2013-2017
June 2013
1
Contents
1 Introduction ...................................................................................................................................... 4
Vision, Mission and Values of the DRC WASH Consortium ................................................................... 4
Vision .................................................................................................................................................. 4
Mission ............................................................................................................................................... 4
Values ................................................................................................................................................. 4
1.1
Context Overview .................................................................................................................... 5
1.2
Water Resources in the DRC .................................................................................................. 6
1.3
Government Response ........................................................................................................... 8
1.4
Context Analysis ................................................................................................................... 10
2 The DRC WASH Consortium Strategy .......................................................................................... 12
3 Theory of Change .......................................................................................................................... 17
3.1
Logical Framework ................................................................................................................ 25
3.2
Improved Evidence Base for WASH Programmes ............................................................... 34
3.3
Geographical Targeting ......................................................................................................... 35
3.4
Monitoring and Evaluation framework ................................................................................... 35
3.5
Gender and Equality ............................................................................................................. 47
3.6
Working with Government in the Decentralisation Process .................................................. 48
3.7
Linking Implementation and Coordination ............................................................................. 50
3.8
Working with Civil Society ..................................................................................................... 53
3.9
Climate and the Environment ................................................................................................ 54
3.10 Exit Strategy .......................................................................................................................... 56
3.11 Accountability ........................................................................................................................ 58
Community Level Accountability .................................................................................................... 58
Complaints Response Mechanisms in Communities .................................................................... 58
Information Sharing........................................................................................................................ 59
Due Diligence ................................................................................................................................. 59
Monitoring and Evaluation ............................................................................................................. 59
4 Structure and Governance of the DRC WASH Consortium .......................................................... 60
5 Value for Money ............................................................................................................................. 63
Economy........................................................................................................................................... 64
Procurement Planning .................................................................................................................... 64
Efficiency .......................................................................................................................................... 66
Effectiveness ................................................................................................................................... 67
6 Budget Narrative ............................................................................................................................ 69
Appendix One - Integrated Emergency Preparedness and Response to Cholera ............................... 71
Appendix Two - ACTED: Mapping through REACH ............................................................................. 76
Appendix Three - ToR: COMBI adapted for WASH Resilience Programme in the DRC ..................... 78
Appendix Four - Catholic Relief Services (CRS): Arborloos ................................................................. 81
Appendix Five - Concern Worldwide: Sustainability of Supply chains: a study of hand pumps in rural
DRC....................................................................................................................................................... 86
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Map of the Democratic Republic of the Congo
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1
Introduction
The DRC Water, Sanitation and Hygiene Promotion (WASH) Consortium comprises five experienced
international NGOs who, by drawing on global experience of quality WASH programmes and
experience of working in consortia, aim to increase the coverage of sustainable water and sanitation
provision in the DRC.
The Consortium members are: Action Against Hunger (ACF); Agence d'aide à la Coopération
Technique et au Développement (ACTED); Catholic Relief Services (CRS); Concern Worldwide and
Solidarités International. The DRC WASH Consortium secured the support of the Department for
International Development (DFID) to fund a preparatory phase from May 2012 to March 2013. This
proposal is submitted to DFID on behalf of the DRC WASH Consortium. The Consortium plans to
become operational in 2013.
Vision, Mission and Values of the DRC WASH Consortium
Vision
The vision of the DRC WASH Consortium is healthy, productive and self-reliant communities
living in clean environments who, by participating in sustainable solutions to water, sanitation and
hygiene services and leading this process, are catalysts for human development in DRC.
Mission
The mission of the DRC WASH Consortium is to assist rural communities in the DRC to achieve
sustainable improvements in their lives thereby building resilience of communities faced with high
morbidity and mortality due to problems linked to barriers of access to potable water, poor
sanitation and improved hygiene. This will be achieved by:
 Increasing coverage of sustainable and improved water, sanitation and hygiene practices;
 Promoting a process oriented approach for community adoption of safe hygiene and
sanitation practices, characterised by standardised WASH interventions;
 Developing comprehensive, context specific solutions which address sustainability issues;
 Collaborating at micro, meso and macro levels - with communities, local governance
structures; government institutions; public and private service providers to ensure
sustainability, to share knowledge, information and learning; and to advocate for change.
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Values
Community empowerment and capacity building to ensure sustainability and build resilience.
Proactive approaches to address needs and gaps in the WASH sector.
Innovation to identify how best to deliver services to communities.
Supporting the development of national WASH standards.
Coordination, participation and planning through information management.
Accountability, Transparency and Professionalism between consortium members and
stakeholders.
Efficiency and effectiveness of implementation to ensure value for money.
Good stewardship of resources entrusted to the consortium.
Respect for the environment.
Respect for gender and equality as drivers of the development process.
Given the size and complexity of the DRC as a country, the terms micro, meso and macro are
described as follows:
 Micro Level Change: Realising a set of immediate and direct benefits for targeted groups with
the mobilisation, participation and engagement of immediate governance and government
structures.
 Meso Level Changes: Partnership with the responsible Territoire and Provincial authorities and
/or other relevant structures to bring systemic change within an area to widen the reach of
benefits but maintaining a focus on the final target group.
 Macro Level Changes: Strengthening institutional arrangements (policies, legislation,
institutions, programming) at national level in ways that can sustain improvements.
4
1.1
Context Overview1
The Democratic Republic of the Congo (DRC), with its 77 million inhabitants 2, is one of the poorest
and least developed countries in the world. The DRC is ranked 187 out of 187 countries for the
Human Development Index3, and 73% of the population is considered as living in deprivation by the
United Nations (on the basis of a multidimensional poverty indicator 4). Poverty affects 70.5% of the
population in a country which has no social protection policy. Almost 75% of the nation’s people suffer
from food insecurity. A million women between the ages of 15 and 49 are undernourished and 700
children under the age of five die each day5. Nationally the DRC has an under-five mortality rate of
158 per thousand and 43% stunting in under-fives. The country is the second largest on the African
continent with an area of 2,344,885 square kilometres, has just 321km of paved roads 6 and has an
electrification rate of 6%7.
Malaria is a major cause of death. The extensive spread of typhoid can be explained by the limited
access to drinking water. In the countryside three quarters of households have to rely on untreated
and surface water sources. The lack of public lavatories in some regions leads people to pollute the
environment which encourages epidemics, among them cholera. In 2011 there was an upsurge in
poliomyelitis and measles. Rates of HIV/AIDS remain very high because of transactional sex and
violence against women in provinces in the east of the country. In 83% of cases HIV is transmitted
sexually. About three million people in the DRC are living with HIV and the 20 to 49 age group is the
worst affected, among whom most are women8.
Inequalities between boys and girls and men and women can be seen in terms of schooling and
access to work. About 7.1 million children (32%) do not attend school. Girls, especially in the
countryside, are the chief victims of this exclusion (54% of those not attending school). The balance
between girls and boys in primary and secondary education recorded a slight improvement between
2010 and 2011. The proportion of women unable to undertake an economic activity for lack of
resources is put at 44% against 22% for men. The distribution of jobs is marked by deep disparities
between the sexes. Women occupy only 2.8% of waged jobs, which are concentrated in farming, the
informal sector and commerce9.
With a gender inequality index10 of 0.710, the DRC is among the five countries in the world with the
highest inequality regarding gender. In spite of the different national legislative provisions and
international conventions which the DRC has adopted, the level of female representation in public
decision making positions is put at less than 10% for the country at large and 5% for Kinshasa. Draft
legislation relating to gender equality was adopted by the Parliament in April 2011 but has yet to be
promulgated. The electoral law of 2011 did not take into account the provisions of the constitution in
respect of gender parity.
Women are guaranteed fundamental rights by the 2006 constitution. However, the lack of
implementing laws and the dominance of custom in many areas of life has allowed deep-rooted
discrimination to persist. The constitution states in Article 14, "the state shall have the duty to ensure
the elimination of all forms of discrimination against women and ensure the respect and promotion of
their rights." Likewise, the state must "take measures to address all forms of violence against women
in public and private life," and assure the "full participation of women in the development of the nation"
particularly guaranteeing the "right to significant representation in national, provincial, and local
institutions." Nonetheless, other areas of Congolese law still discriminate against women. For
example, the family code decrees that men are the head of the household and women must obey
them. The legal minimum age for marriage is only 15 years for women and 18 for men, contributing to
1
An extensive review of the literature is included as an appendix to this document.
World Health Organisation 2011, quoted in République Démocratique due Congo Plan d’Action Humanitaire, United Nations
(2012). http://www.rdc-humanitaire.net
3
Human Development Index, UNDP, http://hdrstats.undp.org/fr/pays/profils/COD.html
4
weighted deprivation score of at least 33 percent calculated based on data on household deprivations in education, health and
living standards – Human Development Index, UNDP
5
http://www.africaneconomicoutlook.org/en/countries/central-africa/congo-democratic-republic/
6
DFID DRC Operational Plan 2011-2015.
7
UNDP Human Development Report 2010.
8
http://www.africaneconomicoutlook.org/en/countries/central-africa/congo-democratic-republic/
9
http://www.africaneconomicoutlook.org/en/countries/central-africa/congo-democratic-republic/
10
A composite measure reflecting inequality in achievements between women and men in three dimensions: reproductive
health, empowerment and the labor market. Human Development Index, UNDP.
2
5
a high rate of child marriages. Women are also discriminated against with regard to ownership rights.
Married women do not have the right to sign certain acts and contracts without the consent of their
husbands, and while they are in theory equal in terms of inheritance law, customary practices often
lead women to be disowned11.
Threats to political stability emanate primarily from armed conflict in the eastern provinces of the
country. Conflict is largely driven by the large population displacements in recent decades,
competition over control of the region’s vast natural resources, and tensions between various
communities and ethnic groups. Since November 2012, rebel group M23 (Mouvement du Mars 23)
have taken control of Goma, the capital of North Kivu, and the future of the region and its impact on
national politics is uncertain at time of writing. The areas targeted in the Consortium proposal are
those less vulnerable to conflict however, the possibility of conflict cannot be discounted in the DRC.
Programming is targeted in so-called stabilised zones. The only exception to this is programming in
South Kivu, however the specific areas targeted are stable areas.
The main threats to the environment in the DRC are land degradation, deforestation, loss of
biodiversity, water pollution, and in Kinshasa air pollution. The conflict itself is a source of
environmental degradation. Natural hazards and disasters include seismic activities with landslides,
floods and droughts. Climate change is expected to increase frequency of and vulnerability to natural
disasters (floods, droughts, and heat waves), and affect land productivity and livelihood
opportunities12.
According to the Maplecroft Climate Change and Environmental Risk Atlas (2013)13, the DRC was
ranked the 8th most vulnerable country in the world in the Climate Change Vulnerability Index and the
4th most vulnerable country in the world in relation to its adaptive capacity to adjust to, or take
advantage of stresses resulting from climate change. The DRC is ranked 60th in terms of exposure to
climate risks, with the risk significantly higher in the south and east than the north and west. DRC
was also ranked 8th highest risk in the world in terms of water quality. The Water Quality Index
assesses the quality and levels of pollution in ambient water. This includes pollution from lack of water
treatment infrastructure and industrial or agricultural pollution and assesses both ground and surface
water.
Finally and fundamentally, vested interests, corruption and bureaucratic inefficiencies hinder effective
implementation for public or private investment in the DRC 14. The DRCSP II15 cites corruption in the
judicial and penal system as being a cause of the dysfunctional administration of justice in the
country. Households point to corruption and generally poor governance and the absence of the state
as contributing to increased poverty with more than half of the households believing that this cannot
be remedied. There is a commitment to tackling the issue nationally in the areas of Justice, banking,
taxes and public finance in general. Transparency International's Corruption Perceptions Index ranked
the Congo 168th out of 183 countries in 2011 with a score of 2.0 out of 10. The Congolese business
climate is encumbered by a plethora of taxes and regulations that make bribery an essential part of
many business strategies. In an effort to reduce the burden on companies, the government replaced
sales tax with a value-added tax in 201116.
1.2
Water Resources in the DRC
A caveat is raised regarding the data cited in the available literature. The figures related to access to
service provision, population and data in general show large variations across the literature reviewed.
This is a result of sources of data not being cited in major publications, methodologies of
assessments conducted in a conflict ridden context and their limitations with regard to
representativeness.
For example, the last national census was conducted in 1984 and current
population estimates vary from 68 – 77 million persons; the DCRSP I cites access to drinking water
as being 26% while the MICS 2010 cites access to drinking water as being 47%. Neither of these
11
Freedom House, Countries at the Crossroads 2012 - Democratic Republic of the Congo, 20 September 2012, available at:
http://www.unhcr.org/refworld/docid/505c1733c.html [accessed 8 December 2012]
12
Democratic Republic of Congo – Environmental and Climate Change Policy Brief, Environmental Economics Unit (EEU),
Department of Economics, University of Gothenburg, for Sida (2008)
13
www.maplecroft.com
14
The Economist Intelligence Unit, Democratic Republic of the Congo, Country Report, September 2012
15
Draft Strategy for Growth and Poverty Reduction, Government of DRC (DCSRP II, Second Generation, 2011, Draft).
16
Freedom House, Countries at the Crossroads 2012 - Democratic Republic of the Congo, 20 September 2012, available at:
http://www.unhcr.org/refworld/docid/505c1733c.html [accessed 8 December 2012]
6
documents explains how ‘drinking water’ is defined and therefore different criteria could have been
used to reach these estimates. Most actors are in agreement that access to drinking water and safe
sanitation remains an enormous challenge in the DRC.
Despite the country's wealth of freshwater, access to clean water remains low. A comprehensive
analysis of access to water shows general stagnation between 2001 and 2010 17, although other
sources claim that it rose from 22% to 26% between 2005 and 2010 18. Governance of the WASH
sector has long been divided amongst numerous agencies, with peri- and semi-urban areas falling
through the gaps and little investment in services to rural areas. The enormous death toll from the
“Congo wars” is mainly attributable to indirect public health effects, including inter alia those linked
with the collapse of water and sanitation services 19. In this complex post-conflict context and based
on current trends, the DRC will miss the water target under Millennium Development Goal (MDG)
Seven20 to halve by 2015 the proportion of its population without sustainable access to safe drinking
water.
The DRC Plan d’Action Humanitaire 2012 states that 53%21 of the population does not have access to
drinking water. This represents approximately 37 million Congolese people who do not have access
to potable water.22 The coverage of water supply in rural areas has remained far behind that of urban
areas, as this sub-sector has not received as much attention or the level of investments. The quality
of service in some centres is often irregular. Practices of the population perpetuate the problem, with
only 2% of the Congolese who drink water from non-protected springs using treatment techniques to
avoid water borne diseases 23.
The statistics from the Multi-Indicator Cluster Survey24 reports that 47 million Congolese people do
not have access to sanitary latrines, 10 million defecate in the open, and 40 million do not wash their
hands at critical moments of the day. Only 6% of the population has access to household sanitary
latrines, 8% to shared sanitary latrines, and 72% do not use sanitary latrines. There are disparities in
access to household sanitary latrines between urban (14%) and rural areas (3%) and between the
wealthiest (23%) and the poorest part of population (less than 1%).
The UNICEF Village et École Assainis (VEA) programme is the national programme for water and
sanitation provision in the DRC. The programme is implemented with the Ministry of Health and other
relevant ministries and supported by UNICEF. The programme is now nearing the end of the first
phase of implementation (2008-2012). A second phase is currently being designed (20132017/2018). Phase II will focus both on post-certification support to current VEAs as well as
expanding the programme to new villages. Interventions in urban areas are limited and ad hoc. The
linkages between the VEA and the Consortium WASH programme are described in detail later in this
document.
A major barrier to progress in the water sector is the lack of clear government support structures and
the incoherent distribution of powers and responsibilities across a multitude of agencies. The Ministry
of the Environment, Nature Conservation and Tourism (MENCT) holds a generic mandate for the
water sector, however there is no central water ministry. Various aspects of water and sanitation
programmes are attributed to the Ministry of Public Health (MSP,) the Ministry of Rural Development
(MDR,) the Ministry of Energy (MEn,) the Ministry of Planning (MPl,) and the Ministry of Infrastructure,
Public Works and Reconstruction (MITPR). In theory, the sector is supposed to be coordinated by the
National Committee for Water and Sanitation (CNAEA), under the MPI, however this entity is under
resourced and has not been in a position to assume its responsibilities and provide the a leadership
required to coordinate the sector. Existing institutions are under-resourced, services and investment
17
Enquête par grappes à indicateurs multiples, MICS 2010, rapport de synthèse, MICS, mai 2011.
