainab
leaccess to
safe an
d dign
ified
san
i-tation services and
better hygie-
nic practices
1.1
Increase in propo
rtion of peo
ple in rural Africa having access
to safe water sup
ply (%
)2.1
Increase in propo
rtion of peo
ple in rural Africa having access
to im
proved
san
itation (%
) and
redu
ction in ope
n de
fecation.
3 Num
ber of cou
ntries that have mainstreamed
gen
der eq
ua-
lity, environm
ent a
nd clim
ate ch
ange
in th
eir water sector po
licies
1.1 55.1%
2.1 23.8%
3 TBD
1.1 70%
2.1 6
2%
3 3
5
-WHO/UNICEF JM
PRep
orts
-UNFC
CC re
ports
-World Dev. R
eports
Compone
nt 1 – R
WSSI g
over-
nanc
e
-RWSSI C
ARs an
d Ann
ual
repo
rts
-AfDB Decem
ber Outliers
and Excep
tions Rep
orts
Outpu
t 1.1: B
ank-fund
ed RWSS
operations are efficien
tly im
ple-
men
ted
1.1a
Inc
reased
ratio of p
rojects/prog
rammes th
at disbu
rse within
12 m
onths of Boa
rd app
roval (for 20
12 to
201
5, com
pared with ba-
seline of Decem
ber 20
11 RWSSI active po
rtfolio)
1.1b
Red
uced
propo
rtion of projects who
se age
is greater th
an th
eaverag
e de
sign
project age
of 4
to 5 years
1.1a
65
%
[15/23
]
1.1b
30
%(201
1)
1.1a
80
%
1.1b
10%
Outpu
t 1.2: S
tren
gthe
ned RWSSI
orga
nisationa
l framew
ork
1.2a
Reg
iona
l Coo
rdination Com
mittee (R
CC) estab
lishe
d an
dmeeting an
nually, enh
ancing
owne
rship of th
e Initiative by all players
1.2b
By en
d of 201
3, a RWSSI com
mun
ication strategy is in place
1.2c
By en
d of 201
3, a
RWSS Ope
rations Too
lkit in place
1.2a
N/A
1.2b
Non
e1.2c
Non
e
1.2a
RCC in
place
1.2b
Strateg
y1.2c
Toolkit
-CCoo
rdination Com
mittee
minutes
-RWSSI C
ommun
ication
Strateg
y -RWSS Ope
rations to
olkit
Compone
nt 2 – RWSS sub
sec-
tor governan
ce and
ena
bling
environm
ent
-AMCOW CSOs
-RWSSI CARs and Annual
reports
-Sector performance
reports
-WHO/UNICEF Joint
Monitoring Program
me
Reports
-GLAAS reports
Outpu
t 2.1: P
rogress is m
ade
alon
g service de
livery pa
thway
towards
cou
ntry-le
d prog
ramma-
tic app
roache
s with stren
gthe
ned
RWSS plann
ing, bud
geting an
dsustaina
ble de
velopm
ent
2.1a Num
ber of new Bank supported RWSS program
s in non-
fragile states
2.1b Num
ber of countries that conduct annual sector reviews and
provide annual sector monitoring reports
2.1a N/A
2.1b 13
2.1a 11
2.1b 20
Outpu
t 2.2: Inc
reased
RWSS
sector re
form
s an
d de
velopm
ent
supp
ort for frag
ile and
post-
conflict c
ountries
Outpu
t 2.3: E
nhan
ced focu
s on
sanitation an
d hygien
e
2.2 Additional num
ber of fragile/post-conflict countries with natio-
nal RWSS strategies and programmes, and facilitated to develop
RWSS services
2.3a Additional num
ber of countries with lead institutions for sani-
tation
2.3b Additional num
ber of countries with sanitation-specific natio-
nal plans and budgets
2.2 10
2.3b 10
2.3b 15
2.2 10
2.3b 10
2.3b 15
1 Baseline year is 2010 and Target year is 2015, unless otherwise shown2 MDG target (2015) is 53 deaths per 1000 live births 3 N/A refers to “Not applicable”
IMPACT OUTCOMES OUTPUTS
Colour Code: RWSSI at Bank, minus RWSSI-TF RWSSI at Bank together with RWSSI-TF RWSSI-TF only
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
8
RESULTS CHAIN
PERFORMANCE IN
DICAT
ORS
MEANS
OF VERIFICAT
ION
RISKS/M
ITIGAT
ION
MEASURES
Objectively Verifiable In
dicators (O
VI)
Baseline1
Targets-
2015
Compone
nt 3 - R
WSS invest-
men
ts
-RWSSI C
ARs an
d Ann
ual
repo
rts
-RWSSI d
ata ba
se whe
nestablishe
d
Outpu
t 3.1: G
overnm
ent leade
r-ship in RWSS th
roug
h increased
finan
cing
Outpu
t 3.2: O
verall fund
ing for
RWSS increased
3.1 Increased prop
ortion of governm
ent fun
ding
for rural w
ater sup
-ply an
d sanitation in Africa
3.2 Total fun
ding
spe
nt on rural water sup
ply an
d sanitation in
Africa during SP period
3.1 35%
[OECD data]
3.2 N/A
3.1 4
0%
3.2 USD 8bn
Outpu
t 3.3: L
everag
ing effect of
the RWSSI-TF
enh
anced
3.3 Add
ition
al fu
nding leverage
d using RWSSI-TF
resources (p
art
of to
tal fun
ding
in 3.2 abo
ve)
3.3 N/A
3.3 USD 2bn
(abo
ut 5-fold)
Compone
nt 4 – S
ustainab
ility
of RWSS systems
-RWSSI C
ARs an
d Ann
ual
repo
rts
-Sector Review Rep
orts
-AMCOW CSOs
-RWSSI C
ARs an
d Ann
ual
repo
rts
-OWAS M
&E fram
ework
-Sector Review Rep
orts
-RCC m
inutes
-Com
mun
ication an
dknow
ledg
e prod
ucts
Output 4.1: P
ro-sus
tainab
ility
institu
tiona
l systems es
tablishe
dan
d stren
gthe
ned
Output 4.2: S
ustainab
ility of
RWSS in
fras
truc
ture enh
ance
d
4.1a
Add
ition
al num
ber of cou
ntries supp
orted to develop
func
tio-
ning
O&M fram
eworks fo
r RWSS
4.1b
Num
ber of cou
ntries supp
orted with ade
quate sp
are pa
rts
supp
ly cha
ins
4.2a
Red
uction in %
age of non
-fun
ctiona
l RWS fa
cilities in RMCs
4.2b
Inc
rease in rural w
ater sup
ply sche
mes using
wind/solar
energy
4.1a
-
4.1b
0
4.2a
33%
4.2a
TBD
4.1a
12
4.1b
12
4.2a
25%
4.2a
10%
Compone
nt 5 – RWSS kno
w-
ledge man
agem
ent an
d com-
mun
ication
Outpu
t 5.1: C
ountry-le
d RWSS
sector M
&E stren
gthe
ned
5.1a
Num
ber of add
ition
al RMCs with effective rural w
ater sup
ply
M&E systems
5.1b
Num
ber of add
ition
al RMCs with effective rural san
itation an
dhygien
e M&E systems
5.1a
N/A
5.1b
N/A
5.1a
15
5.1b
15
Outpu
t 5.2 Com
mun
ication an
dknow
ledg
e prod
ucts gen
erated
and dissem
inated
amon
gst s
ta-
keho
lders
5.2a
Num
ber of RWSS com
mun
ication an
d kno
wledg
e prod
ucts
and be
st practices gen
erated
ann
ually, an
d dissem
inated
5.2b
A re
gion
al datab
ase on
fina
ncing, sub
sector perform
ance and
decentralization of RWSS service delivery establishe
d5.3 Num
ber of non
-Ban
k-fund
ed cou
ntries includ
ed in Ban
k’s
RWSSI rep
orts
5.2a 3
5.2b N/A
5.3 0
5.2a 3
5.2b Active
Database
5.3 15
COMPONENTS
INPUTS
Com
pone
nt 1 - RWSSI g
overna
nce
Com
pone
nt 2 - RWSS sub
sector governa
nce an
d en
abling en
vironm
ent
Com
pone
nt 3 - RWSS investmen
tsCom
pone
nt 4 - Sustainab
ility of RWSSI systems
Com
pone
nt 5 - RWSS kno
wledg
e man
agem
ent a
nd com
mun
ication
Sum
mary of costs per com
ponent (millions) (Bank re-
sources only)
Cost Com
ponent 1
USD 3.0
Cost Com
ponent 2
USD 82.0
Cost Com
ponent 3
USD 1,433.0
Cost Com
ponent 4
USD 52.0
Cost Com
ponent 5
USD 60.0
Total cost: USD 1,630.0
Colour Code: RWSSI at Bank, minus RWSSI-TF RWSSI at Bank together with RWSSI-TF RWSSI-TF only
1 Baseline year is 2010 and Target year is 2015, unless otherwise shown2 MDG target (2015) is 53 deaths per 1000 live births 3 N/A refers to “Not applicable”
Introduction
The Rural Water Supply and Sanitation Initiative
(RWSSI) was conceived by the African
Development Bank in 2003 as a regional response
giving focused attention to the rural subsector. The overall
goal of the Initiative was set at achieving 80% access to
basic water supply and sanitation services by 2015, and
providing universal access by 2025. It was estimated that
achieving the 2015 target would require providing water
supply to 271 million people and sanitation facilities to 295
million people at an estimated cost of USD 14.2 billion, to
be financed by the African Development Bank Group,
other multilateral and bilateral financing institutions and
African countries (governments and communities).
At the first International Conference on Rural Water Supply
and Sanitation in Africa held in Paris in April 2005, African
Governments and international development partners
adopted RWSSI as the common framework for mobilization
of resources and investment for rural water and sanitation
delivery in Africa. It was also agreed to establish the
RWSSI Trust Fund to raise additional resources, to be
managed by the Bank, for the financing of RWSSI
activities.
Achievements, Challenges and Opportunities
After 8 years of implementation, internal and independent
external assessments of RWSSI concluded that the
Initiative has recorded significant achievements, although
a number of challenges remain. Key achievements and
challenges identified by the assessments include:
i) Financing and Access: By the end of 2011, the Bank
had invested USD 1.3 billion in financing 31 RWSS
programmes in 23 countries. The Initiative had
leveraged some USD 4.2 billion from other donors,
African governments and beneficiary communities and
provided water supply and sanitation to 45.5 million
and 30 million people respectively. Though impressive,
these investments and access rates are far from
requirements to achieve the water and sanitation
MDGs in rural areas, currently estimated at an
additional USD 8.1 billion.
ii) The RWSSI-TF, representing about 10% of Bank’s total
contribution to RWSSI financing, has played an
important role in strengthening the management and
enhancing the achievements of RWSSI, and in
leveraging additional resources to the Initiative from the
Bank and other donors. However, it is threatened by
unpredictable fund replenishment.
iii) Sector-Wide Approaches: In line with the Paris
Declaration, RWSSI has contributed to the change in
many countries from project-based approaches to
programme-based sector-wide-approaches (SWAps)
consistent with the integrated approach to managing
water resources including sanitation.
iv) Climate Change: Climate change impacts are
threatening the water ecosystems upon which many
livelihoods and economic activities depend, and will
worsen the chances of attainment of the MDG targets.
These impacts are felt more in Africa, which has limited
adaptive capacity and financial resources.
v) Others challenges include the high numbers of fragile
states requiring specialised approaches and greater
funding to achieve the targets; capacity and pace of
decentralization in RMCs; sustainability; donor
collaboration; communication of acquired knowledge;
and, limited RWSS monitoring and evaluation capacity.
The RWSSI Strategic Plan (2012 – 2015)
The development of the RWSSI Strategic Plan (SP) 2012 –
2015 has benefitted from the above findings and lessons
learned over the past 8 years, the high level of political
commitment by African governments at Sharm El Sheikh
in 2008 to meet sector targets, sector trends and the 2004
RWSSI Strategy highlighted in the RWSSI Framework for
Implementation document. The SP’s operational priorities
are aligned to the 2011 Busan Partnership for Effective
Development Co-operation in the focus on fragile states,
Executive Summary
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
9
enhancing gender equality and aligning monitoring and
evaluation to national systems. This SP is also consistent
with the twin objectives of green and inclusive growth of
the Bank’s Long Term Strategy (LTS), and seeks to
effectively support the implementation of the LTS through
contributions to the governance, private sector
development and regional integration pillars of the LTS.
Goals and Objectives: While the RWSSI strategic goal
remains the fulfilment of the Africa Water Vision, which
targets full and equitable access to safe, adequate and
affordable water supply and sanitation by 2025, its 2015
objectives of achieving 80% access to both water and
sanitation services have been revised and are now aligned
to the MDG targets of 70% and 62%, respectively, for rural
areas.
Strategic Focus: The formulation and implementation of the
SP are guided by four focal areas: (i) demand-driven
financing; (ii) RWSSI governance; (iii) climate change; and,
(iv) knowledge management and communication. The
strategic focus of the SP seeks to prioritize activities that
achieve Africa-wide ownership and commitment to the
Initiative, improve the management and governance of
RWSSI, increase RWSSI funding, build into program
design and implementation climate change and
adaptation measures, sustainability aspects, and the
benefits of multiple objectives and income generation
activities. The SP will provide the tools to improve RWSS
portfolio implementation and performance, and achieve
better result measurement and reporting. Furthermore, the
SP sharpens the focus of the RWSSI TF resources on
enhancing demand for and leadership in the water sector,
increasing investments in sanitation, national programme
preparation, scaling-up services, capacity building in
fragile states and post conflict countries, and support to
Sahelian/semi-arid countries. The prioritization of rural
areas in the Bank’s Long Term Strategy (LTS) provides an
opportunity for the SP to contribute to the twin agenda of
green and inclusive growth of the LTS.
Components: The SP will focus on the following five key
operational components and related outputs.
1. Component 1 – RWSSI/RWSSI-TF Governance:
addresses the governance and performance of the
Initiative and the Trust Fund for enhanced efficiency
and effectiveness. To enhance accountability and
transparency, and to increase ownership and
confidence in the optimal use of the funds, more
inclusive governance is planned at the strategic level
through a formal RWSS regional coordination
mechanism, an enhanced RWSSI-TF management
framework and by a strengthened Bank capacity to
oversee implementation of the SP.
2. Component 2 – RWSS subsector governance and
enabling environment: aims at supporting countries to
improve their governance of the RWSS subsector. It will
support the strengthening of programmatic and
sector/subsector wide approaches to RWSS service
delivery through: preparation of RWSS plans and
programs; strategic capacity building support for
decentralised systems; enhanced sector dialogue and
coordination; strengthening financial absorption
capacity; O&M planning and management; realisation
of the human right to water and sanitation and gender
mainstreaming; environment, climate change
mitigation & adaptation capacity; increased
transparency and reporting. Specialized actions will
be targeted at fragile states (using conflict-sensitive
approaches) and post-conflict states, as well as to the
sanitation sub-sector.
3. Component 3 - RWSS investments: aims at achieving
increased funding commitments towards the sub-
sector, both from governments and development
partners, including the Bank. It also aims at increased
investments for rural water supply and sanitation in
fragile and post-conflict states and at achieving
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
additional leverage effect by the RWSSI Trust Fund on
total resource mobilization. The SP sharpens the focus
of the RWSSI-TF to give it a more catalytic and
facilitation role in supporting the efficiency,
effectiveness and sustainability of RWSSI operations.
4. Component 4 – Sustainability of RWSS systems: the
SP will adopt a more integrated approach
encompassing the water resources endowment and
watersheds as well as beneficiary livelihoods to better
assess, plan, design and manage for RWSS
infrastructure sustainability and the systems that
enhance it. Greater emphasis will be put on lifecycle
costs and sustainability considerations in designing the
RWSSI programmes. It will support an increased
number of small community and private water
operators, appropriate and independent regulation of
RWSS services and service providers, ensure
affordability of services, develop/establish supply
chains, and advocate for improved O+M budgeting
and training for service providers.
5. Component 5 – Increased knowledge management
and communication, including subsector M&E: aims at
strengthening the generation, dissemination and
utilization of RWSS subsector knowledge at the Bank
and in RMCs for impact.
The 2004 Framework for Implementation aligned with
programming and operational processes that take into
account current sector trends will be used. The latter
includes: demand-driven financing; programmatic
approach to sector planning and development;
participation and demand-responsive approaches; regional
coordination and partnerships; sector assessments;
enhanced internal Bank capacity; and, the mainstreaming
of climate change, inclusive growth, and gender.
Implementation of the SP will be monitored using both the
RWSSI and the RWSSI-TF results measurement
frameworks.
Funding the RWSSI Strategic Plan (2012 – 2015)
In addition to current commitments, about USD 8.1 billion
will be required between 2012 and 2015 to achieve the
water supply and sanitation MDG targets in rural areas.
The resource mobilisation strategy envisages a
partnership approach where African governments
demonstrate commitment by significantly increasing their
national budgetary allocations and community
contributions for the subsector. At the March 2012 RWSSI
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
11
and AWF meeting in Marseille, four African countries
(Burkina Faso, Chad, Ivory Coast and Niger) pledged
contributions to the RWSSI TF, signalling a positive
response to the call for greater African commitment and
ownership. The Bank, as lead regional institution of the
Initiative, renewed its commitment to provide about USD
1.63 billion, subject to country demand. The RWSSI-TF will
seek to raise USD 400 million (5% of the funds) to fulfil its
catalytic, leveraging, facilitating role and support
investments in fragile and post-conflict states. A financing
gap of about USD 6 billion will need to be filled by African
governments and other donors in order to meet the RWSSI
objectives across Africa.
While the SP is being presented for Board approval in
2013, it has retained the period of 2012-2015 since the
implementation of some of the elements of the SP already
started in 2012 with activities like the Marseille Conference
for recommitment to RWSSI and resource mobilization for
the RWSSI-TF; and, implementation of the Bank’s 2012
Lending Programme with the approval of six
programmes/projects.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
1.1 Background to RWSSI
In 2000, Africa had the lowest water supply access of any
region in the world. In rural areas where 64% of its people
live, access to safe water and improved sanitation was only
47% and 44%4, respectively. Yet funding was low and less
than 20% of donor funding to the sector supported rural
water supply and sanitation. In addition, large areas were
affected by climate-related phenomena such as extreme
droughts in the horn of Africa, flooding in Mozambique and
Kenya, and increasing concerns of water scarcity in the
Sahel.