Strategy for Growth and Poverty Reduction, Government of DRC (Second Generation, 2011, Draft).
19
The International Rescue Committee estimates the death toll from the Congo conflict from 1998-2007 at 5.4 million people, of
which less than 10 per cent was due to violence. IRC, Mortality in the Democratic Republic of Congo An Ongoing Crisis,
(2007). http://www.theirc.org/sites/default/files/resource-file/2006-7_congoMortalitySurvey.pdf
20
Millennium Development Goal 7: Ensure Environmental Sustainability (Target 7.C).
21
World Health Organisation 2011, quoted in République Démocratique du Congo Plan d’Action Humanitaire, United Nations
(2012). www.rdc-humanitaire.net
22
Village et école Assainis : Eau, hygiène et Assainissement pour le Congo rural et Periurbain, résultats 2010.
23
Enquête par grappes à indicateurs multiples, MICS 2010, rapport de synthèse, MICS, mai 2011. Water related diseases in the
DRC such as amoebiasis, giardiasis, cholera, campylobacter; shigella, typhoid, schistosomiasis, dracunculiasis, ascariasis, and
hepatitis are endemic, and exceeded only by malaria for morbidity and mortality
24
Enquête par grappes à indicateurs multiples, MICS 2010, rapport de synthèse, MICS, mai 2011.
18
7
in rural areas is limited, and peri- and semi-urban areas have limited access to urban and rural
services.
The water and sanitation sector in the DRC is now in the midst of fundamental reforms initiated by the
new Constitution (2006), the laws for the reform of public enterprises and the disengagement of the
state (2007), and the Decentralization Law (2008), which has moved responsibilities away from the
central government. These initiatives have the support of development partners, particularly the
German International Cooperation’s (GIZ) water reform project (RESE). The decentralisation laws
give exclusive powers to the Provinces in two key areas: hygiene and sanitation programmes in line
with the national programme, and the production of potable water to meet needs within the Province.
Overall, the division of powers between Provinces and Decentralised Territorial Entities are not yet
defined, nor the structures for planning and financing water and sanitation programmes in place at all
levels.
The reform includes the restructuring of legal and institutional sector in particular, by (i) the enactment
of the Water Code, (ii) the development and implementation of national public services for Water and
Sanitation, (iii) the reorganization of the structures involved in the sub-sectors of water supply in urban
and rural areas and sub-sector of sanitation, and (iv) the promotion of partnership with the private
sector in order to ensure increased access to safe water and environmental sanitation. The CNAEA
will be replaced by a National Water Council whose scope of work will be broadened to handle the
whole water sector based on an Integrated Water Resources Management (IWRM) approach. In line
with the decentralisation process, Provincial Water Councils will be strengthened as well as local
Water Committees and Water User Associations.
1.3
Government Response
The right to water and sanitation for the people of the DRC is enshrined in the 2006 constitution.
Article 48 guarantees the right of the people of the DRC to drinking water; while Article 53 guarantees
the right to the clean and safe environment. The Agenda de Kinshasa (2009) outlines how the
Government of the DRC will work with technical and financial partners following the series of
international initiatives including the Millennium Development Goals (MDGs) 25, the Rome and Paris
Declarations, Accra Agenda for Action and the Fourth High Level Forum held in Busan, South Korea
in 2011, to improve the effectiveness of aid and hence development outcomes. In this document the
Government of the DRC and development partners commit to a better division of labour among
development partners and rationalisation of their interventions, to reduce aid fragmentation and to
improve predictability.
In July 2012, the DRC Ministry of Health estimated that 75% of health problems in DRC are related to
problems linked to barriers of access to potable water, poor sanitation and hygiene practices. Water
related diseases26 in the DRC are endemic, and exceeded only by malaria for morbidity and mortality.
These diseases disproportionately affect children under five years of age. CRS estimate that, in
general, every USD 1 invested in water and sanitation returns USD 8 in increased productivity and
decreased health care costs27.
Key challenges to ensuring an adequate supply of drinking water in the rural sector include: a lack of
investment; low access to improved water sources; the fact that 60 per cent of rural water systems not
operational; a lack of formalisation of water service provision (inadequate quality control and
maintenance); high incidence of bacteriological contamination; and physical degradation of drinking
water sources.
In the draft of the DRC’s second Growth and Poverty Reduction Strategy (DCSRP II 2011-15,) the
Government aims to raise the percentage of the population who have access to affordable drinking
water from 26% to 40% (39 to 52% in urban and 20 to 32% in rural areas); and the number of people
with sustainable access to sanitation. In the area of sanitation, priority will be given to developing the
national strategy on capacity building of provincial and decentralised territorial entities to take charge
of their responsibility to find solutions adapted to each context. This includes the promotion of sanitary
latrines, systems of waste management, the fight against disease vectors as well as education,
25
The MDG targets in DRC for water supply and sanitation are 71 per cent and 55 per cent, respectively.
Amoebiasis, giardiasis, cholera, campylobacter; shigella, typhoid, schistosomiasis, dracunculiasis, ascariasis, and hepatitis
27
CRS document presented during the World Water Day Conference, March 2012, Washington, DC.
26
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information and communication for behaviour change. Systems for collecting, transporting and
treating solid waste (including landfills) will be set up in major cities.
New financial commitments to the sector over the period 2007–08 averaged around US$170 million
annually, funded almost entirely by donors, and have since risen further. The water supply and
sanitation component of the on-going Priority Action Programme foresaw more than US$420 million to
be invested from 2009 onward. However, actual disbursements have lagged well behind
commitments. Annual investment spending for water supply and sanitation averaged about US$65
million over the period 2007–08 which is roughly US$1 per capita. Most of this spending, about
US$55 million, was for water supply, with 95 per cent funded by external aid28. The second round of
Country Status Overview (CSO2)29 has identified the following priority actions to address challenges
in the supply of water and sanitation services in DRC.
Sector wide
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Rural water
supply
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Urban water
supply
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Rural
sanitation
and hygiene
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Urban
sanitation
and hygiene
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Improve implementation capacity and financial management across the sector.
Complete the institutional reform, in particular:
o Ratify the new Water Law (Code de l’Eau) and specify a new sector policy;
o Rationalize the institutional framework at federal and provincial levels to achieve clear
responsibilities within the new decentralized framework; and
o Progressively transfer responsibilities for infrastructure to provinces and the
decentralized territorial entities (ETDs).
Introduce a more coherent, comprehensive, and detailed sector monitoring and evaluation
framework.
Prepare provincial water programs combining investment and capacity building.
Improve implementation capacity by:
o Redefining the role of the National Service for Rural Water Supply (SNHR) and the
Provincial Water and Sanitation Committees (CPAEAs) in the new decentralized
framework; and
o Promoting the training of local water technicians and enterprises.
Ensure that increased resources are mobilized for investment in rural areas.
Expand successful existing programs—in particular, the Autonomous Community-Based
Water Systems project and the Villages Assainis program.
Ensure that the SNHR borehole programme builds up local capacity for operation and
maintenance, drawing on the experience of the above-mentioned projects.
Formalize the status of user associations and small autonomous systems in the regulatory
framework.
Implement the recovery plan for the national water utility (Programme de Redressement de
la REGIDESO).
Revisit the choice of technologies to achieve better cost effectiveness.
Recalibrate the geographic and social targeting of urban interventions to give greater
priorities to secondary urban centres and basic service provision.
Develop a sector policy within the emerging decentralized institutional framework.
Expand the Village et École Assainis programmes implemented by the Ministry of
Public Health in cooperation with UNICEF.
Improve Aid and Investment Management Platform’s (PGAI) monitoring by separating out
tracking of rural sanitation funds.
Develop a sector policy within the emerging decentralized institutional framework.
Improve the monitoring of the PGAI by separating out tracking of urban sanitation funds.
According to the DCSRP II any programme or project to supply drinking water must be accompanied
by a sanitation and hygiene component. This is to be achieved by inter alia strengthening territorial
sanitation brigades and implementation of the Village et École Assainis as a priority.
Key donors in DRC’s WASH sector include the World Bank, Water and Sanitation Programme (WSP),
the African Development Bank, the European Union, and the following governments via their aid
28
Water Supply and Sanitation in the Democratic Republic of Congo: Turning Finance into Services for 2015 and Beyond;
Ministers’ Council on Water (AMCOW), World Bank Water and Sanitation Programme (WSP) in collaboration with the African
Development Bank (AfDB), the United Nations Children’s Fund (UNICEF), the World Bank and the World Health Organization
(WHO) (2009/10).
29
Water Supply and Sanitation in the Democratic Republic of Congo: Turning Finance into Services for 2015 and Beyond;
Ministers’ Council on Water (AMCOW), World Bank Water and Sanitation Programme (WSP) in collaboration with the African
Development Bank (AfDB), the United Nations Children’s Fund (UNICEF), the World Bank and the World Health Organization
(WHO) (2009/10).
9
agencies: France, Germany, United Kingdom, and Belgium. Donor activities range from institutional
reforms and better cost-recovery to infrastructure projects that focus on increasing access to basic
services by the poor. These efforts are in-line with the DRC’s poverty-reduction strategy, and are
coordinated through a Water Management Sector Sub-Group chaired by Ministry of Energy and the
Water and Sanitation Thematic Group created to monitor the Growth and Poverty Reduction Strategy.
Coordination by WASH actors is ad hoc and varied. Due to the size of the DRC, coordination
mechanisms vary from province to province as do participation in them. Unlike in many other
countries, local government bodies participate in some UN Clusters, particularly in provinces where
there is a limited international humanitarian presence. Most NGOs coordinate through the
Humanitarian Country Team (HCT), the Humanitarian Advocacy Group (HAG) and the Provincial
Inter-Agency Committees (CPIAs) which are chaired by the UN Office for the Coordination of
Humanitarian Affairs (OCHA). Coordination in the WASH sector is centred on UN mechanisms,
particularly for humanitarian NGOs working in the sector. Humanitarian NGOs also coordinate
through the UNDP as they, along with OCHA, manage the Pooled Fund. The donors, government
and NGOs operate within their sphere of influence and interest and generally with a bilateral focus
related to narrowly defined objectives. This has led to duplication and sometimes contradictory
approaches to the same topics. There is growing awareness that this issue is recognised however
much work needs to be done by the leadership within these groups for progression on improved
rationalisation of interventions.
1.4
Context Analysis
The vast size of the DRC coupled with the fragile nature of a complex and under resourced state
apparatus requires sustained support over the medium to long term. The ranking of the country at the
bottom of the human development index resulting from fundamental structural weaknesses, a lack of
political will and a persistent multi-party conflict has resulted in a situation where the country is unable
to deliver basic services to its people and uphold their rights and dignity. Limited and weak service
provision continues to impede development with the DRC unable to achieve the Millennium
Development Targets including the MDG target for water and sanitation 30.
An important aspect of the proposed Consortium programme is the commitment to ensure that local
level information is communicated to central levels. NGOs operate from the ‘bottom-up’, while the
state apparatus and national programmes have a ‘top-down’ approach by virtue of their focus at scale
rather than at the micro level. The consortium will ensure that the information and data collected
through programming is accurate and complete. This data not only covers the villages targeted in the
programme however, through the ACTED Mapping project will extend to Aire de Santé level to assist
in an accurate reflection of WASH provision at the local level. In this way, the consortium can
contribute to the accuracy centrally held information at provincial and national levels and provide a
methodology for this to be replicated elsewhere in the country.
The decentralisation processes poses a challenge to actors within the DRC. NGOs and other nonstate actors work with those institutions existing at local level or through the relevant Ministries such
as Agriculture, Rural Development, Health and Education which generally have more local presence
than other state actors. Experience varies between locations however what is important for
development is that the structures that do exist are engaged in any interventions, involved in decision
making and facilitated to participate as a central actor in an intervention so that they can assume their
roles and responsibilities as the decentralisation process evolves. There is an important role for nongovernment actors such as NGOs to play in supporting this process going forward and one that the
Consortium is committed to supporting. The extended timeframe envisaged in the Consortium
strategy and the Consortium members’ presence at the local level of implementation affords the
opportunity in this programme to invest the necessary time and resources to work with these
structures as they emerge.
The Ministry of Health Structures are the implementation unit of the Village et École Assainis
programme. There are approximately 515 Zones de Santé in the DRC. These Zones de Santé are
further divided into Aires de Santé. A complication arises as these divisions do not match the current
or planned geographical divisions of administrative areas under the decentralisation process.
However, the long-term aim will be to ensure that coherence does eventually exist. The Village et
30
The MDG targets in DRC for water supply and sanitation are 71 per cent and 55 per cent, respectively.
10
École Assainis programme emerged prior to the decentralisation process being launched. The focus
on the Ministries of Health and Education precludes to a certain extent, the strengthening of other
important and present deconcentrated ministries such as the Ministry of Rural Development, Ministry
of the Environment, etc. and administrative representatives at groupement, secteur, chefferie and
territorire levels. The important roles of these other actors will be strengthened and facilitated through
the Consortium programme.
An additional constraint faced by the Village et École Assainis programme is the lack of partners at
local level to implement the programme components leading to a fragmented delivery. The response
to this has been a complementarity strategy to ensure that programme components already delivered
are supplemented by additional partners entering a community to deliver the balance of components
such as water points, sanitation services or the hygiene promotion aspects of the programme. To
ensure that the consortium can complement and contribute to the Village et École Assainis
programme, All consortium members commit to providing all aspects of a WASH programme in the
target areas. This will reduce the enormous burden on the Village et École Assainis programme as it
strives to achieve national coverage. A number of other actors engaged in WASH such as Tearfund
and IMA have also adopted this strategy while others such as Oxfam aim to deliver the sanitation
component in areas where this has not been achieved in parallel with other WASH components.
One of the constraints in providing WASH services is the lack of knowledge, skills and capacity to
implement programme activities at community level. The presence of NGOs at this level extends this
capacity base rather than exhausting it. NGOs have the advantage of being able to mobilise trained
and experienced staff that are tasked to work with local structures and communities over an extended
period, build capacity and mobilise local leadership structures to assume responsibility in their own
development processes and link with support systems that do exist.
The lack of a coherent legal framework, strategy and policy for WASH provision hampers the
implementation of programmes. This has led to competition between ministries, duplication of effort
between them and a fragmented approach of donors working with the sector. There is an opportunity
for Consortium members with global experience and expertise in the WASH sector to contribute to
coherence by ensuring that information from the local level is shared centrally to inform sectoral
development. Related to this is the need for a development platform for WASH actors. The context
in DRC suggests that this development space needs to be occupied by all actors working
collaboratively. NGOs have the capacity and mandate to contribute to filling the current vacuum for
development dialogue and overall advancement of WASH delivery.
The issue of fraud and corruption continues to hamper work in every sphere in the DRC. Because of
an inadequate legal framework, interpretation of laws at local levels and a general lack of clarity,
NGOs working at local level find that obstacles to working in communities and with local structures
include power structures applying illegal taxes and facilitation fees with impunity. While this issue
cannot be addressed by agencies in isolation, the ability of NGOs to bring pressure to bear at central
and provincial level provides some recourse. All consortium members will enter formal agreements
with communities, local administration and service provision structures to ensure that this is mitigated.
Where necessary and appropriate, these are tripartite agreements. In the development process it is
recognised that the process of consultation and negotiation of memoranda of understanding and
contracts are part of the process of ensuring that roles and responsibilities are understood. The
Consortium framework underpinned by contracts with each Consortium member explicitly precludes
the payment of facilitation fees and other irregular payments.
11
2
The DRC WASH Consortium Strategy
The DRC WASH Consortium members are currently engaged in programmes in the DRC and most
agencies have had a presence in the country for at least a decade. The agencies are spread
geographically though out the country and implement programmes in WASH, nutrition, food security,
agriculture and livelihoods programmes as well as implementing cholera and emergency responses.