To respond to these challenges, and to support the
achievement of the Africa Water Vision 2025 and the
Millennium Development Goals, the Rural Water Supply and
Sanitation Initiative (RWSSI) was conceived by the African
Development Bank in 2003 as a regional response giving
focused attention to the rural subsector, with the overall goal
of achieving 80% access to basic water supply and
sanitation services by 2015 and providing universal access
by 2025. It was estimated that achieving the 2015 target
would require providing water supply to 271 million people
and sanitation facilities to 295 million people. The total cost
was estimated at USD14.2 billion of which USD 9.69 billion
was for water supply, USD 4.42 billion for sanitation and
about USD 0.10 billion for investment facilitation. Funding
for RWSSI was planned as follows: 15% by African
Governments, 5% by communities, 30% through the African
Development Bank/Fund (AfDB/ADF) resources and 50% by
donors (see Figure 1-1).
At the first International Conference on Rural Water Supply
and Sanitation in Africa held in Paris in April 2005, African
Governments and international development partners
adopted RWSSI as the common framework for resources
mobilization and investment for rural water and sanitation
delivery in Africa. It was also agreed to establish the RWSSI
Trust Fund (RWSSI-TF) to raise additional resources to be
managed by the Bank for the financing of RWSSI activities.
1. Introduction
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
13
Rural Water Supply and Sanitation Initiative (RWSSI)Framework For Implementation
Communities
5 %
AfricanGovernements
15 %
AfDB Resources30 %
RWSSI-TFResources
5 %
Multi-lateral &Bilateral Donors
45 %
Country 1 RWSSIProgrammePhase 1Phase 2………..
Country 2 RWSSIProgrammePhase 1Phase 2………..
Country 3 RWSSIProgrammePhase 1Phase 2………..
Figure 1-1 Planned RWSSI Structure
4The baseline figure for sanitation was reduced to 28% in the JMP Report of 2010.
1.2 Trends influencing the sector
Since the Rio conference (1992), the international
community and African governments undertook several
initiatives and investments for better development and
management of water resources, and improving access to
water and sanitation while ensuring environmental
sustainability. Despite these efforts, expansion of water and
sanitation coverage has been uneven across countries and
the set targets were not met.
Over the past 5 years, renewed commitments were made:
• The eThekwini Declaration and AfricaSan Action Plan
(Feb/2008) pledge for action put sanitation at the top of
the development agenda when over 30 African
government ministers committed to spend 0.5% of their
country’s GDP on sanitation.
• The Sharm El Sheikh commitments for Accelerating
Achievement of the Water and Sanitation Objectives
were made by the African Union Head States and
Governments (July/2008). This apex commitment from
African leadership for a water secure Africa calls on
governments and partners to plan and develop water
and sanitation infrastructure, governments to mobilize
resources in support of RWSSI and AWF, and AMCOW
to submit annual reports on the state of water resources
development in the continent.
• In 2010 two United Nations resolutions (by the General
Assembly and the Human Rights Council) recognised
the human right to safe drinking water and sanitation,
which implies a commitment by governments to adopt
immediate steps to ensure the full realisation of this right
within the maximum of available resources.
• In the Ministerial Declaration of the World Water Forum
(2012), governments committed to accelerate
implementation of the human right to safe drinking water
and sanitation.
• The Marseille Declaration on RWSSI and AWF (March
2012) serves as a framework for mobilizing partnerships
and a platform for launching concerted efforts to build
water security infrastructure and to bring basic water
and sanitation services to millions of underprivileged
people in Africa.
These commitments come at an unfavourable time of a
global financial crisis, coupled with emerging complex
issues related to climate change impacts which require
additional financial resources, and the need for a paradigm
shift to effectively address sustainability issues while striving
to achieve the goal of accelerated access to water and
sanitation for all.
The emerging development paradigm is that of green and
inclusive growth, an economic model that simultaneously
targets key aspects of economic performance (poverty
reduction, job creation, social inclusion and gender); and
those of environmental sustainability, climate change
mitigation and adaptation and security of access to clean
water, food and energy, to achieve broad-based economic
growth. Essential to such a model is the development of
natural assets in a sustainable manner, and strategic
investments based on the value-chain approach, private
sector participation, labour-intensive activities, and inclusion
of the poor. In this context, RWSSI is aligned to the green
and inclusive growth agenda of the Bank through its focus
on the rural poor and its contributions to achieving better
health, increased productivity, entrepreneurship and higher
incomes in rural Africa. Also the rural sector is well
positioned to contribute to watershed stewardship towards
a greener development. The SP seeks to sharpen the focus
of the RWSSI which supports the core operational priorities
of the Bank, highlighted in the Bank’s LTS namely:
Infrastructure Development, Governance and
Accountability, Private Sector Development, Regional
Integration, and Skills and Technology Development.
The three main factors underpinning the sector, as identified
in the second Country Status Overview Synthesis Report
(CSO2), are political, economic, and social. Given the range
and complexity of all these issues, the achievement of long-
term sustainability in RWSS requires the convergence of a
multi-pronged approach tailored to the national and local
conditions and the status of the sector.
1.3 RWSSI assessments
After eight years of implementation under the management
of the Water and Sanitation Department (OWAS) of the
African Development Bank (AfDB), the relevance,
effectiveness and efficiency of RWSSI was assessed
internally in 2010 and externally in 2011 through broad
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
14
consultations. The outcomes of these assessments led to
the refinement of the RWSSI targets and the definition of this
new Strategic Plan (SP) for RWSSI aiming at achieving
sustainable access to drinking water and sanitation in rural
Africa through: improved governance, increased
investments, stronger partnerships, increased knowledge
management and communications and focus on
sustainability including treating RWSS as a professional
service. The SP has been developed taking into account
experiences gained since the launching and
implementation of RWSSI as well as the overall current
context shaping development approaches and strategies.
This section presents the achievements, challenges and
recommendations from the independent External
Assessment of RWSSI, which was validated at a workshop
in Tunis, in November 2011, attended by donors and RWSSI
implementing agencies’ staff from 23 countries, as well as
those from the Internal Assessment of RWSSI in 2010. Key
documents included in the literature review were the
Country Status Overview Synthesis Report on the water
sector in Africa5 and a study on Sector Wide Approaches in
the water sector6. Findings from these reports have
informed this SP. The main conclusion of the above studies
was that the role of RWSSI in the provision of basic water
supply and sanitation services in rural areas remains highly
relevant, and it can make a significant contribution to
capacity building of decentralized levels of government,
which in turn is deemed to lead to improved sustainability.
1.3.1 Lessons from Implementing RWSSI:
Achievements and Challenges
i) Financing and Access: By 31st December 2011, the
Bank had invested USD 1.3 billion (or 23% of total
RWSSI investments) in financing 31 RWSS programmes
in 23 countries (see Figure 1-2). Across Africa, RWSSI
had leveraged some USD 4.2 billion from other donors
(or 43%), African governments (30%) and beneficiary
communities (4%) while the RWSSI-TF had contributed
USD 126 million. This funding provided water supply
and sanitation access to 45.5 million and 30 million
people, respectively. It is worth noting that by June
2012, the share of RWSSI projects in the Bank’s total
active water portfolio of loans and grants had increased
to 47%, from less than 15% in 2002.
Despite impressive achievements, RWSS investments
are way below what is required to achieve the water and
sanitation MDGs in rural areas, currently estimated at an
additional USD 8.1 billion. Unless much improved levels
of financing can be attracted into the sector, only about
half of all African countries are likely to achieve the water
MDG while less than 10 are likely to achieve the
sanitation MDG.
ii) Scope and Vitality: RWSSI is the only region-wide
initiative that focuses on ensuring basic water supply
and sanitation services for rural areas at such a large
scale. It has been successful in drawing attention to the
unmet basic needs of rural populations resulting in a
significant increase in financing in the rural sub sector
by African governments, the Bank and donors.
iii) Sector-Wide Approaches: In line with the Paris
Declaration, RWSSI has contributed to the change in
many countries from project-based approaches to
programme-based sector-wide-approaches (SWAps)
where donor funds are mobilized to support long-term
objectives within a common Government-led national
programme. This is consistent with the integrated
approach to managing water resources including
sanitation. Governments in 18 out of the 23 countries
have developed national RWSS programmes.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
15
Bank-Funded RWSSI Countries (Phases I and II)
Bank-Funded RWSSI Countries (Phase I)
Morocco
Algeria Libya
Ethiopia
SudanMauritania
Senegal
Gambia
Guinea Bissau Guinea
Cape Verde
Chad
Cameroon
Eritrea
Egypt
Somalia
Tanzania
Comoros
Namibia
Central African Republic
Swaziland
South Africa
Mauritiu
Zambia
D.R.Congo
Tunisia
Mozambique
Key
Figure1-2 : Status and Location of Bank-funded RWSSIProgrammes
5 AMCOW (African Ministers Council on Water), 2011. AMCOW Country Status Overviews — Regional Synthesis Report. Pathways to Progress:Transitioning to Country-Led Service Delivery Pathways to Meet Africa’s Water Supply and Sanitation Targets. Washington, DC: The WorldBank/Water and Sanitation Program.
6 Study of SWAp in the water sector, Volume 1 Synthesis report, European Commission & AfDB, Nov/2011
iv) Donor Collaboration: RWSSI has contributed to
strengthened collaboration and improved coordination
and harmonization amongst partners. However it needs
to develop broader and more inclusive governance with
greater involvement of key stakeholders.
v) The RWSSI-TF: The Fund, which represents about 10%
of total RWSSI financing at the Bank, has played an
important role in strengthening the management and
enhancing the achievements of RWSSI, and in
leveraging additional resources to the Initiative from the
Bank and other donors. In a few cases, the TF has
successfully leveraged contributions to RWSSI both
from donors outside the Bank and within the Bank with
the TF grant element a deciding factor where
competition exists between two sectors for resources,
making it easier for governments to prioritize RWSS. The
Fund also has potential, in the medium term, to evolve
into one of the major Funds of the Bank addressing
climate change resilience. However, Trust Fund
resources have lacked identity in RWSSI projects and
have created a perception among donors of low added
value of TF resources, and the Fund is threatened by
unpredictable fund replenishment.
vi) Implementation Pace: Slow disbursement has mainly
resulted from process driven and slow start-up activities,
comprising advocacy, policy reforms, human resources
and institutional capacity building, consultations,
harmonization and coordination with donors,
development of procurement manuals and procurement
of consultancy services. Once these initial activities
were completed, the rate of disbursement increased.
vii) Climate Change: Climate change impacts coupled with
environmental degradation, excessive abstraction of
water resources and discharges of untreated pollutants
are threatening the water ecosystems upon which many
livelihoods and economic activities depend and will
worsen the chances of attainment of the MDG targets.
These impacts will be felt more in Africa which has
limited capacity and financial resources for adaptation.
By providing sustainable access to water supply and
sanitation services and ensuring proper management of
water resources as well as promoting the use of
renewable energy systems such as solar and wind for
pumping in rural Africa, RWSSI has been contributing,
along with other instruments, to financing climate
change adaptation and resilience in rural Africa.
viii)Knowledge Management and Communication:
Although RWSSI has achieved important results, the
Bank needs to do more to share those results and the
acquired knowledge.
ix) Capacity Building and Sustainability: RWSSI has built
capacity at central government as well as decentralised
local government levels and communities, and has
enhanced the participation of communities in service
provision. It has also built capacity of local service
providers. However, many countries continue to report
high levels of non-functional systems, thus the
sustainability of rural systems needs to be further
enhanced.
x) Decentralization: Many African countries have embarked
on the process of devolving responsibilities for water and
sanitation services to local authorities, but few have
entrenched support for it. There is a need to increase
financial flows and authority to local level structures.
xi) Fragile States: These constitute some of the most off-
track countries in Africa. The specific requirements will
necessitate a massive effort of the Bank and other donors
at capacity building, policy and institutional reform and
program preparation, alongside infrastructure
investment.
xii) Sanitation: The sanitation situation in Africa is of serious
concern; the JMP 2012 report showed less than 10
countries in Africa that were on-track for meeting the 2015
MDGs target. Unless political commitment is mobilized
with increased financial resources from Governments, the
Bank and development partners, the sanitation situation
might actually retrogress on the continent. The
management of sanitation in many countries is also
fragmented, with no institutional home and no
designated budget for provision of sanitation.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
16
xiii)Monitoring and Evaluation: Monitoring was identified as
an area of weakness and a major challenge for RWSSI,
making it difficult to get accurate and timely data. Apart
from a few exceptions, most country M&E systems are
unable to provide reliable data for sector planning and
management. This remains a challenge at the country
level, and is an area of focus for the Bank.
1.3.2 Key Recommendations
The following recommendations emerged from the findings
of the assessments and consultations, and have guided the
preparation of the Strategic Plan:
i) Governance of RWSSI: Overall governance of the
Initiative should be strengthened at the regional and
Bank levels to increase RWSSI visibility and improve
high-level coordination.
ii) RWSSI Trust Fund: The role of the TF needs further
clarification to ensure greater visibility, to focus on long-
term sustainability and to target early disbursing
activities.
iii) Bank Decentralization: Field Offices working on RWSSI
operations need to be strengthened with appropriate
guidelines, tools for management, and operational
procedures for monitoring and evaluation. More task
management of RWSSI operations from field offices is
recommended.
iv) Strengthened Country Decentralization and Sector
Governance: A significant increase in focus on capacity
building of decentralized institutions is needed to ensure
that RWSSI is implemented based on strong country
ownership and leadership within a sector or subsector
wide approach.
v) Sanitation: In line with government commitments to
implement eThekwini statements, the sanitation
component in RWSSI programs should be strengthened
and given higher priority and concrete actions taken to
attain the sanitation MDG target.
vi) Focus on fragile and post conflict states to ensure
adequate capacity development for sustainable
transitioning from emergency to development and
sustainable infrastructure investments, taking into
account the pertinent lessons learned in the Fragile
States Facility.
vii) Knowledge management and communication: The
Bank should strengthen RWSS knowledge management
and dissemination.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
17
2.1 Introduction
The RWSSI Strategic Plan (SP) sets forth the focus areas
and key outputs of the Initiative during the 2012 – 2015
planning period. It stipulates targets for the period,
estimates the required financial resources, and identifies
required implementation arrangements. These were
informed and specified by the following: lessons and
recommendations from RWSSI implementation to-date
(Chapter 1); the high level political commitment by African
governments at Sharm El Sheikh to meet sector targets;
the willingness to finance climate resilient infrastructure in
Africa by major greenhouse gas emitting countries, the
manifested interest in RWSS as exhibited at the 2nd
International Conference on RWSS in Africa; and the 2004
Framework for Implementation document. The SP is also
consistent with the twin objectives of green and inclusive
growth of the Bank’s Long Term Strategy (LTS), and seeks
to effectively support the implementation of the LTS
through contributions to its core operational priorities,
namely: infrastructure development, governance and
accountability, private sector development, regional
integration, and skills and technology development. The
SP’s orientations are also aligned to the Busan Partnership
for Effective Development Co-operation in the focus on
fragile states (2011); and aims at enhancing gender
equality, and supporting national systems for monitoring
and evaluation.
This SP endeavours to address the regional aspirations of
the Initiative while highlighting the contributions of the Bank
and those of the donors that finance RWSS through the
RWSSI Trust Fund.
2.2 Vision and mission
The vision of RWSSI remains to ensure that all people in
rural Africa have progressively equitable access to
sustainable water supply and sanitation services (by UN
Standards) which are indispensable for the respect of the
right to life and human dignity. The RWSSI vision is in line
with the Africa Water Vision 2025 that states ‘An Africa
where there is an equitable and sustainable use and
management of water resources for poverty alleviation,
socio-economic development, regional cooperation and
the environment’.
The mission of RWSSI remains to serve as regional
framework for a coordinated response to mobilize
partners, knowledge and investments needed to meet the
2015 MDG targets and the 2025 African Water Vision
targets for rural areas in Africa.
2.3 Goals and objectives
The overall goal of RWSSI is to ensure that all rural areas
of Africa are provided with equitable access to safe,
adequate, affordable and sustainable WSS services by
2025. The objective of RWSSI is to mobilise all
stakeholders around a common framework to attain water
supply and sanitation access rates of 70% and 62%,
respectively, by 2015 in rural areas in Africa (revised
downwards from the original target of 80%). The new
targets are derived from the MDG targets “of halving, by
2015, the proportion of people without sustainable access
to safe drinking water and basic sanitation”. The longer-
term objective (aligned to the African Water Vision targets)
is to provide 100% equitable access to safe water and
sanitation services by 2025.
2.4 Strategic orientation
The development and implementation of the SP is guided
by the following four focal areas stemming from the
recommendations made in Chapter 1.
i) Governance of the Initiative: To enhance
accountability and transparency, and to increase
2. The RWSSI Strategic Plan (2012 – 2015)
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
19
Details on role and arrangements for the establishment of
the RCC and other coordination frameworks are presented
under Section 5.2.3 (and Annex 5).
2) Component 2 – RWSS subsector governance and
enabling environment: aims at assisting countries to
improve their governance of the RWSS subsector
(addressing both implementation issues and,
increasingly, through sector policy dialogue). The
Component will support the strengthening of
programmatic and sector/subsector wide approaches
to RWSS service delivery through: preparation of RWSS
plans and programs; strategic capacity building
support for decentralised systems; enhanced sector
dialogue and coordination; strengthening financial
absorption capacity; O&M planning and management;
realisation of the human right to water and sanitation
and supporting civil society to give voice to the needy,
and to support meaningful user-participation and long-
term access to services; influencing school curricula
ownership and confidence in the optimal use of the
funds, more inclusive governance is planned at the
strategic and operational levels.
ii) Demand driven financing: African governments need
to prioritize the sector in their poverty reduction
strategy papers and CSPs, and demonstrate increased
budgetary allocation and absorption to RWSS
programmes in order to benefit from Bank financing
and leverage donor support to accelerate the process
of attaining the MDGs. African governments also need
to demonstrate ownership by contributing to the RWSSI
Trust Fund. Government leadership in this regard is
expected to have an important multiplier effect and
attract increased donor support.
iii) Communication: The accumulated knowledge within
the Bank in implementing RWSSI since 2003 places it
in a comparatively advantageous position and needs
to be effectively communicated to RMCs, donors and
other stakeholders. The Bank will strengthen M&E in
RWSS programmes as well as its knowledge
generation, synthesis, documentation and
dissemination amongst stakeholders.
iv) Climate Change: Addressing the RWSSI targets
requires concrete actions to manage climate change
challenges. Therefore, climate responsive planning
and management will be undertaken to build resilience
of water and sanitation infrastructure.