In order to capitalize the gains made in existing programming and drawing on available expertise, the
Consortium members propose to engage in WASH programming. The Strategy summary outlines
how this will be achieved in an effective and efficient manner:
1. Working to deliver high quality WASH services in areas where Consortium members are
currently present or have knowledge of the context.
The initial strategy of the Consortium is to implement WASH programmes in current programme
locations where there are capacity gaps in the delivery of services by other actors. This approach is
considered effective and efficient as agencies have bases in these areas and can increase capacity
for WASH programme delivery which will complement their other programming. This would expand in
the medium term to achieve full coverage at the Aire de Santé levels and to extend the WASH
programme to other geographic locations where the agencies work. The strategy is therefore one of
concentration. In the longer term the agencies will consider moving to new locations in line with their
organisational strategies to delivers sustainable solutions to water and sanitation access to
complement other programme sectors. The presence of Consortium members in the areas targeted
and the additional capacity provided by trained staff working with the structures in place will contribute
to sustainability. During the four-year programme Consortium members will work with communities
and local level governance structures intensively over an 18 month period in each community to build
local capacity and deliver services. Continued presence in an area following the intervention provides
an additional mechanism for fledgling institutions to establish themselves.
The normal
implementation timeframe of the consortium interventions in communities is 18 months. This is in
contrast to humanitarian situations where engagement is targeted to relief assistance and short term,
concentrating mainly on the authority of the humanitarian actors to intervene in the area and deliver
short term relief.
2.
Working with communities, their leadership structures and community based institutions
and linking these to Government authorities and public service providers.
The Consortium members will focus their work at community level however the importance of
supporting capacity within emerging decentralized government structures and existing public service
providers is recognized and will be an important aspect of this programme. The planned support will
primarily focus on how government agencies and service providers at local level can support the
community structures established and strengthened to manage and ensure sustainability of the
resources provided through the programme. These resources not only include maintenance and
functionality of assets such as water points and latrines, but the dissemination of knowledge, skills
and practices. The highly complex context of the DRC demands that any transitioning or
development programmes engage and coordinate with local authorities in a supportive and
constructive manner.
The Consortium agencies experience of implementing humanitarian
programmes which are short term and relief oriented has precluded meaningful engagement to date
to a large extent. This programme provides an opportunity for the agencies to support coordination,
participation and planning in a meaningful way throughout a predictable period of approximately 18
months of intervention which includes 12 distinct components to engender behaviour change to
improve health indicators. These are:
1) Coordination with existing community leadership structure and community based institutions.
2) Initial promotion and marketing of programme with hygiene and sanitation promotion activities.
The demand for programming deriving from this initial contact is the basis for engaging in the
community.
3) Rapid Assessment and observation exercise conducted at village level, including an inventory of
institutional and household latrines, current water sources, available skills, markets for spare parts
and the presence of civil society groups existing at community level.
4) Community action planning including defining user costs and confirming the community’s
willingness to maintain resources, defining criteria and conditions for activities, defining ownership
of assets and ensuring accountability mechanisms are agreed.
5) Strengthening or establishment of new Water Management Committees
6) Mobilise villages to manage hygiene and sanitation activities in their villages (one Relais
Commuautaires per 15 households)
12
7) Five Community sensitisation contact sessions conducted in villages (disease transmission
routes, environmental health, household cleaning, latrine construction, personal hygiene)
8) Five school sensitisation contact sessions conducted (1 school per 5 villages estimated)
9) Three Community sensitisation non-contact sessions to reinforce messages (theatre, radio,
television and marking UN international days related to Water and the Environment).
10) Household level hygiene and sanitation promotion conducted by Relais Communautaires.
11) Certification by the Zone de Santé level of villages as Assaini / and by the Ministry of Education at
District level following achievement of norms and handover of intervention to villages.
12) Post-certification monitoring conducted at least 6 months following the handover of intervention to
villages.
The approximate timeline for implementation of these components are as illustrated below:
Steps to Achieving VEA Norms
1
2
3
4
5
6
7
8
9
10
11
12
Approximate Timeframe of Component over 18 Months
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Coordination with existing community leadership structure and community based institutions
Initial promotion and marketing of programme with hygiene and sanitation promotion activities
Rapid Assessment and observation exercise conducted at village level (KAP I)
Community Action Planning
Strengthening or establishment of new Water Management Committees
Mobilise communities to manage hygiene and sanitation activities in their communities
Five Community sensitisation contact sessions conducted in communities
Five school sensitisation contact sessions conducted (1 school per 5 villages estimated)
Three Community sensitisation non-contact sessions to reinforce messages
Household level hygiene and sanitation promotion conducted by Relais Communautaires.
Certification by the Zone de Santé level of villages as Assaini (following KAP II)
Post-certification KAP III
Agency Monitoring and Presence
Hardware Provision
6 months after certification process has been achieved
3. Working in rural areas and with rural administrative and service provision actors to
increase capacity and accountability at the local level.
The Consortium members will focus on WASH programming in rural of the DRC. The first four years
of the Consortium strategy will focus on ensuring that the programme delivers a product which
addresses WASH issues in a sustainable manner. Given the dearth of established actors at local
level, service provision actors are limited to health service actors, limited provision by SNHR and
private markets. The Consortium members will expand capacity at local level and support delivery of
services. This will be achieved by assigning qualified and experienced staff at local level.
4. Developing a comparative advantage in rural WASH provision as a consortium to
demonstrate a sustainable approach to the adoption of improved hygiene and sanitation
practices by communities.
The Consortium members will implement an integrated WASH programme in each area of
intervention. Because of the different technologies necessary and required for urban and rural
settings, the Consortium will develop a comparative advantage in the rural context. It is recognised
that the population densities are less in these areas and that this affects efficiency and therefore value
for money however addressing rural needs have consistently lagged behind urban needs and this has
influenced the decision to work in rural areas. The Consortium members work in often neglected and
remote areas with few actors present. Addressing the needs of marginalised and poorly served
areas, and communities facing multiple challenges is a priority for Consortium members. As per the
DCRSP II and complementarity strategy of the Village et École Assainis programme, Consortium
members will implement integrated WASH programmes in all target locations.
5. Creating opportunities for evidence based learning and research on critical sustainability
issues
Learning and research initiatives seek to analyse and explore solutions to address key obstacles to
sustainable service provision experienced in the WASH sector to date. Individual Consortium
members will conduct selected projects supported by operational research which will test delivery
modalities. These initiatives, while led by an individual agency, will involve the participation of all
agencies. The adoption of the approaches recommended in the research will be agreed by agencies
at technical review meetings where the outcomes of the research indicate positive WASH outcomes.
The objective is that the research could have wider impact for agency members and the WASH sector
13
generally. As a result, agencies will coordinate this research with other WASH actors through the
Consortium Coordination Unit and include key WASH actors in conducting research.
6. Protecting implementation gains
The Consortium will ensure that implementation gains are protected through a range of measures.
These include: ensuing that hydrogeological surveys are completed to confirm technologies and
provide information for wider audiences; and committing to meet minimum standards of
implementation as outlined in the Consortium Technical Guidelines to ensure that specific WASH
standards are sustainable and do not negatively affect communities; and ensuring that environmental
impact assessments are completed prior to hardware provision to ensure that the impact of the
programme on the environment is minimal and help determine the most appropriate water source
development technology. The technical guidelines and tools are annexes to this proposal and the
application of these is a condition of Consortium membership.
The programme also will help in managing risk and reducing vulnerability of communities aimed at
building longer-term resilience in areas targeted in this programme. This approach is focussed on
mitigating the risks of outbreaks of water borne diseases such as cholera through preparedness
planning and response. This programme support component will be led and managed by Solidarités
International who has adapted their current Cholera Response Programme to the Consortium
programming. Solidarités International will coordinate preparedness and response activities in all
Consortium programme locations.
7. Being complementary with other WASH actors and programmes.
The national programme of Village et Ecole Assainis, entering a second phase up to 2017, will require
support of technical and financial partners to increase WASH coverage throughout the country. The
Consortium service delivery model is complementary to the Village et École Assainis programme31.
Some features which distinguish the Village et École Assainis programme from the proposed
Consortium programme are summarised in the table below:
Village et École Assainis Programme
Centralised management and planning
at national government level which links
to provincial and local levels.
Large scale
National programme implemented by
the Ministries of Health and Education
with technical support from UNICEF.
Implemented by local service providers
and partner organisations.
Working within Zone de Santé
delineations primarily.
Based on local capacity to implement
programmes leading to incomplete
programmes.
Clearly defined norms and standards
Complementarity strategy in place to
DRC WASH Consortium Programme
Local level, community based programming which draws
on local capacity and engages local governance structures
and institutions and links these to provincial and national
levels.
Small scale
Programme implemented over a wide geographic area by
NGOs forming the DRC WASH Consortium and working
with local level government structures and service
providers.
Direct implementation by Consortium members and
partner organisations (currently Caritas for CRS and
Service de Distribution de l‟Eau de Dubié, SDED, for
Concern Worldwide).
Based on administrative delineations and working with
Ministry of Health and Education at Zone de Santé and
District levels as part of the decentralisation process.
Based on direct agency implementation and support to
build capacity at the local level.
Clearly defined norms and standards complementary to
the Village et École Assainis programme
Commitment to engage in integrated WASH programming
31
The key indicators of achievement of Village et École Assainis which capture the behaviour change envisaged and which the
Consortium also commits to measuring are as follows:
1. A village has a dynamic committee in place
2. At least 80% of the population have access to potable water
3. At least 80% of the population use a hygienic latrine
4. At least 80% of the population keep their compounds clean.
5. At least 60% of the population was their hands with soap or ashes before eating and after using the toilet
6. At least 70% of the population understand the transmission and prevention of diseases caused by faecal-oral transmission
7. The village is cleaned at least one time per month
14
address ad hoc delivery
Low cost solution with extensive
engagement
Rural and peri-urban focus
Certification success rate of 43% for
villages and 46% for schools (2011).
Intensive capacity to build capacity of
Health Ministry at national, provincial
and local level to implement the Village
et École Assainis programme
Delegated oversight and risk of fraud
in all target areas.
Medium cost solution with intensive engagement and
research at local level to address critical sustainability
issues
Rural focus
Expected high success rate due to direct and engagement
with communities over an 18-month period.
Capacity building at the local level to strengthen existing
Government institutions and service providers and
facilitate their engagement at community level.
Facilitating territoire, provincial and national level
engagement at programme level. Commitment to
information sharing, communication and coordination at all
levels.
Direct oversight and low risk of fraud
The Consortium aims to complement the national programme through the following strategies:
 Working at Aire de Santé level with no overlaps with Village et École Assainis Aires de Santé.
 Providing a full WASH package in each village targeted.
 Committing to reach Village et École Assainis norms as a minimum.
 Engaging Village et École Assainis and other local government actors in programme
implementation and providing training to these actors.
 Sharing information with the national database.
 Sharing information and mapping of WASH resources with WASH stakeholders.
 Disseminating lessons learnt on good practice for WASH programming in the DRC.
In addition to the Village et École Assainis Programme, a range of actors implement programmes in
the DRC. While many of these actors are engaged in humanitarian interventions in the East of the
country, some including Oxfam and Tearfund are also working on transitioning or development
programmes. These NGOs and private sector actors such as IMA are also planning implementation of
the Village et École Assainis model and will be potential development partners in the WASH sector.
8. Linking micro level communities and actors with meso and macro level actors and
stakeholders.
The vast size of the DRC and limited resources impedes access of community or local level
government authorities to the structures within their provinces or indeed to the central government
level. The consortium with its geographical reach and presence at all levels can serve as a conduit
for information, learning and creating linkages. This also adds value to the work of agencies on the
ground, by having a dedicated communications and coordination link through the Consortium
Coordination Unit. In addition, staff members from technical disciplines across all agencies have the
opportunity to meet every six months to review progress against planning and technical aspects
related to programming; systems support and finance issues. The review meetings also provide the
opportunity for training and learning. The meetings are flexible in the approach so that foreseen and
unforeseen issues can be addressed. The technical meetings also offer the opportunity for the
Consortium to invite actors from the WASH sector to discuss specific issues. Ad hoc involvement of
members of the WASH Cluster and the coordination forum for WASH Development actors, discussed
later in this document, is also envisaged.
9. Sharing implementation data, analysis and experience with WASH sector actors and
stakeholders.
In order to capitalize on the benefits of a Consortium model of working and contribute to the national
efforts to address WASH issues, Consortium members are uniting in a common approach using a
common set of data collection tools and a Monitoring and Evaluation (M&E) framework to develop an
evidence base for effective and efficient programing which will be shared at all levels in the country.
There is a significant investment in data collection in the programme which will provide evidence of
successful solutions to WASH issues. Additional mapping of WASH resources in the Aires de Santé
in which the agencies operate will contribute to national level information on WASH resources.
The activity plan of implementation drawing together the strategy described above is illustrated below:
15
Year 1
Year 2
Year 3
Year 4
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48
Activity
Technical Working Group Support Systems (monthly or as required)
Technical Working Group Support Programme (monthly or as required)
Consortium Coordination Unit
Technical working Group Finance (monthly oras required)
Technical Review meetings (6-monthly)
Monitoring and technical support visits from National Level
Monitoring and technical support visits from Provincial Level
Annual Conferences and publications
Kinshasa
WASH Coordination Development Actors (monthly)
WASH Coordination Cluster Actors (Monthly)
National Database Information
Documentary
Support to International Days (WASH)
Environmental Impact Assessment
Mid-term Evaluation
Final Evaluation
Audit (Consortium Programme
Research Initiatives
ACF
Research Project (Behaviour Change)
CRS
Consortium projects and joint
Concern
initiatives
ACF
Kasai Occidental
Equateur
Mapping of Aires de Santé WASH information
Solidarités
Emergency Preparedness (Water Related Diseases)
Zone de Santé
Popokabaka
Lusanga
Concern
Solidarités
Number of
Number of
Aires de
Villages
Santé
3
30
2
25
Demba
3
30
Luiza
3
3
25
16
Bomongo
2
12
2
12
2
17
1
17
ACTED
CRS
Joint Initiatives
ACTED
Province
Bandundu
Research Project (Spare Parts Network)
Katanga
Kongolo
Sud Kivu
Fizi
4
18
Kasai Oriental
Ototo
5
28
Kamonia
5
29
Kamwesha
4
32
Manono and Kiambi
Manono and Kiambi
Manono and Kiambi
Manono and Kiambi
Bolobo and Yumbi
3
4
5
3
5
17
21
20
18
21
Yumbi and Kwamouth
5
22
Kabalo
3
15
Kabalo and Moba
4
21
Kabalo and Moba
3
15
Kasai Occidental
Katanga
Bandundu
Katanga
Activity
Year 1
Year 2
Year 3
Year 4
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48
18-month implementation process
plus
post-implementation KAP survey (month 24)
Agency
Research Project (Arborloos)
16
3
Theory of Change
Sustainable access to clean water and effective sanitation is essential for a healthy and productive
population and environmental sustainability and thus has a catalytic effect on many aspects of human
development. The WHO estimates that 88 per cent of incidences of diarrhoea are attributed to unsafe
water supply, inadequate sanitation, and hygiene. High incidences of diarrhoeal disease and a range
of other diseases in developing countries are strongly correlated with unsanitary practices and a lack
of access to sufficient quantities of safe water.
The lack of sustained access to safe drinking water and improved sanitation facilities is likely affecting
non-health human development issues, such as time savings, labour participation, school enrolment,
gender inequality, and possibly, other social and environmental aspects. In the developing world, in
particular in rural areas, many women and children still have to spend several hours a day while
traveling long distances to gather water, diminishing the time to spend for other social and economic
activities. Poor health conditions due to the lack of good water and sanitation infrastructure will also
diminish people’s labour productivity and children’s school attendance. Water supply and sanitation
infrastructure will also impact on environmental conditions around people. All these issues will
complicate human development challenges 32.