2.5. Components and outputs of the strategic plan
At the operational level, the RWSSI SP (2012-15) will be
implemented under five strategic components leading
to the following outputs. A more detailed description of
the outputs under each of the five components, as well
as the indicators that will be used to monitor them, are
presented in Annex 2.
1) Component 1 – RWSSI/RWSSI-TF Governance:
addresses the governance and performance of the
Initiative and the Trust Fund for enhanced efficiency and
effectiveness, in line with Level 3 and Level 4 of the Bank’s
Results Measurement Framework. To enhance
accountability and transparency, and to increase
ownership and confidence in the optimal use of the funds,
more inclusive governance is planned at the strategic
level through a formal RWSS regional coordination
mechanism, an enhanced RWSSI-TF management
framework (see Chapter 3) and by a strengthened Bank
capacity to oversee implementation of the SP. Key outputs
and indicators include the following:
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
20
Outputs Some Indicators
1.1 Bank-funded RWSS operations aremore efficiently implemented
1.1b Reduced number of projects whose age exceeds the average design project age of 4 to 5years
1.2 Strengthened RWSSI organisationalframework
1.2a Effective Regional Coordination Committee, as per the Terms of Reference 1.2b RWSSI Communication Strategy in place1.2c RWSSI operations toolkit and guidelines in place and guiding implementation
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
21
3) Component 3 - RWSS investments : aims at achieving
enhanced access to water and sanitation through
increased funding commitments towards the sub-
sector, both from governments and development
partners, including the Bank. It also aims at
increased investments for rural water supply and
sanitation in fragile and post-conflict states and at
achieving additional leverage effect by the RWSSI
Trust Fund on total resource mobilization. The SP
sharpens the focus of the RWSSI-TF to give it a more
catalytic and facilitation role in supporting the
efficiency, effectiveness and sustainability of RWSSI
operations. The outputs and indicators are
summarised below.
Outputs Indicators
2.1 Progress is made along the servicedelivery pathways
2.1a Number of countries (non-fragile) supported to develop RWSS programs2.1b Number of supported countries that undertake annual sector reviews and provide annualsector reports
2.2 Increased RWSS sector reforms anddevelopment for fragile &post-conflictcountries
2.2 Number of additional fragile/post-conflict countries supported to develop national RWSSstrategies and programmes, and supported towards developing RWSS services
2.3 Enhanced focus on sanitation and hy-giene
2.3a Additional number of countries with lead sanitation institutions2.3b Additional RWSSI countries with specific sanitation and hygiene strategies, plans, bud-gets and reports
7 The 2011 WSP Conference Report: Delivering Water Supply and Sanitation in Fragile States: The transition from emergency to development highlighted thefollowing opportunities to accelerate sector transition: i Building on strengths of fragile states where they exist: e.g., political will, public financial management, decentralized governments, civil society and local pri-vate sector.ii Providing sector leadership with examples of timelines/trajectories of successfully transitioned countries iii Initiating dialogue between line ministries responsible for WSS and ministries managing core country systems notably the Ministries of Finance (to influence policy and institutional arrangements; address capacity challenges; core country and service delivery systems; etc.)iv Using aid modalities to promote linkages between the WSS sector and country systems (notably through“developing capacity by using it’ by supporting incremental improvements in country implementation capacitiesand incremental increases in the amounts of funds being channeled through country systems).
to inculcate water security plus hygiene and sanitation
wisdom; gender mainstreaming; environment, climate
change mitigation & adaptation capacity, including
resilience to water scarcity through water storage
structures; increased transparency and reporting.
Using conflict-sensitive approaches7, specialized
actions will be targeted at fragile states and post-
conflict states. Support for improved sanitation will be
a key focus area. The outputs and indicators include:
Outputs Indicators
3.1 Government leadership in RWSSthrough increased financing
3.1 Increased proportion of government funding for rural water supply and sanitation in Africa
3.2 Overall funding for RWSS increased3.2 Increase in total funding (by source) for rural water supply and sanitation in Africa duringSP period towards the USD 8.1 million target
3.3 Leveraging effect of the RWSSI-TF en-hanced
3.3 Greater leveraging effect of RWSSI-TF resources
4) Component 4 – Sustainability of RWSSI systems : the
SP will adopt an integrated approach encompassing
the water resources endowment and watersheds as
well as beneficiary livelihoods to better assess, plan,
design and manage for RWSS infrastructure
sustainability and the systems that enhance it.
Greater emphasis will be put on lifecycle costs and
sustainability considerations in designing the RWSSI
programmes. It will support an increased number of
small community and private water operators,
appropriate and independent regulation of RWSS
services and service providers, ensure affordability
of services, develop/establish supply chains, and
advocate for improved O+M budgeting and training
for service providers. The outputs and indicators are
summarised here:
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
22
5) Component 5 – Increased knowledge management
and communication, including subsector M&E: aims at
strengthening the generation, dissemination and utili-
zation of RWSS subsector knowledge at the Bank and
in RMCs for impact. The outputs and their indicators
are presented below.
2.6 Impact and outcomes
The implementation of the RWSSI SP will contribute to the
improvement of the living conditions for people in rural
areas due to, among others, reduction in water-borne
diseases and health care costs and savings in time for
productive purposes; and to the reduction of disparities
of access to water supply and sanitation. These impacts
will be monitored using the level of child health and
overall development, namely the percentage reduction in
the “under-5 mortality rates” in African countries8;
increase in the proportion of girls to boys that attend
primary and secondary education; and reduction in
health care costs.
The anticipated outcomes of the RWSSI interventions are
improvements in access to sustainable rural water supply,
increased access to improved sanitation, as well as better
hygienic practices for rural populations in Africa. These
will be monitored through increases in the proportions of
rural population that will have access to rural water and
sanitation (including reduction in open defecation), and
the number of countries on-track for meeting MDGs.
Outputs Indicators
4.1 Pro-sustainability institutional sys-tems established and strengthened
4.1a Additional number of countries that will be supported to develop functioning operation andmaintenance frameworks for RWSS4.1b Number of countries supported to establish or develop adequate supply chains for RWSSspare parts and implements
4.2 Strengthened RWSSI organisationalframework
4.2 Average percentage reduction in non-functional RWS facilities in regional member countries
Outputs Indicators
5.1 Country-led RWSS sector M&Estrengthened
5.1a Number of countries with effective rural water supply M&E systems5.1b Number of countries with effective rural sanitation and hygiene M&E systems
5.2 Communication and knowledgeproducts generated and disseminated
5.2a Number of flagship RWSSI communication and knowledge products generated annuallyand disseminated5.2b Regional database on RWSSI subsector financing and performance5.3 Number of non-Bank-funded countries included in Bank’s RWSSI reports
8 The under-5 mortality rate is the probability of dying between birth and exactly 5 years of age expressed per 1,000 live births. See national estimates to 2010at: http://mdgs.un.org/unsd/mdg/SeriesDetail.aspx?srid=561
3.1 Introduction and role of the Fund
The RWSSI Trust Fund (TF) is a multi-donor Trust Fund
created in 2005 to earmark resources to be managed by the
AfDB for the financing of RWSS programmes. In the past,
over 85% of the TF resources were used for water and
sanitation infrastructure development, with a significant
amount used to attract countries to allocate more ADF funds
to the RWSS subsector. The role of the TF has developed
further since its inception and the External Assessment
highlighted the opportunity to increase use of the TF in
supporting the softer side of RWSS implementation,
especially by helping to address the enabling and
sustainability requirements of RWSS development.
This SP sharpens the focus of the RWSSI-TF to give it a more
catalytic and facilitation role in supporting the efficiency,
effectiveness and sustainability of RWSS initiatives, aiming
at scaling up RWSS services’ delivery through country-led
programs and projects. The RWSSI-TF resources will
strategically be used to enhance demand and government
leadership for the subsector, and to leverage resources
through programme preparation to attract and guide for
increased RWSS investments. In particular, the RWSSI-TF
resources will be used to build capacities and finance
investments in fragile and post-conflict countries aimed at
accelerating the transition from emergency to sustainable
development.
3.2 Areas of intervention for RWSSI-TF resources
In line with its facilitating role for RWSSI operations, a RWSSI-
TF results measurement framework (TF-RMF; see Annex 1)
has been aligned with the strategic components of the
overall RWSSI SP. The objectives and focus areas for the TF
are summarized below, and the indicators are given in the
TF-RMF, while the criteria/principles for using RWSSI-TF
resources on national programs and operations are given in
Annex 10.
3. The RWSSI trust Fund
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
23
1. Enhancing the RWSSI/RWSSI-TF Management
and Governance
a) Regional Coordination Activities in support of the RCC
(see Annex 5) including costs related to preparation of
regional sector assessment reports, meeting costs, and
support towards participation costs for strategic sector
leaders, on request. The RCC will be a forum for high
level sub-sector advocacy, coordination, resource
mobilization, knowledge sharing and promotion of sector
M&E.
b) Preparation of the RWSSI Communication Strategy to
enhance the sharing of RWSS information within the
Bank and with RMCs and other partners; as well as the
exchange of knowledge, experiences and best practices
at regional and national levels to enhance the
effectiveness of RWSSI interventions.
c) Preparation of the RWSSI operations toolkit to guide task
managers in the implementation of RWSS programs
managed by the Bank. Issues that the toolkit will provide
guidance include the following: (i) Rapid assessments
of country status (policies, strategies, capacities and
institutional arrangements, etc.) to identify the most
appropriate areas of intervention (akin to the CSO
assessments); (ii) Designing for sustainability of
investments – including considerations for the lifecycle
costs for operation and maintenance of facilities, supply
chain considerations, etc.; (iii) Mainstreaming cross-
cutting issues like gender, water source protection,
climate change, green and inclusive growth, and the
concept of human rights to water; (iv) Conflict sensitive
project design and management for fragile and post-
conflict states; and, (v) Reporting of RWSS operations.
d) Preparations for and hosting of annual RWSS-TF Steering
Committee meetings.
2. Enhancing the RWSS Sub-sector Governance
Depending on the status of sector development and
strategic national needs for the achievement of sustainable
RWSS services at scale, stand alone or investment-
supplementing RWSSI-TF financing will be provided to
support the following:
a) Enhancement of the country-led enabling environment
for sector-wide approaches including: policy dialogue
and support for sector institutional reforms; sector
coordination, including that of sector NGOs; Setting up
water sector working groups and their Secretariats;
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
24
Institutionalization of joint sector or sub-sector reviews;
Enhancing sector planning and budgeting; Program and
project preparation; and, Preparation of sector/sub-
sector performance reports.
b) Capacity building for effective decentralised service
delivery, including: Community involvement;
Procurement and financial management; Inclusive and
equitable budgetary allocation; and, Decentralised level
monitoring and reporting.
c) Implementation of the “New Deal for International
Engagement in Fragile States” ensuring country-owned,
context specific, focussed, practical and urgent
interventions using conflict-sensitive project design and
implementation approaches. RWSSI-TF resources will be
used to enhance the enabling environment for
sustainable service delivery in fragile and post-conflict
states (institutional reforms, capacity building,
programme preparation, etc.,) coupled with quick-win
investment support (see bullet 3.) to enable “learning by
doing” and to accelerate the transition from emergency
to sustainable sub-sector development.
d) For sanitation, support will go towards areas including:
(i) High level national and regional advocacy; (ii)
Demand creation for sanitation and hygienic practices
at household levels using tested approaches including
those proposed under the ongoing Hygiene and Health
Education in RWSSI Study; (iii) influencing school
curricula; and, (iv) Up-scaling of innovative approaches
such as Community Led Total Sanitation and Sanitation
Marketing.
3. Increased RWSS infrastructure investments
The RWSSI-TF resources will be selectively and strategically
used for investment funding for the following categories of
countries:
a) Fragile and post-conflict states – investment financing
will be used to provide the practical and much-needed
urgent support under the “New Deal for International
Engagement in Fragile States” as mentioned under bullet
2.c) and to enhance capacity building.
b) Post-conflict states and countries that are off-track for
meeting the water and sanitation MDGs in rural areas,
but that have prioritised the sub-sector in their Country
Strategy Papers and national plans and budgets. As
much as possible, the demand-driven approach to
financing will be used where Trust Fund resources will
be leveraged on initial commitments from recipient
countries.
4. Sustainability of RWSS Systems
To ensure sustainability of water and sanitation investments,
the TF resources will be used to ensure that all
projects/programs that will be funded will have/or be
supported to have requisite institutional arrangements and
capacities for sustainable services delivery. In addition, the
design of RWSSI programmes will lay greater emphasis on
sustainable funding for operation and maintenance,
considering the lifecycle costs.
Other sustainability areas that will be supported, as
appropriate, include the following: (i) Approaches for
professionalization of the provision of WSS services; (ii)
Renewable energy sources; (iii) Sustainable supply chains;
(iv) Sanitation related businesses; (v) Training of water user
committees and pump mechanics; and,(vi) Capacity
building for climate change adaptation.
5. Enhanced RWSS knowledge management
and communication
The RWSSI-TF resources will play a key role in funding
knowledge management and communication at the Bank,
and in sharing of good practices and experiences at
regional and national levels. Activities will include:
a) Strengthening the water sector M&E at the Bank by
operationalizing the sector M&E framework under
development, and using the Cumulative Achievement
Report (CAR) to standardize collection of field data;
b) Supporting country-led RWSS subsector M&E both
through national operations and the regional
coordination framework;
c) Carrying out sector analytical work that can inform more
sustainable, affordable and up-scalable development;
d) Establishment and maintenance of a RWSS regional
database, including capturing and reporting the RWSS
situation in countries where there are no Bank
interventions.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
25
e) Development and dissemination of strategic sector
knowledge products on good practices and experiences
at regional and national levels to inform and guide sector
development.
3.3 RWSSI-TF niche products
Arising out of the RWSSI components and the focus
intervention areas for RWSSI-TF resources (section 3.2
above) are the following RWSSI niche products. These will
be primarily funded from the RWSSI-Trust Fund and will be
implemented in collaboration with the strategic partners
mentioned in section 5.2.6.
a) Supporting RWSS services in Fragile States which will
be done in collaboration with the Bank’s Fragile States
Unit and lead partners in the region such as WSP. The
RWSSI-TF will facilitate the application of well-
documented lessons.
b) Promoting integrated community water supply and
sanitation using various approaches such as rainwater
harvesting, building water storage, and Self Supply
combined with, for example, Community Led Total
Sanitation.
c) Identifying, documenting, and sharing approaches for
sustainable RWSS financing.
d) Sustainability of RWSS investments
e) Documenting and sharing of lessons and best practices
for RWSS services delivery.
3.4 Efficiency of the RWSSI-TF operations
Table 3-1 summarises some of the interventions proposed
in this SP to enhance the efficiency of RWSSI-TF and all
Bank-managed RWSS operations.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
26
Issue Intervention in SP
Governance of the RWSSI-TF - Internal Bank Capacity
- Strengthened RWSSI-Secretariat with dedicated staff (ToRs of Focal Point are given in Annex 9).- Increased coordination and capacity enhancement (e.g., through the development of a RWSS Ope-rations Toolkit – also containing guidelines for the processing of RWSSI-TF funded projects and programsin the Bank) for the Bank’s staff implementing RWSSI programs from headquarters and field offices sothat they have a common understanding of the SP and requirements for its implementation. RWSSI ac-tivities are part of the annual work programme developed by all OWAS staff.
RWSSI-TF accountability and communication
- Role of RWSSI-TF Steering Committee enhanced by providing its members with more informationon individual proposed RWSSI operations, as shown in the revised ToR (see Annex 4). The annual Stee-ring Committee meetings will be held and quarterly financial statement will be shared with donors forprogress monitoring and accountability.- The areas of focus of the TF resources, and their facilitating/catalytic role in enhancing efficiencyand sustainability of RWSSI operations, are better articulated in the current SP.- The Bank will ensure communication of plans and achievements of RWSSI/RWSSI-TF throughanalytical reports; sharing proposals on large-capital operations for comments before they are approvedby the Bank; sharing changes in programmes with the steering committee members in advance, andsharing lessons for more impactful operations.
RWSSI as a regional initiative
- The establishment of a Regional Coordination Committee, and supporting it with a Working Group,to fulfil its role in advocating and monitoring RWSS developments in Africa; as well as the planned regionaldata base, the M&E framework and the regional knowledge products; all under the auspices of RWSSI,will enhance its recognition as the regional RWSS development initiative. Moreover, the RCC will ensurebroader governance.
Implementation performance
- The strategic use of TF resources to enhance the environment for sector development will contributeto enhancing the capacity of countries to better implement RWSS operations; and to improve the rateof TF disbursements. - Decentralisation of staff within the Bank to field offices, and increased transfer of the task manage-ment role to the field office, is taking Bank support and supervision closer to the implementers, hencesupporting improved performance.
4.1 Funding requirements
Meeting the water and sanitation access targets in rural
Africa will require financing strategies based on
commitment of all partners to increase the current levels of
funding over time to close the demand gaps and meet
future demands towards universal coverage by 2025. The
revised estimate for the RWSSI investment requirements for
2012 to 2015 is USD 8.1 billion (Annex 6). This estimate is
based on a lowering of the RWSSI target from 80% access
to the MDG target of 70% for water supply and 62% for
sanitation and on the following updated data:
i) the JMP baseline sanitation coverage figure for Africa
decreased from 44% to 28% in 2000;
ii) unit rates estimated in 2004 are now revised from USD
35 to USD 40 for water, and from USD 15 to USD 30 for
sanitation; and,
iii) recent analysis of ongoing RWSSI programmes
undertaken by OWAS recommended increasing the
proportion of sanitation to water financing to 40:60; up
from an indicative split of 30:70 in the RWSSI Framework
for Implementation. The sanitation investment would
include the investment made by households directly for
pit latrines and other sanitation infrastructure.
iv) an estimated USD 4.2 billion invested by donors and
African governments and USD 1.3 billion by the Bank in
RWSS programs since 2003.
If fully mobilised, the USD 8.1 billion will provide water and
sanitation access to some 115 million people in rural areas.
Annexes 7 and 8 provide rural population projections and
the investment required to meet the MDG target,
respectively.
4.2 Breakdown and proposed sources of required investment
The RWSSI financing plan in the Framework for
Implementation envisaged African governments and
communities committing 20% of the financing needs, the
Bank 30% and other donors 50% (Figure 1-1). Actual
contributions by governments and communities to the
subsector amount to about 35% as reported by OECD and
the CSO2 report and corroborated by the RWSSI 2011
Annual Progress Report (34%). Considering the global
financial crisis it is reasonable to expect that the share of
the donors will decrease while African governments will
demonstrate their commitment to achieving the MDGs
through increasingly higher national investments in RWSS
projects and programmes.
4. Funding the Strategic plan
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
27
It is expected that the expansion of smart strategic actions,
the concerted effort towards promoting demand-driven
financing and increased focus to the subsector will lead to
government and communities contributions of about 40%
over the period of the SP. Although the proportionate
contributions from donors will accordingly be lower, it is
expected that their actual contributions will substantially
increase during the period of the SP.
The Bank is called upon to contribute 20%, other donors
40% of which 5% will be through the RWSSI TF, and
Governments and Communities 40%. Table 4-1 summarizes
the projected investments and the expected contributions
from different sources for the period of the SP. The Bank’s
contribution of USD 1.63 billion is based on the 2012
lending program and indicative operational programme for
2013 – 2015.
The financing targets could be achieved if:
i) The ADF 13 resources are similar to or exceed those of
ADF 12.
ii) The Bank remains committed to its contribution to
RWSSI resources and advocates for increased
prioritisation of RWSS in CSPs and PRSPs;
iii) African governments substantially increase their
financing to leverage resources from donors, and NGOs
; and
iv) Donors remain committed to RWSS.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
28
Source of Investment RWSS Investment Requirement, million USD
2012 2013 2014 2015 Total %
ADF/ADB 130 300 550 650 1,630 20
ADF/ADB Sub Total 130 300 550 650 1,630 20%
Other Donors 300 670 900 1,000 2,870 35%
RWSSI-TF 40 80 120 160 400 5%
Gov’t & Communities 250 650 1,000 1,300 3,200 40%
Others Sub Total 590 1,400 2,020 2,460 6,470 80%
Total 720 1,700 2,570 3,110 8,100 100%
Table 4.1 Estimated Annual Investments by Funding Source
No Operational Priority/Component USD millions %
1 Strengthening RWSSI/RWSSI-TF governance 3 0.2
2 Support for improved RWSS subsector governance and enabling environment 82 5.0
3 RWSS investments 1,433 87.9
4 Sustainability of RWSSI systems 52 3.2
5 RWSS knowledge management, sector M&E and communication 60 3.7
Total 1,630 100%
No Operational Priority/Component USD million %
1 Strengthening RWSSI-TF governance 3 1
2 Support for improved RWSS subsector governance and enabling environment 60 15
3 RWSS investments 224 56
4 Sustainability of RWSSI systems 53 13
5 RWSS knowledge management, sector M&E and communication 60 15
Total 400 100
The RWSSI-TF will continue to contribute 5% of the total RWSSI investment. The indicative distribution of the RWSSI Trust
Fund resources is shown in Table 4-3.
Table 4.2 Total ADF/ADB Investment by Operational Priority of the SP
Table 4.2 Proposed RWSSI-TF Budget by Operational Priority of the SP (2012 – 2015)
The allocation of Bank financing per Operational Priority/Component is given in Table 4-2.
4.3 The Bank’s indicative pipeline of RWSSIoperations
The Bank’s contribution to Africa’s water sector
investments, including funds to implement RWSSI
operations, comes from ADF country allocations and the
ADB window. Bank’s financing of RWSSI therefore depends
mainly on government priorities expressed in Country
Strategy Papers (CSPs), country demand, and actual
allocation of ADF and ADB resources to rural water and
sanitation programmes and projects. The Bank has also
used part of the RWSSI Trust Fund resources to leverage
additional resources to increase RWSSI project
investments.
The OWAS indicative pipeline under this SP and portfolio
of ongoing RWSSI programs are presented in Annex 3. The
SP comprises a total of 25 operations including 10 new
phase 1 RWSSI operations, 14 planned phase 2 RWSSI
operations, and one phase 3 operation. The financing
requirement from the Bank to implementing the SP is USD
1.63 billion, as shown in Table 4-1. The projected financing
could increase depending on the level of ADF 13 resources
mobilized, and increased prioritisation of the subsector in
the next generation of CSPs. The Bank’s contribution to the
SP will provide water supply and sanitation access to about
23 million people.
In 2012 the Bank approved funding for 6 RWSSI
programmes/projects in the Gambia, Chad, Liberia, Central
African Republic, Djibouti and Mauritania amounted to USD
84,996,581 (of which USD 60,729,000 was from ADF
resources and USD 24,267,581 from the RWSSI TF). The
2013 pipeline consists of 6 operations while the 2014 and
2015 plans have a tentative list of 8 and 6 programmes
respectively to be funded. See Annex 3 for more
information.
A historical analysis of annual Bank financing shows that
the Bank’s contribution to RWSSI peaked in 2005 and 2006
(see Figure 4-1) following the first RWSSI conference in
2005, which generated high interest and financial support
to the subsector. Since then, the Bank support has been
steadily declining with a slight increase in 2011. This
downward trend in Bank financing needs to be reversed
during the SP period in order to achieve the targets.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
29
Figure 4.1 Annual Bank funding to the Water Sector - Total and RWSSI Amounts
4.4 Resource mobilization strategies
4.4.1 Introduction
Mobilizing USD 8.1 billion for RWSSI over 4 years is a rather
ambitious undertaking given historical and current levels of
expenditure. While Africa is a long way from achieving the
MDGs, achievement of the rural water and sanitation
targets will contribute to meeting the health, education,
gender and poverty targets, which cannot be achieved
without achieving the water and sanitation MDGs. RWSSI
thus presents a means of achieving a number of MDGs and
therefore justifies the additional funding commitments by
all.
Broadly, the RWSSI resource mobilization strategies will
include:
i. Increased advocacy at the regional level to implement
the 2008 eThekwini Declaration which calls for 0.5% of
GDP dedicated to sanitation expenditures;
ii. Effective country dialogue to include RWSS in CSPs
and PRSPs; and towards the implementation of a
demand-driven approach to finance for increased
donor funds;
iii. Assisting governments to develop RWSS financing
strategies;
iv. Evidence-based advocacy for increased resource
allocation to the RWSS subsector to benefit the health,
education, gender equality and poverty alleviation
MDGs.
v. Improving communication of financing commitments by
governments and donors, and linking this with
achievements;
vi. Seeking efficiency improvements in use of existing
funding;
vii. Attracting private sector interest and finance (e.g. Coca
Cola, Pepsi, Unilever, Shell, …etc.) to support RWSSI
and RWSSI –TF, and;
viii. Research in innovative financing options, such as
incentivizing of urban water utilities to support rural
water service delivery, through the planned “1%
mechanism” collected from water utilities in Europe,
and how to align to private foundations.
4.4.2 The Bank’s Role
As stated earlier, Bank resources allocated to RWSSI
operations derive essentially from ADF country allocations
as well as ADB resources and will continue to be demand-
driven by governments and in accordance with current
procedures. The financing gap of about USD 69 million
between Bank’s actual expenditures and projected
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
30
investments in 2012 suggests that the Bank takes action
internally and externally to meet demands:
(1) Internally by sustaining and increasing the Bank’s
annual funding over time: The specific role of the Bank is
to sustain its commitment to meet its funding pledges to
the Initiative. Within the Bank, resource mobilization efforts
to support the SP will comprise (i) effective collaboration
across sector departments to maximize projects and
programs benefits through an integrated approach to rural
development and multiple–objective projects that have real
potential for substantially increasing financing for water
operations in rural areas as spin-off operations to transport,
energy, and regional integration projects and programs
financed by the Bank; For example: road projects will utilize
a small part of project allocations to ensure that the en route
communities are provided water and sanitation facilities;
Health and education projects will ensure that the schools
and health facilities constructed are well provided with
water supply and sanitation facilities; agriculture and rural
electrification programmes and projects will ensure that the
beneficiary communities are provided with water supply
and sanitation facilities. (ii) ensuring a One Bank approach
across operations in same geographic locations in order to
achieve economies of scale and cost saving; (iii) far more
enhanced internal dialogue with regional departments and
field offices (with attendant external dialogue with RMCs)
towards prioritising RWSS in regional and national
development programmes and CSPs; (iv) closer
collaboration and partnership with existing Bank initiatives,
such as the Fragile States Facility, which provide additional
funding to support targeted investment and capacity
building; as well as, (v) closer alignment to climate funds
to support adaptation and water security.
(2) Externally by engaging in activities that provide
African governments with the necessary knowledge and
tools to convince them to massively invest in the water
sector; and by bringing together smart partnerships: (i) that
raise awareness and funds for RWSSI as was achieved in
Marseille and more; (ii) that raise awareness of national
governments to attribute a high ranking to water on the
national or local economic growth or political agenda,
making it easy to deploy adequate resources; (iii) that lead
to adequate monitoring and reporting on results, which in
turn will attract further funding from donors and partners;
and, (iv) with institutions that develop and implement
innovative approaches that support government decision-
making to achieve not only water development and
management imperatives but also economic growth that is
inclusive.
The SP recognizes that in addition to discrete actions
aimed at increasing RWSS financing, greater efforts must
be deployed to close the African gap between demand
and actual expenditure, thus the renewed focus on
establishing the necessary institutional modalities and
improved governance of the RWSSI to make RWSSI the
Africa wide regional framework and instrument to achieving
the MDGs. The RWSSI Regional Coordination Committee
(section 2.5) will be an important forum for advocacy on
RWSS financing and development. The Bank’s annual
meetings, as well as events like the Africa Water Week,
AfricaSan and the World Water Forum will also be
increasingly used to mobilize funding for RWSS. The Bank
will seek to partner with public and private sectors and
other emerging players to assist countries develop
knowledge-based innovative solutions to the growing water
demand.
4.4.3 Governments and Community Contributions
So far governments’ contributions have been through
resources allocated to RWSSI from ADF country
allocations, other donors support, and national budget
attributions to support operations. Communities have
provided their share of funding mainly through projects.
With the financial crisis, efforts must be made to increase
budget attributions to RWSSI at national levels in addition
to increasing ADF resources dedicated to RWSS projects.
The SP will play an important role in tracking, monitoring
and reporting the commitment and ownership of African
governments measured by their contributions through
public expenditure reviews.
4.4.4 Donor Contributions and the RWSSI-TF
The bulk of the funding from donors will be through normal
bilateral channels, NGOS and co-financing activities with
the Bank and other multi-lateral development banks. A
large part is also expected from the World Bank, UNICEF
and other UN agencies. In view of the economic situation
in the Euro zone (a major source of RWSSI-TF resources),
concerted effort is required towards raising the required
funding. Traditional donors to the RWSSI-TF include
Canada, Denmark, France, the Netherlands and
Switzerland; and efforts are being made to attract
additional donors.
A new round of replenishment of RWSSI-TF resources has
begun with the Marseille Conference (March 2012) and will
continue during the period covered by the SP to mobilise
the additional USD 400 million required. In collaboration
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
31
with the African Union, AMCOW, UNECA and the
Government of France, the Bank organised the 2nd
International Conference on RWSS in Africa during the 6th
World Water Forum in Marseille, March 2012. The main
purpose was to report on progress and provide an
opportunity for African governments and development
partners to renew their commitments to the provision of
basic water and sanitation services in rural areas where the
need is greatest. The response from African governments
was significant, with four of them (Burkina Faso, Chad, Ivory
Coast and Niger) making significant funding pledges to the
RWSSI Trust Fund. In all, new pledges to the RWSSI-TF
totaling about USD 82 million were received from France,
Italy, Switzerland, Burkina Faso, Chad, Ivory Coast and
Niger. Through improved governance of RWSSI, the SP will
also support the development and implementation of a
resources mobilization strategy in order to raise the
outstanding USD 318 million for the RWSSI-TF, and for
overall increased funding for RWSSI.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
32
5.1 The 2004 framework for implementation
The RWSSI Framework for Implementation (FFI) approved in
2004 provided a set of implementation strategies for
achieving the RWSSI Vision and Mission. The main FFI
approaches, updated with the lessons from implementation
and current trends (section 5.2), are still valid for the SP and
are listed below.
• Improve on the application of fast and flexible
mechanisms in RWSSI national programme preparation
and updating to ensure the long-term commitment and
continued flow of resources to the full cycle of delivery.
RWSSI will strengthen the use of fast and flexible
mechanisms in programme/project preparation,
implementation and disbursement (including use of
country systems, SWAPs and budget support) to
significantly accelerate investment in RWSS.
• Revitalise partnerships and collaboration with donors
and relevant stakeholders to foster co-ordinated
resource mobilisation and the adoption of common
implementation procedures.
• Support and promote targeted policy reforms that seek
to achieve decentralised implementation and
management of RWSS services; full cost recovery on
O&M; enhanced private sector participation; and,
integration of hygiene education, rural livelihood issues,
multipurpose use and environmental sanitation
promotion into RWSS projects/programmes.
• Enhance programmes of intensive capacity building at
the grass roots and national level, using participatory
approaches and a platform of structured partnership.
• Support governments to develop financing strategies
that will ensure sustainable and augmented financial flow
from national governments and beneficiary communities.
• Strengthen the participatory and demand-responsive
approach in programme preparation and
implementation, leading to decentralised community
ownership and management of services to enhance
sustainable operation and management of the RWSS
services.
• The technology choice is site specific and as a guide
should be simple, appropriate and standardised to ease
O&M requirements. The following types of technology
are still appropriate: improved shallow wells, boreholes,
springs, motorized boreholes, surface water with
treatment, gravity flow schemes, and rainwater
harvesting with single or networked water point(s). In
addition, resources will be channelled into the more
effective technologies and approaches such as:
sanitation marketing, Community-Led/Community
Approaches to Total Sanitation, ecological sanitation
concepts, use of renewable energy, professionalised
rural water management; life-cycle costs, etc.
5. RWSSI implementation approaches and processes
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
33
5.2 Programming and operational processes
5.2.1 Programmatic Approach
The RWSSI promotes the programmatic approach where
support is provided through a comprehensive sector
investment programme designed to meet the country
development goals and targets. The approach allows for
long-term commitment between the country and the
development partners and facilitates the attainment of
longer-term goals. Depending on the country situation,
programs are implemented using several mechanisms and
lending instruments including stand-alone programs and
multi-sector projects with government, NGOs, communities
and private sector involvement.
5.2.2 Accelerating Implementation Rates
Time is gained by undertaking the required technical studies
and sub-programme approvals within an overall approved
programme. Application of national procurement procedures
and disbursement through the use of special accounts for
small contracts, backed by regular audits where possible,
will be used to expedite the implementation process. The
Bank will continue to review these national procedures and
provide necessary support where required.
5.2.3 Regional Coordination, Partnerships
and RWSSI Management
Regional Coordination Committee (RCC): co-chaired by
AfDB and AMCOW, will comprise donors, Multilateral and
bilateral financing institutions, NGOs, CSOs, governments,
UN agencies, and other sector stakeholders. The RCC will
facilitate regional and international awareness; advocacy
and promotion of resource mobilization for national RWSS
programs; inter-governmental coordination; regional
monitoring and reporting; knowledge sharing and peer
reviews, etc. It will also aim to strengthen donor coordination
and transparency. The Bank, with inputs from an RCC
Working Group, will prepare annual reports for advocacy by
the RCC.
The RWSSI Coordination Secretariat (RCS): The Water and
Sanitation Department of the Bank will continue to play the
role of the RCS and will be strengthened with dedicated staff
to support regional partnerships and coordination,
monitoring and annual reporting, creating visibility and
exchange of lessons and experiences, development of
improved programs by provision of tools and guidelines for
better engagement in-country and increased staff capacity
to develop the sector wide approach. The Secretariat will
also administer the RWSSI Trust Fund and continue reporting
to the RWSSI Steering Committee and the Board.
The RWSSI-TF Steering Committee (TFSC): is composed of
representatives from the RWSSI-TF Donors. It meets annually
to review progress and examine the work program and
objectives for the coming year, and is consulted whenever
there is a major change of scope in relation to activities
financed or to be financed under RWSSI. As part of the
enhanced sector M&E strategy under development, annual
reports to the TFSC will increasingly contain more data and
information on the status of the sub-sector in Africa. The
M&E strategy will be piloted mainly on new projects in the
first three years and, eventually, progressively applied to all
RWSSI and non-RWSSI projects. In the meantime, RWSSI
projects will be monitored by the CAR – and countries will
be supported to regularly update their information systems
and share the information at regional level. Beyond the CAR,
outcome and impact indicators e.g. on health and
education, will be monitored and shared in annual RWSSI
reports.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
34
RegionalCoordinationCommitee(RCC)
RWSSI-TFSteeringCommitee (TFSC)
RWSSISecretariat
(RCS)
Improved RWSSI COORDINATION
RCC- AMCOW led- Advocate Govemments- Meets annually
TFSC- Donor led- Oversee TF priorities- Meets annually
RCS- Dedicated Coordinatorand staff- Executes SBP- OWAS managed
5.2.4 Policy and Investment Readiness, and Country
Status Overviews (CSOs)
Policy and Institutional Environment: RWSSI implementation
hinges on an enabling sector policy environment. The
national policy, and in particular the RWS policy, should be
within an economic, social and environmental framework
that facilitates integrated water resources management. The
policy should provide guidelines on decentralised,
participatory approaches and community led management
to ensure sustainable provision of services.
Country readiness and entry point: The country status and
readiness for investment is assessed based on existing
sector information on policy development, prioritisation of
water in CSP and PRSP and institutional set-up. Four broad
categories for deciding the entry point are as follows:
Category 1: Direct investment with capacity building where
the country policy and institutional environment are
favourable.
Category 2: Direct investment with capacity building where
the policy and institutional framework are favourable but
require strengthening through capacity building.
Category 3: Weak policy and institutional framework
requiring policy reform, and institutional strengthening
leading to investment.
Category 4: Countries that have already achieved the
RWSSI coverage target but will need support to sustain
coverage.
Country Status Overviews (CSOs): AMCOW’s CSOs (Regional
Synthesis Report, 2011) prepared by the WSP and the Bank
help to better understand the drivers of progress in water
supply and sanitation, and what ought to be done to
reinforce them. They are based on a CSO scorecard which
is an assessment framework identifying the drivers and
barriers along the ‘service delivery pathway’. It assesses the
building blocks of service delivery: grouped around enabling
services, developing new services, and sustaining services.