The theory of change underpinning the Consortium programme:
By working with communities and local structures and linking these to Provincial and
National stakeholders
the DRC WASH consortium will
Increase sustainable coverage of WASH services in rural areas in the DRC
which will lead to
improved health and productivity outcomes
In order to measure progress towards improved health and productivity, a decrease in the incidences
of diarrhoea in children under the age of five years; an increase in attendance of boys and girls at
primary school; as well as time saved in water collection will be taken as proxy indicators of improved
health and productivity. The links between diarrhoea and WASH related activities are illustrated
below showing the effects of the different elements of WASH programming on the reduction of
diarrhoea33.
Effects of water and sanitation interventions on the reduction of diarrhoea rates
32
Strategic Impact Evaluation Fund, Impact Evaluation Cluster Note: Water Supply, Sanitation, and Hygiene for Sustainable
Human Development, World Bank/SIEF 2012.
33
Fewtrell et al (2005), ‘Water, sanitation, and hygiene interventions to reduce diarrhoea in less developed countries: a
systematic review and meta-analysis’.
17
Hand
washing
Sanitation
WQlty
Household
W Qlty source
Water
Quantity
0
5
10
15
20
25
30
35
40
45
% reduction in diarrhoea
Poor school sanitation facilities have been cited as a factor that can impede access to the education.
Studies suggest that hand washing promotion in schools alone can play a role in reducing
absenteeism among primary school children 34. There is also strong evidence that improved WASH
services are associated with significant time savings and that this is highly valued by users 35.
Concern Worldwide noted that before the project in Katanga, women could spend up to 4 hours per
day collecting water in many villages from unsafe sources such as rivers and ponds. After the project,
the time spent collecting water was negligible, and women noted they had more time for childminding, food preparation, and work in the fields. Also, it was not necessary for them to wake up so
early in the morning36. The programme concept to realize this outcome rests on complementary
programme interventions.
34
Bowen et al 2007
Water, Sanitation and Hygiene Portfolio Review, March 2012, DFID
36
Evaluation: Water & Environmental Health Intervention, Katanga, Concern Worldwide (2008-2010),
35
18
Impact: Improved Health and Productivity
Output 7: The Consortium produces and disseminates evidence for
sustainable, community based solutions to WASH needs in the DRC
Outcome: Sustainable and integrated environmental and household health and
sanitation
Output 2: Increased
Governance Capacity
Institutions
Increased Capacity
of Communities
Output 5: Improved
Environmental and Household
Sanitation
Output 6:
Linkages
facilitated
between
Communities
and
Government
Structures
Output 6:
Increased
Capacity of
Public
Service
Providers
Engagement with Government
Structures
Reduction in
Water-Related
Diseases
Improved Water
Quality at
Household Level
Output 1: Improved
Awareness and
Knowledge in
communities
Output 4: Increased
Access to Potable
Water
Mobilised and Trained
Community
Volunteers
Output 3: Autonomous
Water Management
facilitated
Hygiene and Sanitation
Promotion and
Marketing
Community Planning
The theory of change is continued for each output planned in the programme in the table below along
with assumptions underpinning the approach proposed.
19
Output
Individuals
demonstrate
knowledge of the
economic, social,
health and
environmental
advantages of
improved water,
sanitation and
hygiene for their
communities at
community and
household level
Approach
The central component of the
consortium approach is sustained
hygiene and sanitation campaigns,
the objective of which is to improve
practices associated with waterrelated disease and unsanitary
environments through different
community entrance-points; however
primarily through community
institutions, mainly schools; and
households.
Functioning
governance
institutions and
service providers
with increased
capacity engage in
WASH provision at
the micro level
The focus of the programme is the
community level. The establishment
of linkages between the community
leadership structure, local level
government, government service
providers and community based
institutions is important to ensuring
sustainability of the programme.
Representative,
accountable and
responsive
Community
Committees are
established by
community members
In order to ensure the success of the
hygiene and sanitation campaigns,
effective community organisation will
be supported by strengthening or
establishing Water Management
Committees to ensure that
autonomous user groups are in place
to manage and maintain resources.
37
Evidence
ACTED37 has reported significant improvements in hygiene and sanitation
practices following sustained promotion activities with women in their
programmes in South Kivu and Equateur with improvements in food preparation
and reported understanding that the origin of the water used for washing food is
a factor affecting health. Targeting women in hygiene and sanitation campaigns
specifically brought about improved health outcomes.
It is accepted that knowledge alone on what causes diseases and how to
prevent it is often not enough for real behaviour change to occur38. People need
information which resonates with their emotions and desires to form an
emotional connection with the subject as well as a rational one 39.
ACF will conduct a socio-cultural assessment to demonstrate effective entry
points into communities to ensure that the emotional-rational catalysts are
understood and exploited to ensure that hygiene and sanitation promotion
activities are context specific and effective.
Accountability relationships, especially between decision makers, service
providers and the poor clients, are key to the success and failure of service
provision40. The consortium members will work with these structures to define
roles and responsibilities; build and support capacity to carry out these and
ensure that the governance structures at this local level are engaged and
proactive.
The capacity of local actors responsible for WASH will be strengthened so that
they can engage in the community based processes. Sustaining services,
particularly in water supply, is prioritised to ensure that the investment in service
provision is not undermined.
At any given time 30-40% of rural water supply systems in developing countries
are not functioning41. WASH programming relies on effective community
organisation such as Water Management Committees to ensure that an
autonomous user group is in place to manage and maintain resources. The
logic of the consortium approach is that improved access to water, combined
with active participatory hygiene promotion through community-based
committees, leads to improved hygiene awareness and practices and that
communities will manage and maintain resources following the marketing,
Assumption
Common hygiene and
sanitation marketing and
promotion processes
accompanied by
community planning can
deliver behaviour change
in an 18 month cycle with
impact monitoring
following 2 years.
Capacity building and
facilitated coordination
supported by formal
agreements increases
ownership. Mobilising
existing local community
volunteers and linking
these to the water
management committees
will result in more effective
hygiene and sanitation
campaigns and strengthen
local linkages.
Committees continue
maintaining water points (it
continues to remain a
priority giving the potential
for changing contexts)
ACTED KAP Survey, South Kivu, Equateur 2011.
Wijk & Murre 1995
39
Water aid. Promoting good hygiene practices. Key elements and practical lessons. 2011.
40
World Bank’s World Development Report 2004, entitled “Making Services work for poor people” quoted in ‘Squaring the accountability triangle’, Eugenio Villar and Rebecca Dodd
http://www3.giz.de/E+Z/content/archive-eng/08-2005/foc_art3.html
41
Evans, P., 1992. Paying the piper: an overview of community financing of water and sanitation. Delft: IRC International Water and Sanitation Centre.
20
38
Communities have
sustained and
improved access to
and availability of
potable water
 Construction or rehabilitation of
water points
 Training pump technicians
 Provision of a basic spare parts kit
to Water Management Committee
Communities have
improved and
sustained access to
sanitation facilities
 Triggering the construction or
improvement of household latrines
with hand washing points44
 Distribution of latrine tool kits which
include village cleaning materials.
(one per 50 households)
 Construction or rehabilitation of
institutional latrines with hand
washing points45, primarily in
schools however also in selected
health centres along with waste
disposal facilities46
42
promotion and community action planning processes as well as the election and
training processes for the committee42. The adoption of strict criteria governing
the decision to proceed with water point rehabilitation or construction will put the
responsibility on communities to decide if they can manage the resource and
demonstrate this capacity during the programme.
The WHO estimates that 88 per cent of diarrhoea disease instances are
attributed to unsafe and insufficient water supply, inadequate sanitation, and
hygiene. The lack of sustained access to safe drinking water and improved
sanitation facilities is likely affecting non-health human development issues.
Water supply and sanitation infrastructure will also impact on environmental
conditions around people. All these issues complicate human development
challenges (summarised from above)43.
Concern Worldwide in Katanga did not initially include a sanitation component in
their WASH programme, in spite of a high number of people practicing open
defecation. However, inadvertently due to the hygiene messaging and
encouragement from agency staff, the communities participating in the project
built their own latrines from locally available materials at minimal cost to
themselves. By the end of the project, an estimated 80% of households had
some form of latrine, thereby controlling defecation in the community. The
population demonstrating practice of hygienic techniques regularly and
effectively, and who had hand washing points next to the latrines with soap or
cinders, increased from close to zero to around 50%. Health improvements
indicated a 20% reduction in water-related diseases, according to health centre
statistics47, and the percentage of households with a hygienic latrine increased
from close to zero to an average of 40% 48. Sustainable change happens when
individual families are able to translate knowledge into practice with the
Communities make
informed decisions
through community action
planning to operate and
maintain improved water
points
Hygiene and sanitation
promotion and marketing
leads to demand for
sanitation facilities
Water Management Committee Establishment/Set up and strengthening Process:
1. Facilitating election process for Water Management Committee members
2. Meeting with Water Management Committee, government authorities and service providers
3. Protocols signed with Water Management Committee, government authorities and service providers
4. Certificate of Ownership of water point
5. Three cycles of training in Committee Management (three trainings in committee management; water point management; cost recovery; conflict management)
6. Handover of water point to committee following 18 month KAP II and certification
43
Strategic Impact Evaluation Fund, Impact Evaluation Cluster Note: Water Supply, Sanitation, and Hygiene for Sustainable Human Development, World Bank/SIEF 2012.
44
The general approach to the sanitation aspect of the programme involves communities making the decision to build latrines from locally available materials as part of the hygiene programme. This is deemed to be
more sustainable than the use of approaches and materials that are not replicable at community level nor within the funding capabilities of the poorer families in a community. Many households prioritise building their
asset base and costly latrine interventions are not feasible. In some areas, the approach of distributing sanitation platforms as a form of subsidy was less effective to increase coverage than triggering demand and
supplying tools and support. Demonstration latrines provide a useful aspiration for households to see what is possible in terms of household sanitation. These need to be context specific as the cost of cement and
greater load-bearing requirements in the latrines means larger investments per family are required and are only undertaken by wealthier families. While sanitation platforms may be a useful demonstration, highlighting
to households the potential that exists when moving up the sanitation ladder, basing a programme on these may have a negative impact where poorer families feel that latrines are not within their reach (Concern, 2011,
ibid).
45
Refers also to the construction of simple and low cost rainwater harvesting structures
46
Refers to incinerators and placenta pit
47
Katonta, Kisele, Mutendele and Kato Clinic registers - Q1 2010 compared to Q1 2011. Actual reduction in waterborne and water washed diseases is 46%, however this has been reduced to 20% in discussion with
MSF. The value was reduced to take account of the impact of the increase in health care costs due to the departure of MSF in 2010.
48
2010-11 Knowledge, Awareness and Practice surveys, Concern WW DRC, Katanga
21
Increased
coordination,
participation and
planning at the
macro, meso and
micro levels between
consortium members
and governance
structures, service
providers and other
stakeholders in the
WASH sector
The Consortium
produces and
disseminates
evidence for
sustainable,
community based
solutions to WASH
needs in the DRC
49
Disseminating information and
coordination with other stakeholders
on programme progress and learning
will ensure that the emerging
development agenda is
strengthened.
The Consortium members will adopt
a common approach in programme
areas. An agreed set of technical
specifications will outline the
standards to be reached for technical
inputs and ensure a minimum level of
quality in programming. The process
and results will be measured using a
common toolkit so that the
consortium can produce a body of
results for analysis to provide
evidence that the approach is
effective and leads to sustainable,
community based solutions to WASH
needs in the DRC.
necessary catalysts in place.
To ensure sustainability linking communities to local governance structures,
service providers and other stakeholders engaged in the WASH sector is an
important activity to engage actors in coordination between micro, meso and
macro levels. Coordination with key WASH actors will ensure that planning
avoids duplication and competition. The consortium will play a proactive role in
such coordination at all levels and encourage participation of other actors in
dialogue, lessons learning and advocacy.
There is a lack of knowledge and rigorous evidence related to WASH that would
help inform better policymaking and advocacy efforts49. The consortium
members assert that by adopting the common approach with associated tools
and frameworks, such evidence will be generated to inform practice. There is a
large investment in the coordination of the Consortium and in mapping of
infrastructure at the unit of programming (Aire de Santé). The consortium
commits to sharing information and engaging in constructive dialogue. See
section below.
Cordination will lead to
more coherent planning
and improved
management of the WASH
sector
Improved analysis of
programme
implementation data leads
to improved information
basis for planning
Strategic Impact Evaluation Fund, Impact Evaluation Cluster Note: Water Supply, Sanitation, and Hygiene for Sustainable Human Development, World Bank/SIEF 2012.
22
The overall targets are listed in the table below. The programme will ensure that the technical
standards of achievement reach a minimum standard of quality which is outlined in DRC WASH
Consortium WASH Technical Guide. The programme is complementary to Village et École Assainis
and will measure the global standards of these programmes along with the collection of a
comprehensive set of data to measure key WASH outputs.
Name of
Agency
Geographical Targeting
Areas of Intervention for DFID Proposal
2013-2017
Name of
Name of
Number
Province
Zone de
of Aire de
Sante
Santé
Targeted
Number
of
Villages
Popokabaka
3
30
Lusanga
2
25
Kasai
Occidental
Luiza
3
25
Demba
3
30
Equateur
Bomongo
Kimbi
Lulenge
Mbulula
7
40
4
18
3
34
Ototo
5
28
Kamonia
5
29
Kamwesha
4
32
Kiambi
7
29
Manono
8
47
Kabalo
6
31
Moba
4
20
Kwamouth
3
12
Bolobo
3
12
Yumbi
17
4
74
19
461
Bandundu
ACF
ACTED
Sud Kivu
Katanga
Kasai
Oriental
CRS
Kasai
Occidental
Concern
Worldwide
Katanga
Katanga
Solidarités
International
Bandundu
6
Number
of
Villages
Targeted
Number
of
Schools
targeted
(1 per
five
village)
1,202
Agency
Population
Targets
110
22
132,220
92
18
110,584
89
18
106,978
76
15
91,352
94
19
112,988
461
92
554,122
Village et École Assainis norms are as follows:
Village Assainis
1. A village has a dynamic committee in place
2. At least 80% of the population have access to potable water
3. At least 80% of the population use a hygienic latrine
4. At least 80% of the population keep their compounds clean.
5. At least 60% of the population was their hands with soap or ashes before eating and after using
the toilet
6. At least 70% of the population understand the transmission and prevention of diseases caused by
faecal-oral transmission
7. The village is cleaned at least one time per month
Écoles Assainies
1. 100% of teaching staff trained in the "Ecole Assainis” strategy on environment health and the
environment, 100% of Parent Teacher Association trained;
2. 80% of training manuals are available for students: 1 Manual per two students and one guide per
teacher;
3. 1 toilet for 40 girls and 1 toilet for 50 boys are available and cleaned;
4. 100% potable water is available and 80% of students wash their hands with soap or ash;
23
5. The school courtyard and class rooms are swept and cleaned and waste disposed of in a garbage
pit 1 time per day;
6. 100% of health and environmental awareness clubs in schools are trained and operational
24
3.1
Logical Framework
PROJECT NAME
IMPACT
DRC WASH Consortium Programme
Impact Indicator 1
Improved health
and productivity
through reduced
morbidity and
mortality
resulting from
water-related
diseases in rural
communities in
the DRC.
Decrease in trend of incidences of diarrhoea in boys and girls
under the age of five years
OUTCOME
Outcome Indicator 1
Sustainable and
integrated
environmental
and household
health and
sanitation which
is adopted and
managed by
communities and
integrated with
local governance
service provision
institutions and
strengthened
locals partners
and government
Reduction in time spent collecting water from an improved
water source (Target: a reduction in time spent from 4 hours to
30 (0.5h) minutes, disaggregated by gender and age)
Baseline
Planned
Achieved
Impact Indicator 2
Increase in attendance of girls and boys at primary school
disaggregated by sex and age
Outcome Indicator 2
Number of Consortium supported villages maintaining VEA
certification norms 6 months after certification achieved
(Target: 100% of villages maintain VEA certification norms)
Planned
Achieved
Outcome Indicator 3
Number of water points operational and functioning two years
after implementation (Target: 80% of villages maintain VEA
certification norms)
Target
End Year 4
Assumptions
Increased WASH
coverage will
contribute to
improved health
and productivity
Target
End Year 4
Source
Multi-Indicator Cluster Surveys
School attendance lists
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
4
0.5
0.5
Target
End Year 4
0.5
Source
Consortium Database
DRC WASH Consortium Fiche d'évaluation École
KAP I, II, III
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
0
0
215
305
Target
End Year 4
461
70%
4
Baseline
Planned
Achieved
Milestone 3
End Year 3
Source
Multi-Indicator Cluster Surveys
Zone de Santé Statistics
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
Baseline
Planned
Achieved
Milestone 2
End Year 2
18%
Baseline
Planned
Achieved
Milestone 1
End Year 1
0
Source
KAP III
DRC WASH Consortium Fiche d'évaluation École
VEA Database
Consortium Database
Evaluation Reports
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
0
172
244
Target
End Year 4
369
Assumptions
The continued
relevance of
committee
structures and
their application
of messaging
(and related
behaviour
changes
processes) after
the project cycle
That there is not
major non WASH
related health
epidemic during
the timeframe of
the programme
Source
Evaluation
Impact Evaluation
25
Outcome Indicator 4
Number of men and women reporting a reduced number of sick
days per year disggregated by sex and age (Target: 80% of
population; 50% male, 50% female report a reduced number of
sick days)
Baseline
Planned
Achieved
Outcome Indicator 5
Number of water management committees judged by users and
WMC members themselves, with capacity to manage with their
roles and responsibilities efficiently (function, active, collect
the fees, democratic, gender balance) (Target: 100% of WMCs
achieving a score of between 6 - 10 on assessment) after
implementation phases and until the end of the monitoring time
Outcome Indicator 6
Planned
Achieved
Number of WMCs that perceive a strong support from Local
Government (Target: 80% of WMCs that report strong support
from Local Government)
Planned
Achieved
0
Milestone 1
End Year 1
0
Milestone 2
End Year 2
206,744
Milestone 3
End Year 3
293,288
Target
End Year 4
443,298
Source
KAP I, II, IIIVEA DatabaseConsortium Database
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
0
180
388
667
733
Source
DRC WASH Consortium Fiche d'évaluation du WMC
Baseline
Outcome Indicator 7
0
Baseline
Number of female and male boys and girls Relais
Communautaires mobilised able to sensitize, disseminate
knowledge, skills and practice in communities 6 months after
the 18 months cycle implementation (Target: 80% with one
ReCo per 15 households per community; 50% male, 50%
female)
Outcome Indicator 8
Planned
Number of WMCs collecting fees for maintenance and
operation of the water point (Target: 80% of WMCs
implementing their financing plan)
Planned
Achieved
0
Milestone 1
End Year 1
144
Milestone 2
End Year 2
311
Milestone 3
End Year 3
534
Target
End Year 4
586
Source
DRC WASH Consortium Fiche d'évaluation du WMC
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
1378
2819
3853
4925
Achieved
Source
DRC WASH Consortium Fiche d'évaluation Relais Communautaires
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
0
Milestone 1
End Year 1
144
Milestone 2
End Year 2
311
Milestone 3
End Year 3
534
Target
End Year 4
586
Source
Community Action Plan (Financing Plan)
DRC WASH Consortium Fiche d'évaluation du WMC
26
OUTPUT 1
Individuals
demonstrate
knowledge of the
economic, social,
health and
environmental
advantages of
improved water,
sanitation and
hygiene for their
communities at
community and
household level
Output Indicator 1.1
Number of males and females boys and girls who have
knowledge of at least three critical moments for hand
washing (Target: 70% of Targeted Population; 50% male,
50% female)
Baseline
Planned
Planned
Target
End Year 4
387.885
KAP I
Result
0
128.986
234.119
Target
End Year 4
387.885
Achieved
Planned
Source
KAP I, II and III
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
KAP I
0 191
311
461
Result
Assumptions
That common
hygiene and
sanitation
marketing and
promotion
processes
accompanied by
community
planning can
deliver
behaviour
change in an 18
month cycle
Achieved
Source
KAP I, II and III
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
Output Indicator 1.4
Number of village that benefit of community wide actions for
the improvement of the living environment (Target: 100% of
villages are cleaned at least one time per month for 9
months during the 18 month cycle)
Milestone 3
End Year 3
234.119
Source
KAP I, II and III
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
Output Indicator 1.3
Number of village where males and females boys and girls
have improved handwashing behaviour (Target: 100% of
Villages have at least 60% of Targeted Population; 50%
male, 50% female)
Milestone 2
End Year 2
128.986
Achieved
Output Indicator 1.2
Number of males and females boys and girls with
knowledge of importance of improved hygiene practices
(Target: 70% of Targeted Population; 50% male, 50% female)
KAP I
Result
Milestone 1
End Year 1
0
Planned
0
0
191
311
Target
End Year 4
461
Achieved
Source
KAP I, II and III
Fiche d’évaluation les processus de promotion de l'hygiène
27
OUTPUT 2
Output Indicator 2.1
Baseline
Functioning
governance
institutions and
service providers
with increased
capacity engage in
WASH provision at
the micro level
Number of Zones de Santé where the key relevant service
providers (identified resources within villages, private
service providers, government institutions) are identified
and listed in a document disseminated to key relevant
stakeholders,
Output Indicator 2.2
Planned
Achieved
Number of Zones de Santé where a diagnostic can orientate
the strategy to reinforce WASH local actors capacity to
deliver and monitor improved WASH,
Planned
Achieved
Output Indicator 2.3
Number of person days volunteered by Relais
Communautaires during hygiene and sanitation process in
communities (80% of ReCos volunteer 4 days per month per
ReCo) disaggregated by gender
Planned
Achieved
Output Indicator 2.6
Number of cholera outbreaks addressed by the trainer and
trained agencies in the framework of the project in the area
of intervention (Target: 100 % of the outbreaks addressed in
line with thresholds determined at Zone de Santé level)
Output Indicator 2.7
Among the 20 Caritas Staff trained, involved and coached
Milestone 3
End Year 3
17
Target
End Year 4
17
Source
Training Reports and Participant Lists (all agencies)
Zone de sante Diary of service identified WASH service providers
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
0
0
9
13
17
Source
Training Reports and Participant Lists (all agencies)
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
0
99,245
202,963
277,478
Assumptions
Capacity
building and
facilitated
coordination
supported by
formal
agreements
increases
ownership
Target
End Year 4
354,643
Planned
0
9
13
17
17
Milestone 3
End Year 3
330
Target
End Year 4
330
Achieved
Source
Output Indicator 2.5
Number of cholera response deployments implemented in
collaboration with relais communautaires and local
authorities by Solidarités mobile emergency WASH team in
conjunction with Consortium Members trained by
Solidarités (Person days spent on emergency deployment in
17 Zones de Santé targeted by the Consortium), in the
framework of the appendix 1 of the Proposal
Milestone 2
End Year 2
13
Source
RC WASH Consortium Fiche d'évaluation Relais Communautaires
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
Output Indicator 2.4
Number of Zone de Santé level WASH actors trained on
Cholera Preparedness (Solidarités) (Target: 17 Zone de
Santé level trainings conducted with 17 Emergency
Preparedness plans completed)
0
Milestone 1
End Year 1
9
Baseline
330
Training Report
Milestone 1
Milestone 2
End Year 1
End Year 2
110
220
Achieved
Source
DRC WASH Consortium Fiche d'évaluation Aire de Sante
DRC WASH Consortium Fiche d'évaluation Zone de Sante
DRC WASH Consortium Fiche d'évaluation Autorités Politico-Administratives
Emergency Response Proposal Triggering Emergency Deployment
Emergency Response Report
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
..
100%
100%
100%
100%
Achieved
Source
DRC WASH Consortium Fiche d'évaluation Aire de Sante
DRC WASH Consortium Fiche d'évaluation Zone de Sante
DRC WASH Consortium Fiche d'évaluation Autorités Politico-Administratives
Emergency Response Proposal Triggering Emergency Deployment
Emergency Response Report
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
0%.
0%
0%
30%
80%
28
by CRS through the DRC WASH Consortium project, % that
will have acquired WASH technical expertise (Target 80% of
the targeted staff have a positive evaluation)
Achieved
Source
Evaluation document from CRS
OUTPUT 3
Output Indicator 3.1
Representative,
accountable and
responsive
Community
Committees are
established by
community
members
Number of water management committees established
through facilitated election process
Output Indicator 3.2
Number of water management committee members trained
disaggregated by gender (Target: 7 people trained per WMC,
50% male, 50% female)
Output Indicator 3.3
Number of communities where 80% of population is satisfied
with water management committee performance
Output Indicator 3.4
Number of water management committees that meet at least
6 times per year (TARGET: 80% water management
committees meet at least 6 times per year)
Output Indicator 3.5
Number of water points adequately (protected, fixed,
repaired, cleaned, fenced) maintained by water management
committees
Output Indicator 3.6
% of times where there was at least 50% of women when the
WMC have taken decision of water point location
Baseline
Planned
Achieved
0
Milestone 1
End Year 1
180
Milestone 2
End Year 2
388
Milestone 3
End Year 3
667
Target
End Year 4
733
Source
Community Action Plans
Agency reports
Local MoU signed with local governance structures including committee, village leadership
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
Planned
0
1,262
2,718
4,669
5,131
Achieved
Source
Agency Reports
Training Participant Lists
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
Planned
0
144
311
534
586
Achieved
Source
DRC WASH Consortium Fiche d'évaluation du WMC
KAP I, II and III
Baseline
Milestone 1
Milestone 2
Milestone 3
Target
End Year 1
End Year 2
End Year 3
End Year 4
Planned
0
144
311
534
586
Achieved
Source
DRC WASH Consortium Fiche d'évaluation du WMC
Baseline
Milestone
Milestone
Milestone
TargetEnd Year 4
1End Year 1
2End Year 2
3End Year 3
Planned
0
180
388
667
733
Achieved
Source
DRC WASH Consortium Fiche d'évaluation Fonctionalité point d'eau
DRC WASH Consortium Fiche d'évaluation du WMC
KAP II and III
Baseline
Milestone
Milestone
Milestone
TargetEnd
1End Year 1
2End Year 2
3End Year 3
Year 4
Planned
0
50%
60%
80%
100%
Assumption
Committees
continue
maintaining
water points (it
continues to
remain a
priority giving
the potential for
changing
contexts)
Achieved
Source
DRC WASH Consortium Fiche d'évaluation Fonctionnalité point d'eau
DRC WASH Consortium Fiche d'évaluation du WMC
29
KAP II and III
Output Indicator 3.7
% of relevant complaints in regard to all complaints
addressed by male and female related to the roles and
responsibilities of the WMC.
OUTPUT 4
Output Indicator 4.1
Communities have
sustained and
improved access to
and availability of
potable water
Number of persons that use an improved drinking water
source (Target: at least 80% of total number of households
per community; 50% male, 50% female)
Baseline
Planned
Achieved
Baseline
Planned
Achieved
Planned
Achieved
Output Indicator 4.3
Number of households with at least 6 litres of drinking and
cooking water per person per day. (Target: at least 80% of
households store 6 litres of drinking and cooking water per
person per day in safe storage containers)
Output Indicator 4.4
Planned
Achieved
Number of households with increased volume of water
stored and used (Target: at least 80% of households have
increased volumes of water stored)
Planned
Achieved
Output Indicator 4.5
Number of water points `constructed by the project that
have been out of service for no longer than one month
during the life time of the programme.
OUTPUT 5
Output Indicator 5.1
Communities have
improved and
sustained access to
sanitation facilities
Number of households with access to an improved hygienic
latrine (Target: At least 80% of households use a hygienic
latrine)
Milestone
2End Year 2
60%
Milestone
3End Year 3
80%
TargetEnd Year
4
100%
Source
Complaint mechanism report
Output Indicator 4.2
Number of households that maintain water quality from
point of collection to point of use (Target: at least 80% of
households have a negative test for E. Coli in drinking water
at point of use)
0
Milestone
1End Year 1
40%
Planned
Achieved
Planned
Achieved
0
Milestone 1
End Year 1
0
Milestone 2
End Year 2
206,744
Milestone 3
End Year 3
293,288
Target
End Year 4
443,298
Source
KAP I, II and III
DRC WASH Consortium Fiche d'analyse d'eau ménage
DRC WASH Consortium Fiche d'analyse d'eau point d'eau
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
0
0
34,457
48,881
Target
End Year 4
73,883
Source
KAP I, II and III
DRC WASH Consortium Fiche d'analyse d'eau ménage
DRC WASH Consortium Fiche d'analyse d'eau point d'eau
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
KAP I
0
34,457
48,881
Target
End Year 4
73,883
Source
DRC WASH Consortium Fiche d'analyse d'eau ménage
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
KAP I
0
34,457
48,881
Target
End Year 4
73,883
Source
KAP I, II and III
Fiche d’évaluation les processus de promotion de l'hygiène
DRC WASH Consortium Fiche d'analyse d'eau ménage
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
100%
98%
96%
Source
DRC WASH Consortium Fiche d'analyse d'eau point d'eau
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
4%
0
34,457
48,881
Source
KAP I, II, III
Assumption
Communities
make informed
decisions
through
community
action planning
to operate and
maintain
improved water
points
Target
End Year 4
95%
Target
End Year 4
73,883
Assumptions
That hygiene and
sanitation
promotion and
marketing leads
30
Fiche d’évaluation les processus de promotion de l'hygiène
MICS
Output Indicator 5.2
Number of households with soap or ashes and water at a
hand washing station inside or within 10 paces of latrines
(Target: At least 80% of households)
Baseline
Planned
Achieved
Output Indicator 5.3
Number of households with facilities to manage solid waste
(at least 80% of households)
Baseline
Planned
Achieved
Output Indicator 5.4
% of school attendant that have improved hygienic latrines
(at least 80% of students)
Planned
Achieved
Output Indicator 5.5
% of school attendant that have improved hand washing
behaviour (at least 80% of students)
KAP I
KAP I
Milestone 1
End Year 1
0
Milestone 2
End Year 2
34,457
Milestone 3
End Year 3
48,881
Target
End Year 4
73,883
Source
KAP I, II, III
Milestone 1
Milestone 2
End Year 1
End Year 2
0
34,457
Milestone 3
End Year 3
48,881
Target
End Year 4
73,883
Source
KAP I, II, III
Fiche d’évaluation les processus de promotion de l'hygiène
Baseline
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
KAP I
20%
40%
60%
Baseline
Planned
Achieved
KAP I
to demand for
sanitation
facilities
KAP I, II, III
Fiche d’évaluation pour les écoles
Milestone 1
Milestone 2
Milestone 3
End Year 1
End Year 2
End Year 3
20%
40%
60%
Target
End Year 4
80%
Target
End Year 4
80%
KAP I, II, III
Fiche d’évaluation pour les écoles
OUTPUT 6
Output Indicator 6.1
Increased
coordination,
participation and
planning at the
macro, meso and
micro levels
between
consortium
members and
governance
structures, service
providers and
other stakeholders
in the WASH sector
Number of planning meetings at National level convened
or facilitated by the Consortium with WASH actors within
the CNAEA (expansion of VEA Cellule S&E meeting)
Planned
Achieved
Output Indicator 6.2
Number of coordination meetings at Provincial level
convened or facilitated by the Consortium members with
WASH actors within the CPAEA
Milestone 1
End Year 1
0
12
Baseline
Planned
Achieved
Output Indicator 6.3
Number of technical M&E /Technical support monitoring
reports produced by Provincial representatives of the
Baseline
0
Baseline
Planned
Achieved
0
Milestone
2 End Year
2
24
Source
Minutes of Meetings
Outputs of Discussions
Milestone 1
Milestone
End Year 1
2
End Year 2
12
28
Source
Minutes of Meetings
Milestone 1
Milestone
End Year 1
2
End Year 2
18
26
Milestone 3
End Year 3
Target
End Year 4
36
48
Milestone 3
End Year 3
Target
End Year 4
42
54
Milestone 3
End Year 3
Target
End Year 4
34
34
Assumption
That
coordination will
lead to more
coherent
planning and
improved
management of
the WASH sector
31
CPAEA to project areas
Source
M&E Reports
Minutes of Meetings with WMC
Baseline
Milestone 1
Milestone
Milestone 3
End Year 1
2
End Year 3
End Year 2
0
6
12
18
Output Indicator 6.4
Number of technical M&E /Technical support reports
produced by National representatives of the CNAEA to
project areas
Planned
Achieved
Source
M&E / Technical support Reports
Minutes of Meetings with WMC
Baseline
Milestone 1
Milestone
Milestone 3
End Year 1
2
End Year 3
End Year 2
30%
40%
50%
Output Indicator 6.5
At
least
60%
of
implementation
of
actions
recommendations from coordination meetings to the next
Planned
Achieved
Target
End Year 4
24
Target
End Year 4
60%
Minutes of coordination Meetings
OUTPUT 7
Output Indicator 7.1
The Consortium
produces and
disseminates
evidence for
sustainable,
community based
solutions to WASH
needs in the DRC
Number of contributions to national database of Village et
Ecole Assaini by the Consortium
Planned
Base
line
0
Milestone 1
End Year 1
4
Milestone 2
End Year 2
8
Milestone 3
End Year 3
12
Target
End Year 4
16
Achieved
Number of times the EVA database is updated and
reinforced integrating data REACH and solutions (ACTED
mapping)
Output Indicator 7.2
Number of Aires de Santé with WASH resources mapped
and shared with WASH sector actors (ACTED Mapping)
Output Indicator 7.3
Number of Advocacy Workshops / Advcacy Lesson
learning Events convened by or facilitated by the
Consortium Coordination Unit on WASH sector issues
Source
Consortium Database Reports
Planned
Achieved
Baseli
ne
0
Milestone 1
End Year 1
20
Milestone 2
End Year 2
48
Milestone 3
End Year 3
58
Target
End Year 4
74
Assumptions
That improved
analysis of
programme
implementation
data leads to
improved
information
basis for
planning
Source
Maps produced by ACTED/Reach
DRC WASH Consortium Fiche de collecte des donnés pour cartographie ACTED
DRC WASH Consortium Masque de saisie pour cartographie ACTED
Baseli
Milestone 1
Milestone 2
Milestone 3
Target
ne
End Year 1
End Year 2
End Year 3
End Year 4
Planned
Achieved
Output Indicator 7.4
Number of Technical Review Meetings/Workshops
convened by the Consortium Coordination Unit with
Consortium member agencies to assess programme
progress
Output Indicator 7.5
Planned
Achieved
Percentage of recommendations from joint initiatives
Planned
0
3
6
9
12
Source
Reports, Publications, Website, Documentaries
Baseli
Milestone 1
Milestone 2
Milestone 3
ne
End Year 1
End Year 2
End Year 3
0
3
5
7
Target
End Year 4
9
Source
Reports, Publications, Website, Documentaries
Baseli
Milestone 1
Milestone 2
Milestone 3
ne
End Year 1
End Year 2
End Year 3
0
10%
20%
40%
Target
End Year 4
60%
32
adopted either by Consortium members, non-Consortium
NGOs or endorsed by donors
Achieved
SOURCE
Reports, Publications, Website, Documentaries
33
3.2
Improved Evidence Base for WASH Programmes
The Consortium will contribute to the national and global evidence base by:
 Producing and disseminating evidence for sustainable, community based solutions to WASH
needs in the DRC; and
 Increasing coordination, participation and planning opportunities at the macro, meso and micro
levels between consortium members and government structures, service providers and other
stakeholders in the WASH sector.