Although the last CSO assessment was done for 32
countries in 2010, it is planned that new RWSSI operations
will be informed by a rapid assessment of the status of
service delivery for each target country. It is proposed that
the SP will also use the AMCOW CSO2 scorecard framework
to: assess the status of the sector along the service delivery
pathways (Establishing, Developing and Sustaining) so as
to identify the most apt interventions; to guide resource
allocation; and, to evaluate the progress of the sector over
time as it moves along the pathway.
5.2.5 Internal Bank Capacity and Collaboration
The AfDB’s Water and Sanitation Department (OWAS) has a
total of 25 professional staff at the headquarters who all
contribute to developing and implementing RWSS programs.
These include the Director, 2 managers, 10 engineers, 7
financial analysts, 1 socio-economist, 2 gender specialists,
1 M&E Specialist, and 1 Portfolio Analyst. The Department
is also staffed with 8 support staff and a number of
consultants. In addition, there are 17 water sector staff
located in Regional Resource Centres and Field Offices in
Burkina Faso, Cameroun, DRC, Ethiopia, Ghana, Kenya (3),
Madagascar Malawi, Morocco, Rwanda, Tanzania, Uganda,
Zambia, Mozambique and Zimbabwe, and a long-term
consultant in the Nigeria Field Office, all supporting RWSSI
activities. As part of strengthening the Bank’s human
resources capacity in the field, the Department will transfer
4 additional staff to the Regional Resources Centres and the
Field Offices, to bring the total number in Field Offices to 21
staff.
The OWAS staff are complemented by the staff of the African
Water Facility with 10 professional staff, including the
Coordinator and 9 water experts. Several of the AWF staff
directly contribute to the design of RWSS projects.
In its operations, OWAS is supported by various Bank
departments in charge of legal affairs, financial
management, procurement, environment private sector,
partnerships and cooperation, etc. OWAS, as the RWSSI
Secretariat, will enhance collaboration with the Bank’s
departments of Agriculture and Agro-industry (OSAN), and
of that of Energy, Environment and Climate Change (ONEC)
on broader integrated water resources management issues
(and implementation of the Bank’s IWRM Policy, including
integrated water resources and water security planning,
climate change adaptation and mitigation issues) through
the Water Task Force which is being strengthened.
OWAS will also further pursue the ongoing efforts to
strengthen collaborations with the Human Resource
Development Department (OSHD) as elaborated in the
OSHD / OWAS collaboration framework and in the Bank’s
Human Capacity Development Strategy (2012-2017). The
collaboration will aim at the improvement of sanitation and
hygiene education in school curricula; ensure better design
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
35
and integration of health, gender and socio-economic issues
in rural water supply and sanitation interventions; as well as
lead to better assessment of their impacts in such projects.
As part of the design and development of rural water supply
and sanitation programs, OWAS will collaborate with OSAN
to develop more multi-purpose rural development projects
addressing rural water supply, horticulture, mini-irrigation
and livestock watering programs and rural livelihoods
enhancement activities. OWAS will also work closely with the
Transport Department (OITC) to implement rural water and
sanitation programs along road corridors supported by the
Bank and with ONEC for enhancing the use of renewable
energy systems in rural water supply and sanitation. OWAS
will also collaborate with OPSM in programs to enhance
private sector participation in RWSS. This will contribute to
enhancing water sector collaboration across sector
departments and complexes in the Bank and better
capturing of RWSS in agriculture, energy and social
development/health business plans and projects and
enhancing tracking of the socio-economic and health
impacts of RWSS operations, and to promoting inclusive
growth.
5.2.6 RWSSI Strategic Partnerships
During the implementation of this SP, partnerships with
strategic RWSS players in Africa and globally will be
strengthened, especially with respect to regional
coordination activities, resource mobilization, and
knowledge management (for key areas such as sanitation
improvement, sustainability of RWSS services, conflict-
sensitive service delivery for fragile and post-conflict states,
etc.). Some of the partners are: AMCOW, the Water and
Sanitation Program (WSP) of the World Bank, the Rural Water
and Sanitation Network (RWSN), the International Water and
Sanitation Centre (IRC), the UNESCO-IHE Institute for Water
Education, the US Water Partnership, the Water, Engineering
and Development Centre (WEDC), Sanitation and Water for
All (SWA) and UNICEF, etc.
5.2.7. Mainstreaming Cross-Cutting Themes
i) Climate Change: RWSSI activities and investments will
increasingly be designed and implemented to be climate
resilient; and as appropriate, climate change and climate
variability risk assessments will be carried out especially
for vulnerable groups. Additional climate financing
resources will strengthen the mainstreaming of climate
change throughout the water and sanitation operations
and support the needed policy changes in African
countries so governments can better cope with climate
change challenges and enhance resilience to water
scarcity through water storage, as appropriate. This will
enhance the Bank’s role in managing climate change
resources.
ii) Green and Inclusive Growth: The SP will contribute to the
Bank’s developing agenda on Green and Inclusive
Growth given the latter’s focus on rural areas, women
and the youth, climate change and etc. By its nature,
RWSS enables Inclusive Growth in the rural subsector
by addressing pro-poor services. Where appropriate,
interventions will provide training and market information;
promote management of water resources and
watersheds for multi-purpose use while ensuring pro-
poor strategies; and support uptake of income
generating opportunities in support of rural livelihoods.
iii) Gender: Gender equality and women’s empowerment
are key driving forces for addressing the problem of low
access to water and sanitation in rural Africa, and the SP
will continue to mainstream gender in its operations in
order to contribute to the achievement of the MDGs.
iv) Human Right to Water and Sanitation: the normative
content of the human right to water – availability, quality/
safety, accessibility, affordability and cultural
acceptability – as well as its cross-cutting principles of
non-discrimination/equality, participation and
accountability will be increasingly mainstreamed into the
work undertaken by the Bank in the area of water and
sanitation, also as part of the Bank’s Inclusive Growth
agenda.
5.2.8. Enhancing Sanitation Access in RMCs
i) Approaches: For all countries where the Bank will
intervene, approaches that focus on changing social
behaviours leading to long-term community uptake (e.g.
Community Led Total Sanitation, “Open Defecation Free
communities”, “hand washing with soap”, and sanitation
marketing) will be implemented. Wherever possible, this
will be in collaboration with other partners such as
UNICEF, bi- and multi-lateral donors, and NGOs; and will
be integrated with support for the provision of affordable
and sustainable sanitation hardware through e.g.:
enabling small scale service providers (sanitation as a
social enterprise/business) to develop supply chains;
promoting approaches that enhance the economic
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
36
outcomes of improved sanitation across the value-chain;
and involvement of larger private sector players.
In addition, there will be a more concerted effort to
improve water, sanitation and hygiene in schools through
hygiene education integrated with provision of water,
sanitation and hygiene infrastructure. Interventions will
continue to provide sanitation and hand washing
facilities for public places such as markets and health
centres.
At the regional level, RWSSI will facilitate the exchange
of lessons and experiences; and will provide support to
the AfricaSan processes and to AMCOW, for reporting
to the African Union.
ii) Support to national processes: Standalone and
program/project-based interventions at national level will
target the strengthening of the enabling environment for
improved sanitation through support for the development
of, as necessary: (i) national sanitation policies,
strategies and investment plans; (ii) adequate
institutional frameworks for sanitation; (iii) sanitation-
specific budget lines at decentralized levels; (iv) school
sanitation and hygiene education (in school curricula)
and infrastructure; (v) sanitation coordination
mechanisms; and, (vi) household and school sanitation
monitoring information systems.
iii) Financing sanitation: To complement support for
strengthening the national processes, RWSSI resources
will provide funds that can be used to proactively create
the environment for increased financing of sanitation at
national and decentralized levels. Although national
financing policies will continue to be followed, RWSSI
interventions facilitate the provision of smart subsidies
for the poorest of the poor, and establishment of supply
chains for small-scale sanitation service providers. The
Initiative will also support the creation of revolving funds
and microfinance schemes to enable the poor to finance
their sanitation facilities. Together with partners, OWAS
will also continue to identify market-based approaches,
involving the public, philanthropic and private sectors,
for scaling up sanitation in Africa.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
37
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
38
6.1 Conclusions
The RWSSI SP responds to the challenge of low access to
sustainable safe water supply and improved sanitation for
rural areas in Africa, where nearly 60% of the people live. This
is also in recognition of the fact that failure to achieve water
supply and sanitation MDGs significantly hampers the
achievement of other MDGs notably on poverty, gender, child
and maternal mortality and education (particularly for girls).
The SP seeks to advance RWSSI as a truly regional,
transparent and inclusive initiative that mobilizes increased
finances for rural water supply and sanitation in Africa, and
enhances subsector performance.
The SP is consistent with the Bank’s strategies and policies,
including the Integrated Water Resources Policy and the
Long Term Strategy. In implementing the SP, the Bank will
seek to maximize efficiency and resource utilization. The SP
aims to improve coordination and integration of
interventions within the Bank for a one-Bank approach, as
well as outside with different partners to maximize impact.
It is to be noted that while the SP is being finalized in 2013,
important elements were implemented in 2012. These
include the Operation Plan for 2012 that was aligned to the
SP, preparations for the initiation of the Regional
Coordination Committee, and the resource mobilization
event that took place in March in Marseille.
6.2 Recommendation
The Boards of Directors are invited to consider this
Strategic Plan, which is intended to guide the Bank’s
interventions in the subsector at the national and regional
levels towards the achievement of rural water supply and
sanitation MDGs.
6. Conclusions and recommendations
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
39
Annex 2
Results-Based Management Framework for the RWSSI Trust Fund (RWSSI-TF) Strategic Plan 2012 – 2015
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
41
RESULTS CHAIN
PERFORMANCE IN
DICAT
ORS
MEANS
OF
VERIFICAT
ION
RISKS/M
ITIGAT
ION
MEASURES
Objectively Verifiable In
dicators (O
VI)
Baseline (2010)
9Targets (2015)
Improved
health, living co
ndition
san
d literacy for pe
ople living
inrural areas
1.1
% Red
uction in und
er-5 m
ortality rates in Africa
1.2
Ratio of g
irls to boys in prim
ary an
d seco
ndary scho
ol
1.1
127
(200
9)
1.2 91
(200
9)
1.1 4
0 (202
0)
1.2 95
(2
020)
HO Statistical Info
System (W
HOSIS)
-OWAS M
&E fra-
mew
ork
Risk statem
ent:
-Political sup
port and
prio
riti-
zation by African go
vern-
men
ts m
ay not be sufficien
tto assure sustaina
bility of
RWSSI’s im
pacts
Mitiga
tion strategies:
-Advoc
acy fro
m im
proved
high
-level coo
rdination an
dvigo
rous lobb
ying
throug
hthe AU, A
MCOW and
other
DPs
Risk statem
ent:
-Inad
equa
te externa
l fun
ding
to sup
port to
RWSS in
RMCs
Mitiga
tion strategies:
-Advoc
acy for improved
en-
abling en
vironm
ent to attract
non-trad
ition
al fina
ncing
(PSPs, self-supp
ly, etc.)
Risk statem
ent:
-Inad
equa
te externa
l fun
ding
to sup
port to
RWSS in
RMCs
Mitiga
tion strategies:
-Advoc
acy for improved
en-
abling en
vironm
ent to attract
non-trad
ition
al fina
ncing
(PSPs, self-supp
ly, etc.)
-Th
e en
hanc
ed sector effi-
cien
cy, also sup
ported
by
RWSSI S
P
Risk statem
ent:Governm
ents
do not re
gularly evaluate an
drepo
rt sector pe
rform
ance
Mitiga
tion strategies
:-Enh
anced po
licy dialog
uethroug
h AMCOW, n
ationa
l in-
terven
tions and
the RCC
-Entrenc
hing
sector pe
rfor-
man
ce m
onitoring an
d repo
r-ting in existing an
d all new
RWSS interven
tions
1.Increased co
mmitm
ent
and investmen
t by AfDB, d
eve-
lopm
ent p
artners, RMCs, com
-mun
ities and
other stakeho
lders
for th
e provision of sustainab
leRWSS services to peo
ple living in
rural areas
1.1
Increased cu
mulative finan
cing
(billion
USD) for sustainab
lerural w
ater sup
ply an
d improved
san
itation in rural Africa.
1.2
Add
ition
al num
ber of peo
ple with access to safe water and
sanitation from
RWSSI-TF
investmen
ts
1.1 5
.5 billion
USD
(201
1)
1.2 N
/A
1.1 1
3.6 billio
nUSD
1.2 2
.9 m
illion
-AMCOW CSOs
-RWSSI C
ARs an
dAnn
ual rep
orts
-Sector pe
rfor-
man
ce re
ports
-OWAS M
&E fra-
mew
ork
Com
pon
ent 1
RWSSI-TF
gover-
nanc
e Output 1.2: S
tren
gthe
ned
RWSSI o
rgan
isationa
l framew
ork
Output 1.3: T
he RWSSI-TF
is ef-
ficiently and
effectively utilized
1.2a
Reg
iona
l Coo
rdination Com
mittee (R
CC) estab
lishe
d an
dmeeting an
nually
1.2b
RWSSI T
F SC m
eetings held an
nually
1.2c
By mid-201
3, a RWSSI com
mun
ication strategy is estab
li-shed
1.2d
By en
d of 201
3, RWSS ope
rations to
olkit in place to guide
the de
sign
and
implem
entation of R
WSS interven
tions in th
e Ban
k1.3a
Increase in propo
rtion of RWSSI-TF
disbu
rsed
per year to
total R
WSSI-TF
com
mitm
ent
1.3b
Red
uction in num
ber of RWSSI-Trust F
unde
d projects th
atqu
alify fo
r canc
ellation
1.3c
Increased co
mmitm
ents to
the RWSS Trust Fun
d
1.2a
N/A
1.2b
SC m
eeting
1.2c
Non
e
1.2d
Non
e
1.3a
6%
1.3b
4
1.3c
12
6mUSD
1.2a
RCC in place
1.2b
SC m
eetings
1.2c
Com
mun
ica-
tion Strateg
y 1.2d
Too
lkit
1.3a
20
%
1.3b
0
1.3c
526
mUSD
WSSI C
ARs an
dAn-
nual re
ports
-AfDB Decem
ber
Outliers and
Ex-
ceptions Rep
orts
-Man
ual and
RCC
minutes
Com
pon
ent 2 – RWSS sub
sec-
tor go
vernan
ce and
ena
bling en
-vironm
ent
Output 2.1: P
rogress is m
ade
alon
g service de
livery pa
thway
towards
cou
ntry-le
d prog
ramma-
tic app
roache
s with stren
gthe
-ne
d RWSS plann
ing, bud
geting
and de
velopm
ent
Output 2.2: Inc
reased
RWSS
sector re
form
s an
d de
velopm
ent
supp
ort for frag
ile and
post-
conflict c
ountries
Output 2.3: E
nhan
ced focu
s on
sanitation an
d hygien
e
1.2a
Création du
Com
ité de co
ordina
tion région
al (C
CR) et réu
-nion
s an
nuelles de
ce co
mité, ren
forçan
t ainsi l’ap
prop
riation de
l’Initiative pa
r tous les acteurs
1.2b
Mise en
place, d
’ici la fin de 20
13, d
’une
stratég
ie de co
m-
mun
ication de
l’IAEAR.
1.2c
Mise au
point, d
’ici la fin de 20
13, d’un
e bo
îte à outils pou
rles op
érations d’AEAR
1.2a
S.O.
1.2b
Auc
une
1.2c
Auc
une
1.2a
CCR en
place
1.2b
Stratég
ie
1.2c
Boîte à outils
-Com
ptes-ren
dus
des réun
ions du
Com
ité de co
ordi-
nation
-Stratég
ie de co
m-
mun
ication de
l’IAEAR
-Boîte à outils pou
rles op
érations
d’AEAR
Com
pon
ent 3 - RWSS invest-
men
ts
Output 3.3:L
everag
ing effect of
the RWSSI-TF
enh
anced
3.3a
Add
ition
al fu
nding leverage
d using RWSSI-TF
resources
3.3a
N/A
3.3a
USD 2bn
(abo
ut five-fold)
-RWSSI C
ARs an
dAnn
ual rep
orts
-RWSSI d
ata ba
sewhe
n establishe
d
iMPACT OUTCOMES OUTPUTS
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
42
RESULTS CHAIN
PERFORMANCE IN
DICAT
ORS
MEANS
OF
VERIFICAT
ION
RISKS/M
ITIGAT
ION
MEASURES
Objectively Verifiable In
dicators (O
VI)
Baseline (2010)
9Targets (2015)
Com
pon
ent 4– Sustainab
ility of
RWSS systems
Output 4.1:P
ro-sustainab
ility
institutiona
l systems establishe
dan
d streng
then
edOutput 4.2:S
ustainab
ility of
RWSS infra
structure en
hanc
ed
4.1 Add
ition
al num
ber of cou
ntries supp
orted to develop
func
tio-
ning
O&M fram
eworks fo
r RWSS
4.1b
Num
ber of cou
ntries supp
orted with ade
quate sp
are pa
rts
supp
ly cha
ins
4.1c
Num
ber of nationa
l water sector NGO coo
rdination orga
nisa-
tions estab
lishe
d with Trust Fun
d supp
ort
4.2a
Red
uction in average
percentag
e of non
-fun
ctiona
l RWS fa
ci-
lities in RMCs
4.2b
Increase in propo
rtion of new
rural w
ater sup
ply sche
mes
using wind/solar en
ergy
4.1 N/A
4.1b
0
4.1c
0
4.2a
33%
4.2b
-
4.1 12
4.1b
12
4.1c
8
4.2a
25%
4.2b
10%
WSSI C
ARs an
dAnn
ual rep
orts
-Sector Review
Rep
orts
-AMCOW CSOs
Com
pon
ent 5– RWSS kno
w-
ledg
e man
agem
ent a
nd com
mu-
nication
Output 5.1: C
ountry-le
d RWSS
sector M
&E stren
gthe
ned
Outpu
t 5.2 Com
mun
ication an
dknow
ledg
e prod
ucts gen
erated
and dissem
inated
amon
gst s
ta-
keho
lders
5.1a
Num
ber of add
ition
al RMCs with effective rural w
ater sup
ply
M&E systems
5.1b
Num
ber of add
ition
al RMCs with effective rural san
itation an
dhygien
e M&E systems
5.2a
Num
ber of RWSS com
mun
ication an
d kno
wledg
e prod
ucts
gene
rated an
nually and
disseminated
5.2b
A re
gion
al datab
ase on
fina
ncing, sub
sector perform
ance
and de
centralization of RWSS service delivery establishe
d5.2c
Num
ber of pub
lications on sanitation be
st practices and
best
practices iden
tified, doc
umen
ted an
d dissem
inated
5.2d
Num
ber of ann
ual sector pe
rform
ance re
ports (includ
ing an
-nu
al joint s
ector review
s an
d sector und
ertaking
s) sha
red at re
gio-
nal forum
s5.3 Num
ber of non
-Ban
k-fund
ed cou
ntries includ
ed in Ban
k’s
RWSSI rep
orts
5.1a
N/A
5.1b
N/A
5.2a
3
5.2b
N/A
5.2c
1
5.2d
N/A
5.3 0
1.1 1
3.6 billio
nUSD
1.2 2
.9 m
illion
5.1a
15
5.1b
15
5.2a
3
5.2b
Active Data-
base
5.2c
2 pu
blica-
tions
5.2d
20
5.3 1
5
-RWSSI C
ARs an
dAnn
ual rep
orts
-OWAS M
&E fra-
mew
ork
-Sector Review
Rep
orts
-RWSSI C
ommun
i-cation Strateg
y -RCC m
inutes
-Com
mun
ication
and know
ledg
eprod
ucts
COMPONENTS
INPUTS
Com
pon
ent 1 - RWSSI/RWSSI-TF
gov
erna
nce
Com
pon
ent 2 - RWSS sub
sector gov
erna
nce an
d ena
bling en
vironm
ent
Com
pon
ent 3 - RWSS in
vestmen
tsCom
pon
ent 4 - Sus
tainab
ility of R
WSSI s
ystems
Com
pon
ent 5 - RWSS kno
wledge
man
agem
ent an
d com
mun
ication
Sum
mary of cos
ts per com
pon
ent (m
illion USD;
RWSSI-TF
res
ources
only)
Cost C
ompo
nent 1
USD 3.0
Cost C
ompo
nent 2
USD 60.0
Cost C
ompo
nent 3
USD 2
24.0
Cost C
ompo
nent 4
USD 53.0
Cost C
ompo
nent 5
USD 60.0
Total T
F co
st: U
SD 400
million
KEY ACTIVITES
Component 1 – RWSSI Governance
This component addresses the governance and
performance of the Initiative and the Trust Fund for
enhanced efficiency and effectiveness. To enhance
accountability and transparency, and to increase ownership
and confidence in the optimal use of the funds, more
inclusive governance is planned at the strategic and
operational levels. At the strategic level, a formal RWSS
coordination mechanism (Regional Coordination
Committee; RCC) will bring together key players such as
AMCOW, governments, multilateral and bilateral donors,
NGOs and CSOs to increase advocacy, peer-to-peer
learning, resource mobilization, performance reporting, etc.