Lessons learning and advocacy to contribute to the provincial and national policy and strategy
dialogue will emanate from programming with a sound evidence base. The bottom-up approach of
the consortium member agencies is complimented by the top-down approach inherent in the
consortium model of working. Analysis of the resulting large body of data from a programme
implemented at scale will inform advocacy messaging at the central level aimed at contributing to an
enabling policy environment for the WASH sector.
The consortium will engage in planning with WASH stakeholders. To date much coordination for
WASH actors is among international humanitarian agencies engaging in the WASH Cluster. The
consortium will work with the increasing number of stakeholders who are working to create a space
for a development agenda supporting the formidable task facing the government of the DRC.
Consortium members will contribute data from programming with the national database which will
ensure that coverage will be recorded and factored into planning for the wider sector. In addition,
mapping activities will be conducted which provide of an inventory of WASH structures within the
Aires de Santé in which consortium members work. This mapping activity is the joint initiative which
will be lead and coordinated by ACTED to provide detailed information at Aire de Santé level and to
inform the Consortium strategy. However the additional benefit of this mapping is that it will provide
an accurate sample of water resource availability in 74 Aires de Santé over the four years of the
proposed programme which will serve as a basis for WASH status and needs at a scale which
provides accurate information..
Consortium members will conduct selected research projects to test delivery modalities outside the
harmonised approach described above. These include activities or projects to address critical
sustainability issues related to WASH. In addition to the three research projects planned by Concern
Worldwide, CRS and ACF, an additional pilot research project is budgeted for to explore other
sustainability issues as they arise. This will be agreed on with other Consortium members and in
coordination with stakeholders as implementation progresses and additional sustainability issues are
identified.
Concern Worldwide will focus on the supply chain supporting operation and maintenance (O&M) of
water pumps given that at any given time 30-40% of rural water supply systems in developing
countries are not functioning.
CRS will pilot the adoption of specific low cost sanitation technology such as Arborloos in their
intervention area building on experience from implementation in East Africa where, from 2005 to 2009
Arborloos constructed by households was nearly ten times the number of conventional latrines built in
the same regions between 1995 and 2004. The conventional latrines were found by the communities
to be more costly and difficult for households to construct.
ACF will explore socio-cultural aspects of behaviour change to support the approach to the hygiene
and sanitation campaign agreed among the consortium members. The research will produce
marketing techniques, to improve behavior-change outcomes in WASH programming.
The details of the research projects are appended to this document. This provides an opportunity for
the Consortium to contribute to dialogue on engendering behaviour change.
34
3.3
Geographical Targeting
The Consortium members will focus on WASH programming in rural areas 50 of the DRC. The first
four years of the Consortium strategy will focus on ensuring that the programme delivers a product
which addresses WASH issues in a sustainable manner. Evidence generated during programme
implementation will confirm the approach.
The Consortium will work in an exclusively rural context and ultimately aims for a presence in 10 rural
Provinces out of the total of 11 Provinces in the DRC. Kinshasa is therefore excluded for the initial
targeting strategy as it is an urban Province. Finally, due to the humanitarian focus in conflict-ridden
Provinces in the East of the Country, the initial strategy targets stable Provinces where development
programming has a greater likelihood of success. The Consortium will thus focus programming in
areas where other sources of funding, particularly funding for humanitarian actions is not available.
3.4
Monitoring and Evaluation framework
The Monitoring and Evaluation framework for the DRC WASH consortium provides a common
structure for the five Consortium members to achieve:
 Improved data quality to assess progress towards the delivery of quality and sustainable
results during implementation;
 Coordinated and common data collection by individual agencies for compilation at
consortium level. This will ensure the production of comparable data for analysis across the
Consortium programme;
 Improved evidence base to assess and analyse the achievement of outputs. This will
validate the attribution of achieved outputs to the consortium programme outcome and
impact and confirm the Consortium programme theory of change and guide future
adaptations of the programme;
 Verifiable evidence which is used to inform Consortium activities to the maximum possible
benefit for all stakeholders.
The key information is collected using common tools which will be applied consistently according to
the M&E framework which has been designed for the programme. The tools applied through this
framework are listed below and are designed to collect quantitative and qualitative information so that
the analysis will provide evidence that the Consortium approach achieves the planned outputs over
the course of the Consortium programme. As well as the key performance indicators for the
programme, the database will provide additional information from implementation to report on a wide
range of analysis.
The tools are listed below:
1. DRC WASH Consortium Fiche de collecte des données pour cartographie ACTED (also initial
rapid assessment tool for villages)
2. DRC WASH Consortium Masque de saisie pour cartographie ACTED
3. DRC WASH Consortium Enquête CAP questionnaire
4. DRC WASH Consortium Fiche d’évaluation les processus de promotion de l'hygiène
5. DRC WASH Consortium Fiche d'analyse d'eau ménage
6. DRC WASH Consortium Fiche d'analyse d'eau point d'eau
7. DRC WASH Consortium Fiche d'évaluation du WMC
8. DRC WASH Consortium Fiche d'évaluation Fonctionnalité point d'eau
9. DRC WASH Consortium Fiche d'évaluation Latrines communautaires
10. DRC WASH Consortium Fiche d'évaluation École
11. DRC WASH Consortium Fiche d'évaluation Relais Communautaires
12. DRC WASH Consortium Fiche d'évaluation Aire de Sante
13. DRC WASH Consortium Fiche d'évaluation Zone de Sante
14. DRC WASH Consortium Fiche d'évaluation Autorités Politico-Administratives
The framework outlines how the tools are applied over the 18-month implementation phase, the
processes and timing for key monitoring and evaluation activities. It is focused on providing
50
A rural area would normally be under the jurisdiction for the SNHR. It is recognised that the national mandate of REGIDESO
was not removed when the SNHR was established in 1983. Practically however, the REGIDESO operates in urban areas and
the SNHR has technical oversight of rural WASH infrastructure.
35
information against key indicators of achievement of outputs, as defined collectively by Consortium
members.
As with the tool kit and technical guidelines, the framework provides the minimum
requirements for harmonised data collection for Consortium members.
Additional monitoring of research projects and joint initiatives will be conducted by the relevant
agencies outside of the general consortium M&E framework. The additional information will provide
evidence of achievement and will contribute to joint learning on approaches. Consortium members
have agreed to scale up approaches where there is conclusive evidence on the value of that
particular approach. Mechanisms for scale up will be agreed within the consortium, guided by the
outcomes of individual initiatives. The details of these initiatives are appended to this proposal.
All data will be disaggregated by sex and age. The WASH M&E Coordinator at the Consortium Unit
level will ensure a representative sampling methodology is defined. This is particularly relevant for the
Knowledge, Attitude and Practice (KAP) survey which will be conducted at three stages over the
course of the 18months of implementation in each programme location.
Data collected at key stages in the project will be shared directly with the Consortium Coordination
Unit (specifically the WASH M&E Coordinator) who will provide a global analysis of the consolidated
information. This compiled data will be used to provide an overview of the programme for Consortium
members; to share with key stakeholders at national level; and to report to donors. The information
will also be specifically shared with ACTED for inclusion in mapping.
Evaluation is a key aspect of the consortium M&E framework that aims to provide periodic feedback
on the results achieved by the consortium throughout the initial 48-month implementation period
funded by DFID and thereafter following expansion of the consortium programmes to include support
by other donors. External evaluation following the 18-month project implementation period will
determine achievement and sustainability of the programme.
Data collected from M&E systems will also be shared with programme participants. This will contribute
to downward accountability while also building ownership of the programme within target
communities. Consortium members will ensure that target communities participate in the monitoring
and evaluation in order to promote ownership and to build capacity of community members. The
consortium coordination unit will promote downward sharing of information to programme participants
as outlined in the accountability strategy.
Key evidence of best practice, particular successes and learning in relation to different approaches
will be fed into the consortium advocacy strategy in order to influence positive change in key policy
and practice of other stakeholders including national government, donors and other agencies. This
element will be coordinated by the Consortium Coordination Unit to ensure key messages are agreed
by all Consortium members and supporting evidence is available to all. Each individual agency within
the consortium will use this evidence and messages within their own advocacy initiatives and within
the broader context of consortium engagement in the WASH cluster and with the national
government. A range of publications will be produced and disseminated to a wide audience.
Key information from monitoring will also be used to improve programme implementation. Quarterly
reports from individual agencies will be compiled by the Consortium Coordination Unit who will draw
out key learning to disseminate to the wider consortium to improve or refine programme
implementation at across all consortium agencies.
The consortium will also have formal six monthly technical review meetings, as well as ad hoc
technical working group meetings to review progress towards results and key learning on programme
implementation. The M&E Framework is shown below. The Technical Guide and Toolkit are annexed
to this document.
36
Monitoring and Evaluation Plan*
LEVEL
IMPACT
Indicator 1
Decrease in trend of incidences of
diarrhoea in boys and girls under
the age of five years
Source
Target Group
Frequency of
Collection
Responsibility
How data will be
analysed and used
Who will use
the
information
Tool
Improved health and productivity through reduced morbidity and mortality resulting from water-related diseases in rural communities in the DRC.
Secondary Data
Consortium
Multi-Indicator
 Consortium
 MICS
National MICS Report
Annual
Coordination Unit
Cluster Survey
members
(CCU)
Macro and micro level
analysis by Consortium
 Consortium
Population data from
Monthly
Programme
members and CCU
Zone de Santé
Health Centres
Managers
Coordination
 Quarterly Report
Statistics
(Consortium
Unit (CCU)
members)
Indicator 2
Multi-Indicator
Cluster Surveys
Increase in attendance of girls
and boys at primary school
disaggregated by sex and age
OUTCOME
Indicator 1
Reduction in time spent collecting
water from an improved water
source (Target: a reduction in time
spent from 4 hours to 30 minutes,
disaggregated by gender and
age)
Indicator 2
Number of Consortium supported
villages achieving VEA
certification norms (Target: 100%
of villages in the Consortium
programme)
Indicator 3
Ministry of
Education
Statistics (District
level)
National MICS Report
Primary Schools
Attendance Lists in
targeted schools
Annual
Quarterly
 MICS
CCU
Programme
Managers
(Consortium
members)
Macro and micro level
analysis by Consortium
members and CCU
 Consortium
members
 CCU
 Quarterly Report
 Fiche d'évaluation
École
Sustainable and integrated environmental and household health and sanitation which is adopted and managed by communities and integrated with local governance
and service provision institutions
Primary Data
 Baseline (month 1/2),
 National Database
Programme
 Consortium
 At 18 months
 Enquête CAP
 Macro and micro level
KAP Surveys I, II,
Households in target
Managers
members
II
communities
(Consortium
questionnaire
analysis by Consortium
 At 24 months (6 months
 CCU
members)
members and CCU
post implementation
 End first implementation
Phase (Month 22-24)
 Consortium
 End second
 Macro level review and
All programme
members
implementation Phase
analysis by Consortium
 Evaluation
Evaluation
CCU
locations
(Month 34-36)
members and CCU
 CCU
 End third implementation
Phase (Month 46-48)
 DFID
 DFID
All programme
 Consortium
 CCU
 DFID
Annual Review
Annual
DFID
locations
 WASH Actors
KAP II
Villages
 Following 18-month
implementation phases
Programme
Managers
(Consortium
members)
 National Database
 6-monthly technical
reviews
 VEA Database
 CCU
 Consortium
members
 Enquête CAP
questionnaire
37
Number of Consortium supported
villages maintaining VEA
certification norms 6 months after
certification achieved (Target:
100% of villages maintain VEA
certification norms)
Indicator 4
Number of water points
operational and functioning two
years after implementation
(Target: 80% of villages maintain
VEA certification norms)
KAP III
Impact Evaluation
Villages
Project locations
Programme
Managers
(Consortium
members)
 National Database
 6-monthly technical
reviews
 Annual reviews
 Advocacy
 VEA Database
 CCU
 Consortium
members
 2 years after completion of
first 18-month
implementation phase
(Month 42+)
CCU
 6-monthly technical
reviews
 Annual review
 Advocacy
 Thematic Meetings
 DFID
 CCU
 WASH Actors
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
 Consortium
members
 CCU
 WASH Actors
 Quarterly
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
 Consortium
members
 CCU
 WASH Actors
Programme
Managers
(Consortium
members)
 Programme
management (refresher
trainings etc.)
 Donor reports,
 Capacity building of
communities and
WMCs,
 Communities
 Programme
team,
 Consortium
members
 CCU
Programme
Managers
(Consortium
members)
 Programme
management
 Donor reports,
 Capacity building of
communities and
WMCs,
 Local level advocacy to
link WMCs with local
authorities
 Communities
 Local
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 Month 24 (6 months after
completion of 18-month
implementation phase)
 Enquête CAP
questionnaire
Impact Evaluation
Indicator 5
KAP I, II, III
Number of men and women
reporting a reduced number of
sick days per year disaggregated
by sex and age (Target: 80% of
population; 50% male, 50%
female report a reduced number
of sick days)
Continuous
Monitoring
Villages
Villages
 Enquête CAP
questionnaire
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Indicator 6
Number of water management
committees with capacity to
manage their roles and
responsibilities efficiently (Target:
100% of WMCs achieving a score
of between 6 - 10 on assessment)
DRC WASH
Consortium Fiche
d'évaluation du
WMC
Water Management
Committees
Community Members
Local Government
 Every 6 months of 18
months implementation
 Fiche d'évaluation du
WMC
Indicator 7
Number of WMCs that perceive a
strong support from Local
Government (Target: 100% of
WMCs that report strong support
from Local Government)
DRC WASH
Consortium Fiche
d'évaluation du
WMC
Water Management
Committees
Community Members
Local Government
 Every 6 months of 18
months implementation
 Fiche d'évaluation du
WMC
Indicator 8
38
Number of female and male
Relais Communautaires mobilised
in communities (Target: one ReCo
per 15 households per
community; 50% male, 50%
female)
 ReCos
 Households
 Aire de Sante
health
personnel
 Zone de Sante
health
personnel
Water Management
Committees
Community Members
Local Government
Aire de Santé
Zones de Santé
Community Members
 Quarterly reporting of
Zone and Aire de Santé /
local authorities
Programme
Managers
(Consortium
members)
 Programme
management
 Donor reports,
 Capacity building of
communities and
WMCs,
 Local level advocacy to
link ReCos with formal
health services
 Quarterly
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
 Communities
 Local
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 Fiche d'évaluation
Relais
Communautaires
 Fiche d'évaluation
Aire de Sante
 Fiche d'évaluation
Zone de Sante
 Fiche d'évaluation
Autorités PoliticoAdministratives
 Quarterly report
 Consortium
members
 CCU
 WASH Actors
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Indicator 7
Number of WMCs collecting fees
for maintenance and operation of
the water point (Target: 100% of
WMCs implementing their
financing plan)
OUTPUT 1
 Communities
 Programme
 Local
management
DRC WASH
government

Donor
reports,
Consortium Fiche
 Fiche d'évaluation du
Water Management
Programme
 Health services
 Capacity building of
d'évaluation du
 Every 6 months of 18
WMC
Committees
Managers
WMC
communities and
 Programme
Community Members
(Consortium
months implementation

Community Action
Community Action
WMCs,
team,
Local Government
members)
Plan
Plan (Financing
 Local level advocacy
 Consortium
plan)
with communities and
members
WMCs
 CCU
Individuals demonstrate knowledge of the economic, social, health and environmental advantages of improved water, sanitation and hygiene for their communities at
community and household level
Output Indicator 1.1
Number of males and females
who have knowledge of at least
three critical moments for hand
washing (Target: 70% of Targeted
Population; 50% male, 50%
female)
Output Indicator 1.2
Number of males and females
with knowledge of importance of
improved hygiene practices
(Target: 70% of Targeted
Population; 50% male, 50%
female)
KAP I, II, III
Villages
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Continuous
Monitoring
 Quarterly
KAP I, II, III
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Continuous
Villages
 Quarterly
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
 Consortium
members
 CCU
 WASH Actors
 Consortium
members
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
 Enquête CAP
questionnaire
 Fiche d'évaluation
École
 Fiche d’évaluation
39
Monitoring
reviews
les processus de
promotion de
l'hygiène
Output Indicator 1.3
Number of males and females
with knowledge of at least three
transmission routes of water
borne diseases (knowledge level
aggregated from KAP) (Target:
70% of Targeted Population; 50%
male, 50% female)
KAP I, II, III
Villages
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Continuous
Monitoring
 Quarterly
KAP I, II, III
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
Programme
Managers
(Consortium
members)
 National Database
 Macro and micro level
analysis by Consortium
members and CCU
 6-monthly technical
reviews
 Consortium
members
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
 Consortium
members
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Output Indicator 1.4
Number of community wide
actions for the improvement of the
living environment (Target: The
village is cleaned at least one time
per month)
OUTPUT 2
Output Indicator 2.1
Number of technical trainings
conducted for WASH personnel at
Zone and Aire de Santé levels
(Target: 20 people trained per
Zone, 4 times during 18 month
implementation, 50% male, 50%
female, achieving a score of 50%
or more in training exam)
Villages
Continuous
Monitoring
 Quarterly
Functioning governance institutions and service providers with increased capacity engage in WASH provision at the micro level
 Training
Reports
 Participant lists




Local Government
Aire de Santé
Zones de Santé
Recos
 Following each training
workshop
Programme
Managers
(Consortium
members)
 Programme
management
 6-monthly technical
reviews
 Donor reports
 Communities
 Local
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 Training Reports
 Participant lists
 Communities
 Local
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 Training Reports
 Participant lists
 Communities
 Local
 Enquête CAP
questionnaire
Output Indicator 2.2
Number of non-technical trainings
conducted for Local Authorities
and WASH personnel at Zone and
Aire de Santé levels (Target: 20
people trained per
Secteur/Chefferie, 4 times during
18 month implementation, 50%
male, 50% female, achieving a
score of 50% or more in training
exam)
Output Indicator 2.3
Number of person days
volunteered by Relais
 Training
Reports
 Participant lists
KAP I, II, III




Local Government
Aire de Santé
Zones de Santé
Recos
Villages
 Following each training
workshop
Programme
Managers
(Consortium
members)
 Programme
management
 6-monthly technical
reviews
 Donor reports
 Baseline (month 1/2),
 At 18 months
Programme
Managers
 National Database
 Macro and micro level
40
Communautaires during hygiene
and sanitation process in
communities ( 4 days per month
per ReCo) disaggregated by
gender
 At 24 months (6 months
post implementation
 Communities
 Health service
personnel
 ReCos




ReCos
Villages
Aire de Santé
Zones de Santé
(Consortium
members)
 Quarterly
analysis by Consortium
members and CCU
 6-monthly technical
reviews
 Local level advocacy to
link ReCos with formal
health services
 ACF research informs
approach
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 WASH Actors
 Solidarities Database
 National Cholera
Response
 6-monthly technical
reviews
 Zone/Aire de
Santé
 Local
governrnent
 Consortium
members
 CCU
 UN Cluster
 WASH Actors
 DFID
 Training Reports
 Participants Lists
 Emergency
Preparedness Plans
 Solidarities Database
 National Cholera
Response
 6-monthly technical
reviews
 Consortium
members
 CCU
 UN Cluster
 WASH Actors
 DFID
 Emergency
Response proposals
 Emergency
Response Reports
 Fiche d'évaluation
Relais
Communautaire
 Fiche d'évaluation
Écoles
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Output Indicator 2.4
Number of Zone de Santé level
WASH actors trained on Cholera
Preparedness (Solidarités)
(Target: 17 Zone de Santé level
trainings conducted with 17
Emergency Preparedness plans
completed)
Output Indicator 2.5
Number of cholera response
deployments implemented by
Solidarités mobile emergency
WASH team in conjunction with
Consortium Members (Person
days spent on emergency
deployment in 17 Zones de Santé
targeted by the Consortium)
OUTPUT 3
Output Indicator 3.1
Number of water management
committees established through
facilitated election process
Output Indicator 3.2
Number of water management
committee members trained
 Consortium
Members
 Solidarités
 Consortium
Members
 Solidarités
 Health services
 Local authorities
 Consortium
members
 Local authorities
 Health services
 Local communities
 Local institutions
 Communities in
Consortium
Programme Areas
affected by Cholera
 Following each training
workshop
Following approved
cholera response
deployment.
Solidarités
International
Solidarités
International,
following approval
of the CCU / Lead
Agency
Representative, accountable and responsive Community Committees are established by community members
Agency Reports
(Quarterly)
 Training
Community members
Water Management
Committees
Quarterly
 Following each training
Programme
Managers
 Programme
management
 Donor reports,
 Capacity building of
communities and
WMCs,
 Advocacy for inclusion
of female members on
WMCs, and linking
WMCs with local
authorities
 National
database
 CCU
 Fiche d'évaluation du
WMC
Programme
Managers
 Programme
 Communities
 Training Reports
41
disaggregated by gender (Target:
7 people trained per WMC, 50%
male, 50% female)
Reports
 Participant lists
Community Members
Local Government
Communities
WMCs
Water Management
Committees
Community members
DRC WASH
Consortium Fiche
d'évaluation du
WMC
Water Management
Committees
Community members
 Every 6 months of 18
months implementation
 Periodic monitoring
Households in target
communities
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
Semi structured
interview with
committee members
and members of the
local community
 Every 6 months of 18
months implementation
 Periodic monitoring
 Evaluations
water management
committees and
community members
 Every 6 months of 18
months implementation
 Periodic monitoring
 Evaluations
workshop
(Consortium
members)
management
 Donor reports,
 Capacity building of
communities and
WMCs,
 Local level advocacy to
link WMCs with local
authorities
 Local
government
 Health services
 Consortium
members
 CCU
 Participant lists
 Fiche d'évaluation du
WMC
Output Indicator 3.3
Number of females on water
management committees
Quarterly
Programme
Managers
Programme
Managers
 Programme
management
 Capacity building of
communities and
WMCs,
 Local level advocacy for
female representation
on WMCs
 Communities
 WMCs
 Programme
team,
 CCU
 Agency Reports
(Quarterly)
 DRC WASH
Consortium Fiche
d'évaluation du
WMC
Output Indicator 3.4
KAP I, II, III
Number of communities where
80% of population is satisfied with
water management committee
performance
Fiche d'evaluation
de WMC
Programme
Managers
Programme
Managers
Consortium members
(make changes, adjust
approach), donor reports,
feedback to communities
with a focus on reinforcing
messages
Programme Managers
(refresher trainings etc.),
donor reports, capacity
building of communities
and WMCs, advocacy for
inclusion of more
vulnerable people, local
level advocacy to link
WMCs with local
authorities
 Programme
Managers
 CCU
 Communities
 WMCs
 Programme
Managers
 CCU
 Enquête CAP
questionnaire
 Publications
 Advocacy papers
Output Indicator 3.5
Number of water management
committees that meet at least 6
times per year
Fiche d'evaluation
de WMC
Programme
Managers
Programme Managers
(refresher trainings etc.),
donor reports, capacity
building of communities
and WMCs, local level
advocacy to link WMCs
with local authorities
 Communities
 WMCs
 Programme
Managers
 CCU
 Fiche d'evaluation de
WMC
Donor reporting, Collective
Learning, Building
ownership and capacity in
communities, reinforce
messages Mapping,
programme management
(adjust approach, refresher
 CCU
 ACTED
mapping
 Programme
Teams
 Fiche de
fonctionnalité point
d'eau
Output Indicator 3.6
Direct observation
Number of water points
adequately maintained by water
management committees
Fiche d'evaluation
de WMC
Semi structured
interview with
committee members
and local community
(particularly women)
 Every 6 months of 18
months implementation
 Periodic monitoring
Programme
Managers
Programme
Managers
42
OUTPUT 4
Output Indicator 4.1
 Baseline (month 1/2),
 At 18 months
Programme
KAP I, II, III
Households in target
Managers
 At 24 months (6 months
communities
post implementation)
Communities have sustained and improved access to and availability of potable water
KAP I, II, III
Number of persons that use an
improved drinking water source
(Target: at least 80% of total
number of households per
community; 50% male, 50%
female)
Fiche de
fonctionnalité point
d'eau
Water point Water
test
Households in target
communities
Semi structured
interview with
committee members
and local community
(particularly women)
Site visits to every
installed water point
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
 Following construction of
water point
 AT 18 months
 At 24 months
 Programme Evaluations
 Before Construction
(approximately month 4)
 Following construction of
water point (approximately
month 10)
 Communities
 Programme
Managers
 Technical team
training, increased
sensitization), Concern
Research
 Publications
 Advocacy
papers
Technical team
Communities
Programme management
(adjust approach, refresher
training to WMCs,
increased sensitization,
reinforce messages, make
repairs, water treatment,),
donor reports, feedback to
communities and WMCs,
Collective Learning,
Building ownership and
capacity in communities,
Mapping, local government
(local level advocacy)
 Communities
 Local
government
 Health services
 Programme
team,
 Consortium
members
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Enquête CAP
questionnaire
 Fiche de
fonctionnalité point
d'eau
 Fiche d’analyse
d’eau point d’eau
Output Indicator 4.2
Number of households that
maintain water quality from point
of collection to point of use
(Target: at least 80% of
households have a negative test
for E. Coli in drinking water at
point of use)
Output Indicator 4.3
Number of households with at
least 6 litres of drinking and
cooking water per person per day.