At the operational level, the Bank will strengthen its capacity
to oversee implementation of the SP by adding dedicated
staff to the RWSSI Secretariat in OWAS; enhancing the
capacity of task managers and other experts, and,
providing more regular and detailed reports to the RWSSI-
TF Steering Committee for timely guidance. The
Coordination Secretariat will support the identification and
engagement of skills required for sector policy dialogue and
sector or subsector wide approaches. The Secretariat will
also work with RWSS task managers and other Bank staff at
Headquarters and in the Field Offices, as well as with
outsourced experts as necessary, to ensure that the SP is
implemented as planned. It will also enhance collaboration
with the Bank’s departments of Agriculture and Agro-
industry (OSAN) and that of Environment, Energy and
Climate Change (ONEC) on broader integrated water
resources management issues through the Water Task
Force which is being revamped.
It will also enhance collaborations with the Human Resource
Development (OSHD), as elaborated in the OSHD/ OWAS
collaboration framework and in the Bank’s Human Capacity
Development Strategy (2012-2017); with OITC in
developing RWSS in road corridors supported by the Bank;
with ONEC promoting use of renewable energy systems in
RWSS; and with OPSM to promote private sector
participation in RWSS. This way, OWAS will better capture
RWSS in agriculture, energy and social development/health
projects, to enhance tracking of the socio-economic and
health impacts of RWSS operations, and to promote
inclusive growth.
The RWSSI-TF Steering Committee will continue to review
RWSSI annual reports, work plans and budgets at the
annual Steering Committee meetings. The component will
be monitored through two outputs and four indicators:
Output 1.1 Bank-funded RWSS operations are efficiently
implemented. This output will also be monitored through the
Bank’s internal portfolio tracking system (Implementation
Performance Reporting) using the following three indicators:
Indicator 1.1b will measure the aggregated efficiency of project
implementation through the reduction of the proportion of
projects whose age is greater than the average design project
age of 4 to 5 years, from 30% in 2011 to about 10% in 2015.
Indicator 1.1c : will monitor the capacity of the Bank to
implement the SP, with specific focus on strengthening the
RWSSI Secretariat with allocation of dedicated staff
comprising one to two experts (according to need) and one
support staff.
Output 1.2 Strengthened RWSSI organisational framework
A Regional Coordination Committee (RCC) co-chaired by
AMCOW and the Bank will meet at least annually to agree
on regional undertakings for strengthening RWSS, to
enhance advocacy for RWSS and to report on all RWSSI
operations and financing. The terms of reference of the RCC
are given in Annex 5. A Working Group (WG) of sector
planning experts is being established to gather the
information needed for the RCC to fulfil its role. A RWSSI
communication strategy as well as a RWSSI operations
toolkit will be developed to enhance effectiveness. The
output will be monitored as follows:
Indicator 1.2a will be the number of RCC meetings held. The
effectiveness of the RCC in coordinating RWSS activities in
Africa will be assessed at the end of 2013 and 2015.
Annex 2
Description of the Components and Outputs of the SP
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
43
Indicator 1.2b is that by mid-2013, a RWSSI Communication
Strategy will be established to guide the Bank and its
partners on systematic sharing of sector information for
increased effectiveness.
Indicator 1.2c relates to the preparation of a RWSSI
operations toolkit to guide the Bank and RMCs in the
planning, designing and implementation of RWSSI
operations. This will be available by the end of 2013.
Component 2 – RWSS subsector governance and enabling
environment
The second component aims at supporting countries to
improve their governance of the RWSS subsector. The
component addresses support for strengthening
programmatic approaches and sector or subsector wide
approaches (SWAp)12 to RWSS service delivery. Specific
support will depend on country needs and includes the
preparation of RWSS plans and identifying and preparing
programs that mainstream country systems and
constructing infrastructure in prioritized areas; strategic
capacity building support for decentralised and other
systems; enhanced sector dialogue at national level and
coordination; strengthening financial absorption capacity;
O&M planning and management; gender mainstreaming,
environment, climate change mitigation and adaptation;
establishment of private sector enterprises to deliver RWSS
services; increased transparency in reporting sector
performance, resource allocation and equity; etc.
The component will also focus on RWSS service delivery in
fragile states (using conflict-sensitive approaches) and in
post-conflict states.
Output 2.1 Progress is made along the delivery pathway
(Enabling, Developing and Sustaining service delivery)
towards country-led programmatic approaches.
The indicators are based on the premise that RWSSI
supports countries to put in place systems and mechanisms
for sustainable service delivery and supports them to
develop along the service delivery pathway as described
above.
Indicator 2.1a will track the number of new non-fragile
countries with RWSS programs. Progress in fragile countries
will be monitored Output 2.2.
Indicator 2.1b will monitor the increase in number of Bank-
supported RWSSI countries that provide annual sector
reviews and provide annual sector monitoring reports for
advocacy, planning and budgeting and purposes.
Output 2.2 Increased RWSS sector reforms and
development support for fragile and post-conflict countries.
The SP will increase focus on fragile and post conflict states
to ensure adequate capacity development for sustainable
infrastructure investments. Depending on their status, about
eight fragile, post-conflict and off-track states will be
supported to create more enabling conditions for
sustainable service delivery through sector reforms, backed
by investments for rural water supply and sanitation using
conflict-sensitive approaches13 so as to avail much-needed
services while using the process for building capacity.
Indicator 2.2 refers to the number of additional fragile/post-
conflict countries with national RWSS strategies and
programmes, and which are supported towards developing
RWSS services.
Output 2.3 Enhanced focus on sanitation and hygiene : to
address the limited progress. Support will go towards:
ensuring that sanitation budget lines are established in
national and sub-national budgets; sanitation targets are
known and monitored by sector stakeholders; establishment
of sanitation businesses by individuals and firms; promoting
use of climate change resilient approaches (e.g. various
ecological sanitation approaches); advocacy and
increased awareness of sanitation benefits; and
mainstreaming of sanitation by-product reuse.
Indicator 2.3a : tracking the additional number of countries
with lead sanitation institutions; and,
Indicator 2.3b : relating to the number of additional RWSSI
countries with specific sanitation and hygiene strategies,
plans, budgets and reports.
Component 3 - RWSS investments
This component aims at achieving enhanced funding
commitments towards rural water supply and sanitation,
both from governments and development partners,
including the Bank. It also aims at increased investments
for rural water supply and sanitation in fragile, post-conflict
and off-track states to enhance sector reforms under
strategic component 2; and at achieving a greater leverage
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
44
12 The SWAp provides a pragmatic method for sector planning and management, exposes inter-related sector constraints and opportunities, facilitates coordina-ted action across actors and sub-sectors to address those constraints and opportunities, and strengthens linkages between the sector policy, budget, activi-ties and results.
13See the 2011 WSP Conference Report: Delivering Water Supply and Sanitation in Fragile States.
effect by the RWSSI Trust Fund on total resource
mobilization. The RCC and its WG will play a major role in
monitoring outputs under this component.
Output 3.1: Government leadership in RWSS demonstrated
through increased financing - in line with RMC’s
commitments in various declarations and to elicit demand-
driven financing.
Indicator 3.1 : relates to increased proportion of government
funding for rural water supply and sanitation in Africa, from
a reasonable amount of 35% [OECD data] to 40%.
Output 3.2: Overall funding for RWSS increased to reduce
the funding gap.
Indicator 3.2 : relating to the increased total funding (by
source) for rural water supply and sanitation in Africa during
SP period towards the USD 8.1 million target required for
the achievement of the subsector MDGs.
Output 3.3: Leveraging effect of the RWSSI-TF enhanced
Indicator 3.3 monitoring the leveraging effect of RWSSI-TF
resources used for investments specifically for fragile, post-
conflict and off-track states.
Component 4 – Sustainability of RWSS systems
The SP will take a more holistic view to RWSS infrastructure
sustainability and the systems that enhance it, by placing
greater emphasis on lifecycle cost and sustainability
considerations in designing the RWSSI programmes. It will
consider RWSS as a service, and support an increased
number of small community and private water operators
and appropriate regulation of RWSS services and service
providers at all levels. It will also support the identification
and development of sustainability indicators and targets for
services and performance of service providers and
advocate for improved O+M budgeting, increased
allocation of subsector finance to train artisans, mechanics,
vendors and develop/establish supply chains. Sustainability
will be monitored using two outputs and appropriate
indicators:
Output 4.1: Pro-sustainability institutional systems
established and strengthened
Indicator 4.1a denoting the additional number of countries
that will be supported to develop functioning operation and
maintenance frameworks for RWSS.
Indicator 4.1b on number of countries supported to
establish or develop adequate supply chains for RWSS
spare parts and implements.
Output 4.2: Sustainability of RWSS infrastructure
enhanced
Indicator 4.2 monitoring the average percentage reduction in
non-functional RWS facilities in regional member countries.
Component 5 – Increased knowledge management
and communication
This component aims at strengthening the generation,
dissemination and utilization of RWSS subsector knowledge
at the Bank and in RMCs. It will invest in three major output
categories, namely: country-led and sector-wide monitoring
and evaluation systems that allow RMCs to formulate
evidence-based policies; and, a more systematic
development and dissemination of RWSS knowledge products
and progress reports by the Bank and the RMCs. This will
inform design and implementation of future operations,
thereby contributing to development effectiveness.
Output 5.1: Country-led RWSS sector M&E strengthened.
This output is in line with a general concern of the Bank14 and
is not confined to the water and sanitation sector. As part of
its efforts to improve M&E of the WSS sector at the Bank, the
SP will increase support to RWSSI countries in building or
strengthening national sector M&E systems for the collection,
analysis and use of sector data (e.g. rural access data,
budgeting and financial allocations, functionality,
coordination mechanisms, water user committees, equity,
and gender-specific data on hygiene training and
management, etc.) and information flow systems from bottom
to top, feeding into national statistics. The ultimate aim is that
national statistics categories for the water sector are the
same ones used in the sector itself.
Indicators 5.1a and 5.1b: giving the number of additional
RMCs with effective rural water supply M&E systems, and
effective rural sanitation and hygiene M&E systems,
respectively.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
45
14 Two important programmes of the Bank, under the Chief Economist’s Complex and the Statistics Department (ESTA) aim at: (i) strengthening statistical capa-city in RMCs in general, and (ii) improving the management of infrastructure statistics in particular via the Africa Infrastructure Knowledge Programme (AIKP).Both mainly work with national statistical institutes while RWSSI should provide support in order to enable RWSSI countries to build a sustainable sector-speci-fic data and information flow feeding into national statistics and to ensure that ESTA captures at least the same categories of information as OWAS.
Output 5.2 Communication and knowledge products
generated and disseminated amongst stakeholders to be
informed by the RWSSI Communication Strategy and sector
trends in the region. Two indicators are proposed:
Indicator 5.2a reporting the number of flagship RWSSI
communication and knowledge products generated annually
and disseminated; and,
Indicator 5.2b relating to the establishment of a regional
database on financing, subsector performance (including
access, budgeting and financial allocations, equity,
functionality, coordination, and gender-specific data on
hygiene training and management/water user committees,
etc.) and decentralization of RWSS service delivery (in line with
the Bank’s WSS sector M&E Long-term Strategy an Medium
term Action Plan).
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
46
Annex 3
RWSS Programmes - Completed, Ongoing & Planned
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
47
Ref.No.
CountriesCompleted, On-going and Planned Programs
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
1 Algeria
2 Angola
3 Benin 1 2
4 Botswana
5 Burkina Faso 1 2
6 Burundi
7 Cameroon 1
8 Cape Verde
9 Central African Republic 1 2
10 Chad 1 2
11 Comoros 1
12 Congo, Democratic Republic 2
13 Congo, Republic 1
14 Côte d'Ivoire 1
15 Djibouti 1
16 Egypt
17 Equatorial Guinea 1
18 Eritrea
19 Ethiopia 1 2
20 Gabon
21 Gambia 1
22 Ghana 1
23 Guinea 1
24 Guinea-Bissau
25 Kenya 1 2 3
26 Lesotho
27 Liberia 1
28 Libya
29 Madagascar 1 2
30 Malawi 1 2
31 Mali 1 2
32 Mauritania 1 2
33 Mauritius
34 Morocco 1 2
35 Mozambique 1 2
36 Namibia
37 Niger 1 2
38 Nigeria 1 2
39 Rwanda 1 2
40 Sao Tome and Principe 1
41 Senegal 1 2
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
48
Ref.No
CountriesCompleted, On-going and Planned Programs
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
42 Seychelles
43 Sierra Leone 1
44 Somalia
45 South Africa
46 South Sudan
47 Sudan
48 Swaziland 1
49 Tanzania 1 2 2
50 Togo
51 Tunisia 1 2
52 Uganda 1 2
53 Zambia 1 2
54 Zimbabwe
Totals 2 2 4 5 4 3 5 3 3 5 6 8 6
Key Phase 1 Phase 2 Phase 3 Total
Fragile States and Post Conflict Countries
RWSSI Completed 5 5
On-going Programmes Phase 1 &2 18 8 26
Lending Programme for 2012-15 10 14 1 25
Total 33 22 1 56
1. Background
The AfDB Board of Directors approved the RWSSI Multi-
Donor Grant Arrangement on January 18, 2006.
Subsequently, agreements were signed by Denmark on
February 3, 2006; by France on September 6, 2006; and
by The Netherlands on September 29, 2006. The
Agreement between the Bank and the Canadian
Government was signed in 2009 and that between the
Bank and the Swiss Government in June 2010.
The purpose of the RWSSI Trust Fund is to provide
financing for the implementation of activities under the
Initiative. As per the Grant Agreements, eligible activities
for receipt of RWSSI-TF resources are water supply
infrastructure specifically for off-track and fragile states,
sanitation infrastructure, water and sanitation policy /
strategy development, programmes and project
preparation, capacity building and training, and other
activities agreed upon between the Bank and donors.
As required by the RWSSI Trust Fund Grant Arrangements,
the Bank established a Committee of representatives from
the Bank and Donors. The Committee meets yearly to
review the progress and examine the work program and
objectives for the coming year. The Bank also consults with
the Donors whenever it identifies a major change of scope
in relation to activities financed or to be financed under
RWSSI.
2. Role of Steering Committee (SC)
Annual Steering Committee meetings will be held and
quarterly financial statements will be shared with donors
for progress monitoring and accountability. The Bank will
ensure communication of plans and achievements of
RWSSI/RWSSI-TF through analytical and timely reports,
sharing proposals on large-capital operations for
comments before they are approved by the Bank; and,
where necessary, will propose changes to the
programmes for consideration of the Steering Committee.
The role of the RWSSI-TF Steering Committee comprises
the following activities:
i) Hold an annual meeting (normally in April) to review
and examine the previous year’s annual report and the
work plan and objectives for the following year.
ii) Endorse the Strategic Plan of RWSSI and approve the
RWSSI Trust Fund strategic orientation.
iii) Endorse the RWSSI-TF operational procedures:
Guidelines for Processing RWSS and RWSSI-TF
Funded Projects and Programs in the Bank.
iv) Appraise themselves with the TORs and outputs of
thematic papers and programme preparation
assignments.
v) Provide comments on project appraisal reports before
they are approved by the Bank. Reports will be copied
to Steering Committee members at the same time as
they are sent for translation (i.e. 6 weeks before Board
presentation).
3. Membership
The members of the Steering Committee comprise the
Bank and representatives of countries whose cumulative
paid in contributions exceeds Euro 1 million, who are
invited to attend meetings at their own expense. Donors
whose cumulative paid in contributions do not exceed
Euro 1 million will be invited as observers. Current donors
are: Cote d’Ivoire, Burkina Faso, France, Switzerland,
Canada, Denmark, the Netherlands, and any other country
which contributes to the RWSSI-TF.
4. Responsibility of the Steering CommitteeChair
The Steering Committee Chair shall be the AfDB Vice
President of the complex where RWSSI-TF is hosted. The
responsibilities of the SC Chair are to:
- Set the agenda for and chair each meeting;
- Ensure that the agenda and supporting documents are
delivered to members in advance of each meeting; and,
Annex 4
Terms of Reference for the RWSSI-TF Steering Committee (2012)
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
49
- End each meeting with a summary of decisions and
assignments.
5. Quorum and Decision Making
- A minimum of 50% attendance of members is required
for decision making purpose
- Attendance by phone or VC will be possible for those
unable to attend in person.
- Decisions are taken preferably by consensus, or by
majority vote if necessary
6. Frequency of Meetings
The Steering Committee shall meet every year in April
unless the Chair calls for an extraordinary meeting. Unless
otherwise agreed, meetings will be limited to one day. If
any additional meeting is called during the year by the
Chair of the SC, it will be done predominately via video-
conference.
7. Venue
As per agenda.
8. Minutes
The RWSSI-TF Secretariat is responsible for maintaining a
record of all proceedings. Where agreed, all out-of-session
decisions shall be recorded in the minutes of the next
scheduled Steering Committee meeting.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
50
Background
Predictable long term partnerships, coordination and
effective project and programme implementation are
fundamental requirements to enable all countries in the
African region to ensure that all rural populations have
sustained access to safe drinking water and improved
sanitation. One important aspect of achieving this is the
development of stronger partnerships and greater
sharing of information among development partners
themselves, between African governments and
development partners, and between African
governments and the societies they govern.
The Rural Water Supply and Sanitation Initiative (RWSSI)
was launched in 2003 by the African Development Bank
with an overall goal of universal access to water supply
and sanitation services for the rural populations by 2025
with an intermediate target of 80% coverage by 2015. The
2015 objectives have been realigned to the MDG target
of 70% and 62% from a base value of 47% and 28% in
2000, for rural water supply and sanitation, respectively.
RWSSI was adopted as a regional framework by
development partners and governments at the first
International Conference on Rural Water Supply and
Sanitation in Africa held in Paris in April 2005. The
conference called for a coordinated approach,
implementation through the programme modality and the
establishment of a regional mechanism for monitoring
progress and reporting. The second International
Conference on Rural Water Supply and Sanitation in
Africa held in Marseille in March 2012 reviewed progress
and re-endorsed RWSSI as a regional framework.
It is estimated that an additional investment of US $8.1
billion is required to provide basic water supply services
for 155 million people and sanitation for 226 million
people to meet the MDG targets in rural areas. The
resource mobilisation strategy envisages a partnership
approach where African governments demonstrate
commitment by significantly increasing their funding for
the sub-sector from national budgetary allocations and
user contributions in order to leverage more bilateral and
multilateral support.
The recently completed internal and independent
external assessments of RWSSI concluded that the
Initiative has recorded significant achievements in the
past 8 years, as seen from AfDB operations co-financed
with other donors in 23 countries which have provided
water supply and sanitation access to 33 million and 21
million people (2010 values), respectively. The
assessments identified a number of key weaknesses,
including slow implementation of some programs, lack of
strong coordination mechanisms at the national and
regional levels as well the need for strengthening the
AfDB’s monitoring capacity in programme implementation
and follow-up. The stakeholder workshop held in Tunis in
November 2011 called for action to strengthen
coordination and partnership at all levels.
A RWSSI Strategic Plan was prepared as a response to
the recommendations of the assessments for the
establishment of national and regional coordination
structures and the strengthening of the RWSSI
coordination secretariat within the AfDB. The purposes of
these structures are as follows.
• Regional Coordination Committee (RCC) consisting
of AfDB, governments, AMCOW, RWSSI-TF Steering
Committee members, donors, Multilateral and bilateral
financing institutions, NGOs, CSOs and UN agencies
to enhance ownership of RWSSI by all players;
facilitate regional and international awareness;
advocacy and promotion of resource mobilization for
national RWSS programs; inter-governmental
coordination; regional monitoring and reporting;
knowledge sharing and peer reviews, etc. The RCC
would be a consultative body with voluntary
membership.
• National Coordination structure consisting of
governments, donors, NGOs, CSOs and other
Annex 5
Terms of Reference for the Regional Coordination Committee
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
51
stakeholders to facilitate inter-ministerial cooperation
and linkages to local government and communities;
national awareness and advocacy for RWSS;
promotion of national programme and resources
mobilization; monitoring and reporting on
achievements etc. These will build on /strengthen
national coordination structures where they exist.
• The RWSSI coordination secretariat within the Water
and Sanitation Department of the AfDB to support
coordination of regional partnerships, monitoring and
annual reporting, creating visibility and exchange of
lessons of experiences, development of tools and
guidelines, etc. The secretariat will be strengthened
with dedicated staff and will handle regional
coordination issues.
• The RWSSI Trust Fund Steering Committee is
composed of donors who contribute to the RWSSI Trust
Fund. The Steering Committee delineates the Trust
Fund strategic orientations, approves RWSSI Trust
Fund annual work plans and budgets and receives
reporting based on results framework linked to the
overall RWSSI programme. The Steering Committee
will be represented on the RCC.
This document sets out the draft terms of reference for the
Regional Coordination Committee.
Rationale for the Regional Coordination Committee
There is need for African governments to demonstrate
leadership with respect to improving rural water supply
and sanitation within each country and for the region as a
whole. The leadership has to be accountable for
transparency and equitable sector planning, budgeting,
financing, and for overall sector development. There is also
need to more fully capture and disseminate efforts of
African Governments and donors to improve access to
safe water and sanitation. There are a number of areas that
need to be improved including:
i) Information on sub-sector funding: although there is
a consensus that funding for rural water supply and
sanitation in Africa is inadequate, there is actually no
comprehensive information of what development
partners, governments, NGOs, CSOs and the private
sector are committing in each country to this subsector.
This is urgently needed.
ii) National RWSS policies and strategies: regarding
country ownership of subsector development,
countries that have performed well in RWSS have
policies and strategies in place for decentralization and
for rural water and sanitation; monitor RWSS
implementation and performance; and, make periodic
adjustments when necessary. All of these have
contributed to measurable and substantial
improvements and ought to be replicated.
iii) Donor harmonisation and coordination: despite the
Paris Declaration, there is still weak harmonisation
among development partners in coordinating and
simplifying their procedures. Alignment of
development partner priorities with country sector
strategies has made progress. However, Governments
from the region could benefit from better understanding
how their peers manage harmonization and alignment
of donor development assistance. Monitoring of donor
harmonisation and alignment in the water sector would
thus contribute to a body of regionally generated
knowledge, promote peer-to-peer learning and provide
governments with another tool for taking proactive
leadership in development of the subsector.
iv) Capacity building for district and local institutions
requires a long term development perspective.
However, the urgent need for RWSS services requires
prioritizing capacity building of decentralized
government institutions, especially for procurement
activities to take place at the decentralized level.
Sharing of experience from the region on water sector
decentralization and institutional capacity building for
RWSS could also promote peer learning.
v) Sub-sector monitoring and evaluation: the Joint
Monitoring Programme (JMP) of UNICEF/WHO brings
together data regarding access to safe water and
improved sanitation from national data. Over the years,
the JMP has become the basis for comparing progress
between countries in Africa as well as globally.
Monitoring and evaluation of progress in rural water
supply and sanitation is essential for informed
decision-making.
The RWSSI Regional Coordination Committee has a lead
role to play in information sharing, advocacy, and in
facilitating peer-to-peer learning in the aforementioned
areas.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
52
The RWSSI is a joint programme of the African
Development Bank and Nation States. The States co-fund
and implement the programmes and projects and are now
called upon to share more information of their experiences
from them. The RWSSI Regional Coordination Committee
will keep track of the countries where RWSSI is operating
as a national programme within each country, as well as
for the region as a whole.
Functions of the Regional Coordination Committee
The functions of the RCC include:
i) Advocacy and promotion of resource mobilization for
national RWSS programs;
ii) Facilitation of regional and international awareness;
iii) Inter-governmental coordination, knowledge sharing
and peer review;
iv) Promotion of national and regional monitoring and
reporting; and
v) Any other relevant areas, as might be identified.
Details of the functions will be developed by the RCC’s
Working Group, supported by the RWSSI-Coordination
Secretariat.
Preparatory Activities of the Regional Coordination
Committee
Some preparatory work under monitoring and reporting
has started, as described next.
Promotion of National and Regional Monitoring and
Reporting
Considerable analytical work has been recently
undertaken, particularly the AMCOW Country Status
Overviews (CSOs), and the GLASS report published in
April 2012. Further work is planned through the UNICEF
Bottleneck Analysis. In addition, the African Union is in the
process of developing a regional monitoring framework for
water, energy, irrigation and hydropower. WSP is
undertaking specific work to support fragile states. Nation
states can also enhance their self-report. However, such
data and information needs to be better used to improve
decision-making at national level and for advocacy for the
region as a whole.
The RCC will assist to collect, review and disseminate
RWSS data in the categories below in order to advocate
for governments to reach the level of their peers and for
donors to increase their support to RWSS. The tables
described below are annexed to these ToR.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
53
Table I RWSS Policy, Strategy and Performance
Measurement
The decentralization policies and strategies; rural water
supply and sanitation policies and strategies; national
RWSS programmes; and, performance measurement
frameworks and other mechanisms (Undertakings, sector
reviews) aimed at exploiting sector opportunities or take
corrective actions when necessary.
Table II Government & Donor Financing of RWSS and
Implementation Modalities
The financing to rural water and rural sanitation provided
by African governments, donors, and other significant
contributions from NGOs, CSOs and the private sector, as
well as the funding modality.
Table III Authority for Decentralized Procurement
Catalogue of the level of authority in place within a country,
which supports RWSS procurement at the district or
regional level.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
54
Policy and Programme Water Sector or RWSS Subsector Performance Measurement Framework
CountryDecentralizationpolicy/strategyexists? (Y/N)
RWSSpolicy/strategyexists? (Y/N)
RWSS Investmentprogrammeexists? (Y/N)
Annual (sub-) sectorperformance reportexists? (Y/N)
Annual (sub) sectorinclusive dialoguemeeting exists? (Y/N)
Annual (sub) sector Under-takings agreed by stake-holders and government?
Existence of monitoring system up-dated every 1 or 2 years? (Y/N)
Finance by sub-sector
Country No Program/Pro-ject Title
Short description Funding agencyRuralwater
Ruralsanita-tion
OtherYear ofAgree-ment
Imple-menta-tionperiod
Fundingmodality(Project,basket,budgetsupport)
Use ofcountryprocure-ment sys-tem forNCB?
SupportsnationalRWSSpro-gramme?
Comments(please includenotes regar-ding problemsfilling out thisform)
Coun-try
AgencyCur-rency
AmountGrant inmillions
AmountLoan inmillions
Amount Amount Amount
Uganda 130 rural areasWSS project
Water infrastructure& sanitation supportfor 7 districts
Austria Euro 6 14 16 2 2 20112011-2016
Project N Y
Uganda 130 rural areasWSS project
Water infrastructure& sanitation supportfor 7 districts
Gov. ofUganda
USH 4000 3000 500 500 20112011-2016
Districttransfers
Y Y
Uganda 220 rural areasWSS project
Water infrastructure& sanitation supportfor 4 districts
SIDA Euro 2 6 4 1 3 20122012-2015
Budgetsupport
Y Y
Uganda 3Rural watersupply andsanitation
Water infrastructure& sanitation supportfor all districts
AfDB UA 20 20 26 7 7 20042004-2008
Budgetsupport
Y Y
Country
Procurement Thresholds at District/Regional level
2012 (collect annually)
Goods Works Consultancy services
Regional Coordination Committee Data CollectionTable I RWSS Supporting Policy, Strategy and Performance Measurement
Regional Coordination Committee Data CollectionTable II Government & Donor RWSS Financing and Implementation Modalities
Regional Coordination Committee Data CollectionTable III Authority for Decentralized Procurement
If funding is part of a larger programme that includes urban and data cannot be disaggregated please indicate
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
55
1.1 Rationale
1.1.1 A review of the targets and associated costs was
recommended by the EA. The resource requirement for
achieving the target coverage of 80% by 2015 was
estimated as USD 14.2 billion comprised of USD 9.69
billion for water supply, USD 4.42 billion for sanitation and
about USD 0.10 billion for investment facilitation. This
estimate was based on the prevailing unit cost of USD 35
per capita for water supply and USD 15 per capita for
sanitation. This resources requirement was estimated on
the basis of base coverage given in the 2000 JMP report.
The latest JMP report published in 2010 provides a revised
figure on coverage for 2000 and 2008.
1.1.2 The 2010 JMP report revised the coverage figure
for sanitation significantly by about 61 million people to 153
million for compared to the 214 million in the 2000 report
used for the RWSSI estimate. The percentage coverage
also significantly drops from 44% to 28%. This change has
a significant implication for the RWSSI targets as well as
investment required to achieve it. The current investment
requirement estimate is based on the revised sanitation
coverage taking the year 2008 for which the JMP data is
available as base year.
1.1.3 The investment estimate for RWSSI was based on
a flat per capita rate of USD 35 for water supply and USD
15 for sanitation as a prevailing per capita unit cost in
2004. A review of the cost of 26 RWSSI projects
implemented up to 2011, and other investment
assessments, shows an increase in per capita unit costs.
An average value of USD 40 per capita for water supply
and USD 30 per capital for sanitation has been applied
based on the above assessments. The RWSSI target for
2015 is set at 80% coverage for water supply and
sanitation. Achievement of this target at the present pace
of development is unlikely. The achievement of the MDG
target for 2015 which is lower than the target RWSSI has
been considered as an alternative target for the resource
requirement estimate.
1.2 Scenarios
1.2.1 The investment requirement has been reviewed
in light of the changed coverage data and increased per
capita unit cost. The requirements have been projected to
year 2025, the full coverage target year for RWSSI. For
2015 the RWSSI target of 80% coverage and the MDG
target which provided 70% and 62% coverage for water
supply and sanitation respectively with the longest of 90%
in 2020 and 100% by 2025 are included. Table 2.1 below
shows the target coverage and the cumulative access
considered for the resources requirement estimate.
Annex 6
Revised Investment Requirements
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
56
1.2.2 Two basic scenarios with two variations are
considered to shows the projected investment needs
under various assumptions as shown in Table 2.2 which
provides the variations under each scenario. Scenario
1 is basically the requirement for meeting the RWSSI
target of 80% in 2015 assuming per capita rate of USD
35 and USD 15 for water supply and sanitation respec-
tively compared with the revised rate of USD 40 and
USD 30. In scenario 2 the rates are applied to MDG tar-
gets.
1.2.3 The results of the investment requirements for the
two scenario variation are given in Table 2.3 below. For the
base case of unchanged unit rate, the investment required
by 2015 is estimated as U$13.3 billion increasing to USD
23.2 by 2015. The cost of meeting the MDG under this
assumption is USD 8.8 billion. Revising the per capita cost
upward to USD 40 for water supply and USD 30 for
sanitation will raise the requirement to USD 19.3 by 2015
and USD 33.6 by 2025. The requirement for meeting the
MDG target is USD 13.0 billion for this assumption.
1.2.4 The assessment of past programme
implementation shows that while substantial achievement
has been recorded in terms of bringing the rural situation
to the attention of governments and the international
community as well tangible provisions of services, the
RWSSI target of 80% is unachievable within the remaining
4 years period. The alternative position in this regard is
to mobilise the effort of all concerned and aim to achieve
the MDG target for rural services set at 70% for water
supply and 62% for sanitation based on ‘halving by 2015,
the proportion of people without sustainable access to
safe drinking water and basic sanitation”. The investment
requirement for the revised per capita cost for this target
is USD 13.0 billion.
Scénarios Coverage Target (%)Population with Access- Cumulative(in millions)
Sources
Sanitation Water Supply Water supply Sanitation 2025
2000 29 47 247,655 153,215 JMP 2010
2008 32 52 311,405 190,391 JMP 2010
201562 70 466,201 416,013 MDG Target
80 80 538,930 536,483 RWSSI Target
2020 90 90 636,324 636,457 RWSSI Target
2025 100 100 739,308 739,308 RWSSI Target
Scenarios Per Capita (USD Per Person) Coverage
Sanitation Water Supply 2015 2020 2025
Scenario 1-1 15 35 80 90 100
Scenario 1-2 30 40 80 90 100
Scenario 2-1 15 35 MDG
Scenario 2-2 30 40 MDG
Table 2.1 Coverage targets and Cumulative access considered for Resources Estimate
Table 2.2 Unit Rate and Coverage input for the Scenarios considered
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
57
1.3 Funding Gap and Mobilisation
1.3.1 The funding gap is based on the estimation of the
commitment made by the end of 2011 to the provisions of
rural water supply and sanitation. Assessment of the African
Development Bank RWSSI programme shows the Bank has
committed about USD 1.3 billion from 2004 to 2011. The
amount to leverage from governments, communities and
multilateral and bilateral financing institutions for the same
period is estimated at USD3.1 billion which brings the total
commitment for RWSSI to USD 4.4 billion or an average of
USD 0.74 billion per annum. The assessment of the Bank
supported programmes also shows communities and
government contributions well in excess of the 20%
envisaged in the RWSSI funding strategy. AICD and CSO
studies put government and community contribution over
40%.
1.3.2 Analysis of total ODA commitment for basic water
supply and sanitations services from 2009-2011 from OECD
statistical data gives an estimate of USD 4.9 billion assuming
a 35% contribution from government and community
sources. The AICD study puts capital expenditure on water
supply and sanitation as USD 4.59 billion per annum. The
same study gives an indication of expenditure for household
infrastructure related to boreholes and pit latrines in excess
of 40%. The RWSS portion is assumed as 35% of the total
capital expenditure which gives a figure of USD 1.63 billion
per annum or USD 4.89 billion from 2009-2011.This implies
funding of USD 8.1 billion needs to be made available to
meet the MDG target requirement of USD 13.0 billion for the
revised per capita unit rate estimate.
1.3.3 The RWSSI resources mobilisation strategy
envisages a partnership approach where the Bank as a
lead regional institution of the programme is committed to
raise 30% of the requirement. For the balance, 50 % is to
be met from other development partners and 20% from
governments and communities. Assessment of
implemented programmes has shown increased
commitment from governments and communities and this
trend is expected to increase over the coming years. With
the 40% expected funding from governments and
communities, for the SP, the proportionate Bank and donor
funding has been revised to 20% and 40%, respectively.
Table 2.4 below provides the required amount of funding
from each source.
Table 2.3 Financial Resources Required to Meet 2015, 2020 & 2025 Target (billion USD)
Scenarios 2015 2020 2025
SAN WS Total SAN WS Total SAN WS Total
Scenario 1-1(RWSSI) 5.2 8 13.2 6.7 11.4 18.1 8.2 15 23.2
Scenario 1-2 (RWSSI) 10.4 9.1 19.5 13.4 13 26.4 16.5 17.1 33.6
Scenario 2-1(MDG) 3.4 5.4 8.8
Scenario 2-2 (MDG) 6.8 6.2 13
Sources RWSSI allocation Amount in USD billion
African Development Bank 20% 1.64
Other Multilateral and bilateral financing institutions 40% 3.24
National Governments and Communities 40% 3.24
Total 100% 8.1
Table 2.4 Resources mobilisation Arrangement
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
58
Annex 7
Rural Population Projection (X 1000)
Source: Population Division of the Department of Economic and Social Affairs of the United Nations Secretariat
Country 1990 1995 2000 2005 2010 2015 2020 2025 2030 2040
1 Algeria 12,114 12,437 12,260 12,050 11,868 11,679 11,436 11,104 10,630 9,459
2 Angola 6,701 7,023 7,284 7,651 7,881 8,126 8,323 8,498 8,631 8,597
3 Benin 3,142 3,620 4,107 4,720 5,339 5,915 6,426 6,831 7,124 7,433
4 Botswana 785 791 806 784 769 747 722 695 665 594
5 Burkina Faso 7,596 8,595 9,593 10,786 12,103 13,305 14,348 15,227 15,982 16,954
6 Burundi 5,325 5,722 5,937 6,675 7,582 8,215 8,794 9,249 9,574 9,937
7 Cameroon 7,252 7,684 7,955 8,151 8,303 8,394 8,408 8,366 8,298 7,977
8 Cape Verde 198 204 204 203 199 195 190 184 177 158
9 Central African Republic 1,850 2,093 2,336 2,540 2,751 2,936 3,072 3,151 3,171 3,103
10 Chad 4,835 5,565 6,438 7,488 8,328 9,114 9,843 10,564 11,174 11,927
11 Comoros 316 354 397 445 496 543 580 605 619 628
12 Congo 1,117 1,213 1,265 1,361 1,424 1,513 1,582 1,600 1,596 1,544
13 Democratic Rep. of Congo 26,717 32,148 35,662 40,109 43,940 47,560 50,806 53,408 55,212 56,306
14 Côte d'Ivoire 7,599 8,783 9,757 10,231 10,664 11,072 11,380 11,577 11,678 11,574
15 Djibouti 136 149 175 193 209 221 230 236 237 231
16 Egypt 32,661 36,518 40,142 43,957 47,810 51,067 53,336 54,464 54,430 52,021
17 Equatorial Guinea 247 276 324 372 418 459 496 523 540 553
18 Eritrea 2,659 2,674 3,007 3,605 4,097 4,546 4,874 5,122 5,305 5,499
19 Ethiopia 42,197 49,062 55,753 62,769 70,818 79,153 87,165 94,335 100,178 107,414
20 Gabon 286 267 245 225 210 202 200 197 192 178
21 Gambia 552 609 663 704 733 758 779 790 793 771
22 Ghana 9,513 10,323 10,945 11,448 11,808 12,107 12,293 12,372 12,319 11,866
23 Guinea 4,424 5,274 5,781 6,178 6,673 7,323 7,887 8,335 8,678 9,023
24 Guinea-Bissau 735 818 917 1,037 1,153 1,274 1,387 1,484 1,557 1,652
25 Kenya 19,163 22,278 25,237 28,387 31,799 35,242 38,208 40,503 42,315 44,519
26 Lesotho 1,379 1,433 1,511 1,531 1,524 1,503 1,469 1,419 1,360 1,214
27 Liberia 1,280 1,116 1,572 1,799 2,141 2,340 2,514 2,652 2,745 2,806
28 Libyan Arab Jamahiriya 1,060 1,160 1,263 1,362 1,447 1,504 1,517 1,497 1,459 1,367
29 Madagascar 8,616 9,737 11,132 12,594 14,064 15,473 16,734 17,759 18,480 19,132
30 Malawi 8,359 8,799 10,036 11,287 12,590 13,950 15,297 16,505 17,502 18,703
31 Mali 6,636 7,112 7,541 8,047 8,546 9,029 9,442 9,761 9,976 10,112
32 Mauritania 1,199 1,366 1,563 1,779 1,971 2,123 2,232 2,291 2,313 2,287
33 Mauritius 593 640 685 724 754 773 777 766 738 654
34 Morocco 12,803 13,019 13,452 13,660 13,523 13,332 13,042 12,630 12,102 10,802
35 Mozambique 10,686 11,764 12,649 13,647 14,410 14,957 15,338 15,578 15,695 15,379
36 Namibia 1,025 1,137 1,234 1,304 1,372 1,421 1,453 1,464 1,452 1,371
37 Niger 6,689 7,835 9,246 10,925 13,173 15,711 18,529 21,621 24,922 31,486
38 Nigeria 62,996 67,518 71,765 75,829 79,441 82,047 83,394 83,467 82,534 78,257
39 Rwanda 6,763 4,989 6,862 7,415 8,340 9,332 10,241 10,982 11,554 12,375
40 Sao Tome and Principe 65 66 65 64 62 61 61 61 61 58
41 Senegal 4,606 5,229 5,907 6,641 7,410 8,113 8,673 9,055 9,273 9,413
42 Seychelles 37 38 40 39 38 36 35 33 31 27
43 Sierra Leone 2,739 2,624 2,727 3,226 3,595 3,909 4,184 4,404 4,559 4,717
44 Somalia 4,640 4,472 4,936 5,415 5,854 6,433 6,978 7,472 7,893 8,453
45 South Africa 17,624 18,831 19,344 19,574 19,338 18,537 17,611 16,682 15,694 13,627
46 Sudan 19,880 21,448 23,243 24,570 25,871 26,841 27,505 27,764 27,728 26,696
47 Swaziland 666 746 835 878 945 1,010 1,069 1,108 1,125 1,109
48 Tanzania 20,648 23,815 26,517 29,567 33,157 37,049 40,658 43,769 46,308 49,695
49 Togo 2,744 2,959 3,331 3,598 3,835 4,035 4,183 4,277 4,319 4,246
50 Tunisia 3,455 3,442 3,456 3,423 3,394 3,347 3,270 3,161 3,012 2,657
51 Uganda 15,767 18,510 21,481 25,098 29,303 33,991 38,939 43,802 48,315 55,959
52 Zambia 4,793 5,728 6,824 7,630 8,524 9,438 10,332 11,052 11,549 12,079
53 Zimbabwe 7,429 7,996 8,251 8,000 7,807 8,286 8,732 8,858 8,832 8,498
Africa 435,288 480,006 526,656 573,700 621,814 668,263 708,992 741,333 764,636 785,138
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
59
Item Country Coverage percentage Pop served (x1000)AdditionalPop. Served(x1000)
Investment in millionUSD based onRWSSI Unit cost
Investment in millionUSD based on revised Unit cost
San WS San WS San WS San WS total San WS total
2008 2015 2008 2015 2008 2015 2008 2015 2015 2015 2015 2015 2015 2015 2015 2015
1 Algeria 88% 89% 79% 94% 10,506 10,506 9,431 10,979 0 1,547 0 54 54 0 62 62
2 Angola 18% 53% 38% 70% 1,403 4,307 2,962 5,688 2,904 2,726 44 95 139 87 109 196
3 Benin 4% 51% 69% 74% 204 2,987 3,515 4,347 2,783 832 42 29 71 83 33 117
4 Botswana 39% 60% 90% 94% 302 448 697 702 146 4 2 0 2 4 0 5
5 Burkina Faso 6% 51% 72% 68% 735 6,785 8,825 9,047 6,050 222 91 8 99 182 9 190
6 Burundi 46% 72% 71% 84% 3,329 5,915 5,138 6,900 2,586 1,763 39 62 100 78 71 148
7 Cameroon 35% 68% 51% 66% 2,887 5,666 4,206 5,498 2,779 1,292 42 45 87 83 52 135
8 Cape Verde 38% 62% 82% 90% 76 121 165 175 44 10 1 0 1 1 0 2
9 CAR 28% 53% 51% 74% 747 1,542 1,360 2,158 795 798 12 28 40 24 32 56
10 Chad 4% 51% 44% 68% 320 4,648 3,524 6,198 4,328 2,674 65 94 159 130 107 237
11 Comoros 30% 56% 97% 92% 143 301 462 497 159 36 2 1 4 5 1 6
12 Congo 29% 65% 34% 67% 405 976 475 1,014 571 539 9 19 27 17 22 39
13 DRC 23% 52% 28% 64% 9,767 24,731 11,890 30,201 14,965 18,311 224 641 865 449 732 1,181
14 Côte d'Ivoire 11% 54% 68% 84% 1,159 5,979 7,165 9,245 4,820 2,080 72 73 145 145 83 228
15 Djibouti 10% 73% 52% 85% 11 160 56 187 150 131 2 5 7 4 5 10
16 Egypt 92% 79% 98% 93% 43,002 43,002 45,806 47,492 0 1,686 0 59 59 0 67 67
17 Equatorial Guinea 46% 73% 42% 71% 184 335 168 326 151 158 2 6 8 5 6 11
18 Eritrea 4% 50% 57% 70% 156 2,273 2,229 3,159 2,117 931 32 33 64 63 37 101
19 Ethiopia 8% 51% 26% 54% 5,365 39,972 17,435 42,743 34,608 25,308 519 886 1,405 1,038 1,012 2,051
20 Gabon 30% 65% 41% 74% 64 131 88 148 67 60 1 2 3 2 2 4
21 Gambia 65% 81% 86% 84% 469 610 621 633 141 12 2 0 3 4 0 5
22 Ghana 7% 52% 74% 69% 817 6,296 8,639 8,639 5,478 0 82 0 82 164 0 164
23 Guinea 11% 53% 61% 69% 710 3,881 3,937 5,053 3,171 1,116 48 39 87 95 45 140
24 Guinea-Bissau 9% 54% 51% 69% 100 682 564 873 582 308 9 11 20 17 12 30
25 Kenya 32% 64% 52% 66% 9,732 22,379 15,814 23,260 12,647 7,446 190 261 450 379 298 677
26 Lesotho 25% 66% 81% 79% 382 992 1,238 1,238 610 0 9 0 9 18 0 18
27 Liberia 4% 52% 51% 67% 60 1,205 770 1,568 1,145 797 17 28 45 34 32 66
Annex 8
Investment Cost Estimate for Achieving MDG Targets Based on Existing and Revised Per Capita Cost
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
60
Item Country Coverage percentage Pop served (x1000)AdditionalPop. Served(x1000)
Investment in millionUSD based onRWSSI Unit cost
Investment in millionUSD based on revisedUnit cost
SAN WS SAN WS SAN WS SAN WS Total SAN WS Total
2008 2015 2008 2015 2008 2015 2008 2015 2015 2015 2015 2015 2015 2015 2015 2015
28 Libya 96 % 98 % 55 % 78 % 1359 1474 779 1165 115 387 2 14 15 3 15 19
29 Madagascar 10 % 53 % 29 % 58 % 1348 8200 3909 8974 6853 5065 103 177 280 206 203 408
30 Malawi 57 % 71 % 77 % 67 % 6875 9835 9287 9287 2960 0 44 0 44 89 0 89
31 Mali 32 % 62 % 44 % 61 % 2758 5553 3793 5508 2795 1715 42 60 102 84 69 152
32 Mauritania 9 % 54 % 47 % 63 % 171 1146 892 1338 976 445 15 16 30 29 18 47
33 Mauritius 90 % 95 % 99 %100%
664 734 730 769 70 39 1 1 2 2 2 4
34 Morocco 52 % 64 % 60 % 78 % 7230 8466 834310332
1235 1989 19 70 88 37 80 117
35 Mozambique 4 % 52 % 29 % 63 % 565 7778 4099 9423 7212 5324 108 186 295 216 213 429
36 Namibia 17 % 55 % 88 % 76 % 229 774 1185 1185 546 0 8 0 8 16 0 16
37 Niger 4 % 51 % 39 % 66 % 491 8013 479110291
7521 5500 113 193 305 226 220 446
38 Nigeria 28 % 68 % 42 % 65 %21865
55792
32797
53331
33927
20533
509 719 1,228 1,018 821 1,839
39 Rwanda 55 % 61 % 62 % 83 % 4369 5693 4925 7746 1324 2821 20 99 119 40 113 153
40Sao Tomé-et-Principe
19 % 58 % 89 % 85 % 12 35 56 56 23 0 0 0 0 1 0 1
41 Sénégal 38 % 61 % 52 % 72 % 2678 4949 3664 5801 2271 2137 34 75 109 68 85 154
42 Seychelles 0 % 0 % 0 % 0 % 0 0
43 Sierra Leone 6 % 53 % 26 % 72 % 208 2052 900 2814 1844 1914 28 67 95 55 77 132
44 Somalia 6 % 55 % 9 % 59 % 340 3538 510 3763 3198 3253 48 114 162 96 130 226
45 South Africa 65 % 79 % 78 % 83 %12677
14644
15213
15386
1967 173 30 6 36 59 7 66
46 Sudan 18 % 62 % 52 % 79 % 420716507
12153
21204
12300
9,051 185 317 501 369 362 731
47 Swaziland 53 % 73 % 61 % 73 % 465 737 535 737 272 202 4 7 11 8 8 16
48 Tanzania 21 % 62 % 45 % 73 % 664922785
14248
27046
16136
12798
242 448 690 484 512 996
49 Togo 3 % 54 % 41 % 68 % 112 2179 1535 2744 2066 1209 31 42 73 62 48 110
50 Tunisia 64 % 72 % 84 % 81 % 2180 2410 2861 2861 230 0 3 0 3 7 0 7
51 Uganda 49 % 70 % 64 % 70 %13502
23794
17635
23624
10292
5988 154 210 364 309 240 548
52 Zambia 43 % 68 % 46 % 62 % 3508 6418 3753 5804 2909 2051 44 72 115 87 82 169
53 Zimbabwe 37 % 69 % 72 % 85 % 2893 5676 5629 7043 2783 1414 42 49 91 83 57 140
54 Africa 32 % 62 % 52 % 70 %190391
416013
311405
466201
225622
154796
3384 5418 8802 6769 6192 12 960
TITLE: Water & Sanitation Expert (RWSSI)ORG CODE: OWAS0
OBJECTIVES:
To serve as focal point for the RWSSI Secretariat in OWAS
and oversee all RWSSI and RWSSI Trust Fund activities
DUTIES:
Under the supervision of the Director OWAS, and in
consultation with the Managers of OWAS.1 and 2:
1. Contribute to strengthening the RWSSI by:
i) ensuring timely implementation of the Strategic Plan
(SP) and that RWSSI programs are designed in
accordance with it;
ii) monitoring arrangements with RWSSI TF donors and
informing management of concerns as they arise;
iii) working closely with ORRU to mobilize resources for
the TF;
iv) coordinating the organization of and preparing
technical content for regional and sub-regional
RWSSI meetings;
v) serve as secretary to the RWSSI Regional
Coordination Committee (RCC);
vi) procuring consultants for various assignments, such
as thematic studies, communications strategy;
vii) bringing knowledge to Bank CSP country team
meetings in support of the RWSS sub-sector; and,
viii) developing and implementing strategies to assist task
managers in HQ and FOs to improve the timeliness,
scope and precision of their reporting on RWSSI
programs.
2. In collaboration with the Task Managers and OWAS M+E
specialist, prepare reports for the RWSSI Regional
Coordination Committee using data inputs from donors,
RCC and governments.
3. Prepare RWSSI annual and semi-annual reports and
work plans that derive their meaning from the RWSSI
Strategic Plan (SP) and the OWAS annual work plan.
4. Strengthen the RWSSI Secretariat by integrating findings
from field missions to selected RWSSI programs.
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
61
Annex 9
Job Description for RWSSI Focal Point
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
62
At the Bank, all countries that prioritize RWSS in their PRSPs
and CSPs, and who apply for Bank financing through the
ADF and ADB windows, will continue to be supported.
However, more rigorous criteria will be used to access the
RWSSI-TF resources. These criteria are summarised below:
i) Support to RWSS programs for countries that have
prioritised RWSS in national development plans and
CSPs. In addition, countries should be willing to increase
national budgets for RWSS. Consequently, RWSSI-TF
resources will be used to either:
a. Leverage additional funding to the sub-sector, in
which case countries will be encouraged to allocate
larger amounts from their ADF allocations and
national budgets (demand-driven financing) against
RWSSI-TF grants; or,
b. Support the strengthening of national systems and
sector governance/development pathways to ensure
that RWSS systems are planned, developed and
managed efficiently and sustainably. In this case,
RWSSI-TF resources will support specific activities
within programmes such as:
− Supporting sector reforms and institutional
strengthening,
− Capacity building for service providers,
− Developing large scale sustainability frameworks
for RWSS investments,
− Support for sector planning and programming,
including development of investment plans,
− Activities aiming at resource mobilization for the
sub-sector,
− Support to developing and institutionalizing
national level sector coordination activities,
including by national sector NGOs coordination
networks,
− Enhancing focus on sanitation and hygiene (high
level advocacy, institutional frameworks, strategic
planning, innovative approaches such as CLTS,
sanitation marketing, and PHAST aiming at
scaling-up service delivery, etc.),
− Support for approaches that enhance
mainstreaming of climate change resilience (e.g.
use of renewable energy), inclusive growth and
gender mainstreaming,
− Supporting development of country-led RWSS
subsector M&E.
ii) Support for RWSS development in Fragile, Post-
conflict and Off-track states.
a. Specifically for Fragile and Post-conflict states,
support will be proactively given in the framework for
implementation of the “New Deal for International
Engagement in Fragile States”, as detailed in the main
report, and to enhance capacity building.
b. For off-track countries, the Bank will support activities
that aim at increasing demand for and focus on the
RWSS subsector. Thus:
− Stand-alone catalytic activities such as high-level
advocacy events and development of national
programmes will be supported,
− As much as possible, the demand-driven
approach to financing will be used where Trust
Fund resources will be leveraged on initial
commitments from recipient countries.
Annex 10
Criteria/Principles for Funding Future Programs through RWSSI and RWSSI-TF at Country Level
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
63
RURA
LW
ATE
RSU
PPPL
Y&
SAN
ITA
TIO
NIN
ITIA
TIV
E(R
WSS
I)ST
RATE
GIC
PLA
N20
12 -
2015
64
Related Documents