(Target: at least 80% of
households store 6 litres of
drinking and cooking water per
person per day in safe storage
containers)
Output Indicator 4.4
Number of households with
increased volume of water stored
and used (Target: at least 80% of
households have increased
volumes of water stored)
Household Water
Test
Form completed
with KAP I, II, III
Form completed
with KAP I, II, III
Undertaken with each
KAP (I, II, III)
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
Households
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
Households
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
 Communities
 Programme
Managers
 Technical team
Programme management
(adjust approach, refresher
training to WMCs,
increased sensitization,
reinforce messages, water
treatment), donor reports,
feedback to communities
and WMCs,
Health service providers




Programme
Managers
 Feedback to community,
share with local
authorities
 6-monthly technical
reviews
 ACF research informs
approach




Programme
Managers
 Feedback to community,
share with local
authorities
 6-monthly technical
reviews
 ACF research informs
WMC
Communities
Health services
Programme
team,
 CCU
 WASH Actors
 Fiche d’analyse
d’eau Ménage
WMC
Communities
Health services
Programme
team,
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 As per
indicator 4.3
 Fiche d’analyse
d’eau Ménage
43
approach
OUTPUT 5
Output Indicator 5.1
Number of households with
access to an improved hygienic
latrine (Target: At least 80% of the
population use a hygienic latrine)
Communities have improved and sustained access to sanitation facilities
Household
hygiene and
promotion
activities
Households in target
communities
 Continuous Monitoring and
during KAP Surveys and
evaluations
 Quarterly reporting of
Zone and Aire de
Santé/ReCos
 As per indicator
4.3
 Fiche d'évaluation
Latrines
communautaires
 Enquête CAP
questionnaire
 Fiche d'évaluation
Relais
Communautaires
 Fiche d'évaluation
Aire de Sante
 Fiche d'évaluation
Zone de Sante
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Programme
Managers
 Feedback to
community, share with
local authorities
 6-monthly technical
reviews
 ACF research informs
approach
 WMC,
ommunities
 Health services
 Programme
team,
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Fiche d'évaluation
Relais
Communautaires
 Fiche d'évaluation
Aire de Sante
 Fiche d'évaluation
Zone de Sante
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Programme
Managers
 Feedback to
community, share with
local authorities
 6-monthly technical
reviews
 ACF research informs
approach




 Programme
Managers
 ReCos
 Zone and Aire de
Santé
 Communities, WMC,
CCU, advocacy,
mapping, CRS/ACF
research
 6-monthly technical
reviews
 CRS research informs
approach
Output Indicator 5.2
Number of households with soap
or ashes and water at a hand
washing station inside or within 10
paces of latrines
KAP I, II, III
Households
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
 Quarterly reporting of
Zone and Aire de
Santé/ReCos
Households
 Baseline (month 1/2),
 At 18 months
 At 24 months (6 months
post implementation
 Programme evaluations
 Quarterly reporting of
Zone and Aire de
Output Indicator 5.3
Number of households with
facilities to manage solid waste (at
least 80% of all households)
KAP I, II, III
WMC
Communities
Health services
Programme
team,
 CCU
 WASH Actors
 Enquête CAP
questionnaire
 Fiche d'évaluation
Relais
Communautaires
 Fiche d'évaluation
Aire de Sante
44
 Fiche d'évaluation
Zone de Sante
 Fiche d'évaluation
École
 Fiche d’évaluation
les processus de
promotion de
l'hygiène
Increased coordination, participation and planning at the macro, meso and micro levels between consortium members and governance structures, service providers
and other stakeholders in the WASH sector
Santé/ReCos
OUTPUT 6
Output Indicator 6.1
Number of planning meetings at
National level convened or
facilitated by the Consortium with
WASH actors within the CNAEA
CCU Reports
(Monthly)
CNAEA Provincial
Representatives
Consortium members
Monthly as part of normal
coordination
 CCU Director
Output Indicator 6.2
Number of coordination meetings
at Provincial level convened or
facilitated by the Consortium
members with WASH actors
within the CPAEA
Output Indicator 6.3
Agency Reports
(Quarterly)
CPAEA Provincial
Representatives
Consortium members
Twice per year as part of
normal coordination
 Programme
Managers
Number of technical M&E
/Technical support monitoring
reports produced by Provincial
representatives of the CPAEA to
project areas
 CPAEA
representative’s
reports
CPAEA actors
Consortium member
CCU
1 visit per year (one visit to
each Zone de Santé
targeted)
 CCU Director
 CNAEA
representative
 CCU
 WASH Actors
Provincial level
Consortium member
coordination
with local authorities
 Programme
management
 6-monthly technical
reviews
 Coordination meetings
 Consortium
members,
 CPAEA,
 UNICEF,
 Donors
 WASH Cluster
members
 CCU Reports
(Monthly)
 Consortium
members,
 CPAEA
 Agency Reports
(Quarterly)
 Consortium
members,
 Programme
teams
 CNAEA
 Monitoring Reports
 Technical support
reports
Output Indicator 6.4
Number of technical M&E
/Technical support reports
produced by National
representatives of the CNAEA to
project areas
OUTPUT 7
Output Indicator 7.1
Number of contributions to
national database of Village et
École Assainis by the Consortium
 Programme
 Consortium
management
members,
6 times per year (one visit to
 6-monthly technical
 programme
each province)
reviews
teams
 Coordination meetings
 CNAEA
The Consortium produces and disseminates evidence for sustainable, community based solutions to WASH needs in the DRC
 CNAEA
representative’s
reports
 Consortium
Database
 CCU Director
 CNAEA
representative
CNAEA actors
Consortium member
CCU
Village et Ecole Assainis
cellule de Suivi et
evaluation
UNICEF
WASH Actors
Quarterly
 CCU
 National level M&E
 National level
M&E structures
 All VEA
database users
 WASH actors in
DRC
 Monitoring Reports
 Technical support
reports
 Consortium
Database
Output Indicator 7.2
45
Number of Aires de Santé with
WASH resources mapped and
shared with WASH sector actors
(ACTED Mapping)
 ACTED
Reports
 Consortium
Maps
Consortium
Government of DRC
WASH Actors
Donors
 Month 1 of each 18-month
phase for targeted village
maps
 Month 10 of each year
(Aire de Santé level water
resources mapped)
 Periodically (for other
maps)
 Consortium
members
 ACTED
 Coordination meetings
 6-monthly technical
review meetings where
appropriate
 Technical Working
Groups lead by ACTED
 Consortium
 WASH actors in
DRC
 Fiche de collecte des
donnés pour
cartographie ACTED
 Masque de saisie
pour cartographie
ACTED
 Consortium
members
 WASH Actors
 Donors
 Relevant
Ministries
(CNAEA)
 Reports
 Publications
 Documentaries
 Consortium
members
 Donors
 Reports from
meetings
 Action plans
Output Indicator 7.3
Number of Workshops / Events
convened by or facilitated by the
Consortium Coordination Unit for
WASH sector actors
 Consortium
Reports
 WASH Actors
 Donors
 Relevant Ministries
(CNAEA)
 Annual events
 6-monthly technical review
meetings where
appropriate
 CCU Director
Monitoring of
developments in the
WASH sector and
attribution to WASH
Consortium
Output Indicator 7.4
Number of Technical Review
Meetings/Workshops convened
by the Consortium Coordination
Unit with Consortium member
agencies to assess programme
progress
 Consortium
Reports
 Consortium members
 Donors
 WASH Actors
 Technical Review meeting
reports
 CCU Director
 Programme review
*To be updated after agreement on changes on Logframe between DFID and Concern.
46
3.5
Gender and Equality
The Consortium will work to ensure that gender and equality issues remain central to implementation.
The programme will analyse and take into consideration gendered division of tasks within households
and communities and the different needs of women, men, girls and boys in water provision, sanitation
and hygiene. The consortium will engage with children, men and women during the programme to
identify these gender inequalities and ensure that activities are targeted to address these during
programme implementation. Each Consortium member will ensure that programme, evaluation and
translation teams include female staff and will make dedicated efforts to ensure that this is the case.
Addressing gender inequality demands that both men and women, boys and girls, participate in
community activity plans and that these integrate the roles that they play at community and household
levels. Addressing gender inequality is also about challenging norms and behaviours in society which
help to perpetuate these inequalities. The hygiene and sanitation promotion process will involve men
as well as women in hygiene maintenance and in hygiene programmes.
Women, men, boys and girls will be consulted at all stages of the project, particularly about the
physical placement and the design of infrastructure, in order to reduce time spent waiting and
collecting water as well as to mitigate incidences of violence. This is subject to geological feasibility of
water point placements being taken into consideration. Institutional latrine blocks in schools will be
separated by sex and separate toilets will be provided for men and women in health centres.
Solidarités International will ensure that the blocks of public emergency latrines and showers are
separated by sex by using a pictogram, respecting a ratio of 6 latrine and shower stalls for women to
4 for men where emergency responses are required to outbreaks of water related diseases. All
Consortium members will ensure that doors to latrines can be locked from the inside.
School programmes on sanitation and hygiene develop hygienic behaviour among the adults of the
future generation and can stimulate young people to influence the hygienic behaviour of their families
and communities51. ACTED reported52 that, following a WASH intervention in schools, 100% of pupils
surveyed said that they used the latrines constructed because they were clean, safe and prevent
disease. School hygiene clubs sensitised pupils on key messages and ensured compliance with the
rules for using the latrines. Teachers were also involved to ensure that the campaign was successful.
Important catalysts for behaviour change within communities are children. Adoption of new practices
is easier among younger people than for adults. Targeting children in campaigns brings about
improved health outcomes.
Education for girls can be supported and fostered by something as basic as providing single sex
sanitation facilities. CRS noted that during a pilot education project South Sudan, that girl’s school
attendance was extremely low due to the fact that girls were responsible for collecting family water. In
2008, CRS drilled a borehole in the school compound. The attendance rate amount the girls
increased by 200%53. Girls attended school and also collected water from the borehole at the end of
the school day. The project staff noticed however that the level of attendance was lower at certain
periods during the month. CRS decided to build more latrines and have separate latrines for girls with
hygiene room. The decline in school attendance during what was discovered to be because of
menstruation stopped and more girls were encouraged to spend their days in school.
Consortium members will encourage an equal representation of women and men in the committees
and in trainings so that all users have an equal mastery of facilities. Involvement of women will not be
limited to representation only and training of Water Management Committees will also focus on
ensuring that women are meaningfully involved in decision making processes. In addition to gender,
representation of communities on committees will also consider religion, ethnicity and vulnerability
and strive to achieve an equitable distribution in the selection and development process to avoid
misunderstanding between users and ensure sustainable use of the schemes.
Elections of committees will be done in a transparent manner. In order to ensure gender sensitive
committees are able to fulfil their roles, the timing of meetings, duration and additional workload will
be monitored to allow for sustainable representation by all members.
51
Call to Action for WASH in Schools Advocacy Pack. Unicef . 2010
ACTED KAP Survey, South Kivu, 2011.
53
CRS document presented during the World Water Day Conference, March 2012, Washington, DC.
52
47
There is a requirement that at least 50 per cent of committee members are female. The conditionality
of selecting communities for interventions enables the Consortium to ensure that gender is accepted
as a criterion for the consortium agency to engage in a community. The election of women to key
decision making roles within the committees will also be monitored to identify if, when a transparent
election process if followed, that women are elected on merit.
The consortium will collect age and sex disaggregated data to ensure that through analysis of data
collected using the common consortium tools that an understanding emerges of the different realities
and vulnerabilities facing men, women and children so that effective responses can be developed and
applied to both practical needs and strategic gender issues.
3.6
Working with Government in the Decentralisation Process
The focus of the programme is the community level. The establishment of linkages between the
community leadership structure, local level government, government service providers and
community based institutions is key to ensuring sustainability of the programme.
Administratively, rural areas are under the jurisdiction of the Chefs de Secteur and the Chefs de
Chefferie. They comprise all agglomerations of less than 20,000 persons. As these administrative
entities have legal jurisdiction and executive powers, all agreements signed for programme
implementation will be with these entities and with other relevant parties to strengthen the nature of
the agreement.
The Chefs de Groupements and the village level representatives are recognised as essential actors in
this arrangement and will be key points of contact during programme implementation. Their roles will
be at the level of community based participation. The diagram below illustrates the administrative
divisions envisaged under the decentralisation process. The rural administration structures targeted
by the Consortium programme are shown in green.
Administrative Divisions at Provincial level
Province
Urban
Ville
>100,000 persons
Territoire
Rural
Commune
>20,000 persons
Rural
Administrative
Secteur
Rural
Traditional
Chefferie
Urban
Commune
Groupement
Groupement
Groupement
Quartier
Village
Village
As the objective of the programme is community based, all agencies will work with Comités
Communautaire which comprise village leadership structures and which is the point of contact
between a village and the Government structures which exist locally. It is recognised that these
structures are weak however these leadership structures are important entry points to communities.
48
All committees set up to manage the programme components will have a link with the Comités
Communautaire (village leadership structure) to ensure coherence at the local level and avoid any
conflicts which could emerge as a result of establishing specific Water Management Committees.
At programme implementation level, in addition to the administrative structures described above, are
the Ministry of Health Structures which are the implementation unit of the national Village et École
Assainis programme. These are not currently delineated within the decentralised structures of
Government. However, the long-term aim will be to ensure that coherence does eventually exist and
therefore it is essential to work within the existing reality.
The consortium will ensure that work with the health structures at local level is a component of a wider
relationship with local government authorities and governance structures at the micro level.
Relationship between Administrative and Health Structures
Urbain
Société
Civile
Chef de
Chefferie
Chef de
Secteur
Bourgmestre


Chef de
Groupement

Zone de Sante (EHA)
Médecin Chef de Zone
Superviseur Eau et
Assainissement
Brigades Hygiène
Aire de Sante (EHA)

Infirmière Titulaire

Cellule Hygiène
Communauté
Communauté
Relais Communautaire
(ReCo)
Comité de CoDev
(CoCoDev)
Comité de
Développement
(CoDev)
Relais Communautaire
Comité Communautaire
(ReCo)
Institutional aspects of the Consortium programme such as the provision and maintenance of
infrastructure in schools or health centres will be implemented only following the clear identification of
the responsible authority and their willingness to assume such responsibility. The objectives of
providing institutional infrastructure are:
 To provide the knowledge and skills to young people from an early age and harness their
potential to spread key messages and adopt behaviour change; and
 To ensure that health centres have appropriate infrastructure so that they influence communities
to adopt hygiene and sanitation practices.
Appropriate infrastructure, in the case of health centres, is limited to the rehabilitation of existing
latrines and provision of waste management facilities only. Water point provision is community or
school based.
Waste management is the focus for health centres, while sanitation and hygiene are the focus for
schools. Schools are an important aspect of the programme however and the Consortium members
will implement the hygiene and sanitation campaign in schools as part of the overall community
campaign recognising that schools are important institutions in communities and children are central
in the adoption of behaviour change in communities and an important conduit for messaging.
The consortium members will work with these structures to define roles and responsibilities; build and
support capacity to carry out these and ensure that the structures at this local level are engaged and
proactive.
49
This will be achieved in the following ways:
1. Capacity building of and support local staff responsible for WASH strengthened at Zone and Aire
de Sante levels in technical WASH issues.
2. Capacity building of local authority staff responsible for WASH strengthened at Chef de Secteur,
Chef de Chefferie and Chef de Groupement levels in non-technical WASH issues.
3. Listing of relevant WASH local actor ranked by geographical area and technical expertise within
proximity of the Consortium Villages.
4. Capacity building of Relais Communautaire and incorporating these into community committees
as well as linking them to public health structures. The capacity of the existing, community
volunteer mechanism which is linked to local health structures will be strengthened. These Relais
Communautaires will play an active role in hygiene and sanitation campaigns. These volunteers
are normally mobilised by health structures during campaigns e.g. mass vaccinations and while
they disband and may become inactive in interim periods they are an important community
resource54.
5. Facilitating coordination meetings with local level community leadership structures, local level
government, government service providers and community based institutions and engaging with
these for increased capacity for improved hygiene and sanitation.
6. Facilitating monitoring visits by relevant Zone and Aire de Santé personnel.
7. Coordination and engagement with WASH actors at Provincial and Territoire level convened or
facilitated by Consortium members.
All school activities will be done in respect with the hygiene education curriculum from Ministry of
Education. The minimum standard to accompany the sustainability of WASH investment at school
level has been mentioned at the previous point and will consider sensitization, involvement and
training of users, teachers, students, parent’s students. If passing through Ministry of education is too
slow or unproductive the Wash Consortium will discuss with DFID to use alternative solution as child
to child program or youth club to communicate the hygiene sensitization message.
3.7
Linking Implementation and Coordination
By working at national and provincial levels and linking these to the local structures outlined above,
the Consortium Programme will remain coherent with and the national Village et École Assainis
programme and the wider operational environment.
National level coordination will serve as a platform for the Consortium to share information and
lessons learned and serve as a link between micro, meso and macro levels of implementation and
coordination. This forum also serves as an advocacy platform to contribute to and inform policy
direction based on evidence from programming.
The Consortium Coordination Unit will also facilitate the engagement of Provincial level Ministries
operating under the CPAEA in Monitoring and Evaluation of programme implementation at community
level. This will create and enhance linkages between the Provincial level and local government
authorities and service providers in their provision of services to communities. The role of the SNHR
in technical oversight and in capacity building will be emphasised given that this service does not
have strong and consistent presence at the local level.
The Consortium intends to provide a development platform to draw together the stakeholders and
actors to ensure that developments within the WASH sector are shared, that international and
national agencies have a central information sharing and discussion platform and are aware of the
processes sector among the diverse set of actors and stakeholders. The purpose of this platform will
also be to ensure that those agencies transitioning to a development approach have a central location
to access information, keep abreast of developments and thus improve the rationalisation and
effectiveness of their work, avoid duplication of efforts and fragmentation and hence achieve desired
outcomes.
54
ACTED reported that 78% of households surveyed following their programme in Equateur knew who the Relais
Communautaires are in their community and appreciate the role they play in the community. Respondents said they recognize
their vital role of raising awareness on hygiene and sanitation issues and referring health issues to health centres. Before the
project and promotion activities, only 56% of respondents claimed to know the Relais Communautaires or benefit from the
dissemination of health messages. Similar results are reported from South Kivu.
50
The need for a development platform for WASH is evident. The Consortium believes that it has the
capacity and mandate to fill the current vacuum. This derives from the fact that the consortium
comprises of international agencies who have agreed to harmonise their WASH programming and
deliver a common product which will increase access to WASH and offer a feasible approach which is
replicable in the DRC. This approach is complementary to existing programmes however it offers an
opportunity for mutual learning towards an effective and efficient service delivery model which can be
replicated at scale.
There is a proliferation of actors engaged in the WASH sector in the DRC. The main coordination
forum for international and national non-government agencies in the WASH sector is the WASH
Cluster and its sub groups within the UN system. The Consortium recognises that the mandate of the
Cluster is humanitarian in nature however it currently serves as one of the few coordination points for
NGOs operating in the WASH sector. Given the complex humanitarian environment in which the
Consortium will operate, the WASH Cluster will also be an important coordination point. The
Consortium will engage with the Cluster through the individual agencies. Currently Solidarités
International is the co-facilitator of the national WASH Cluster while ACF and ACTED serve as cofacilitators in provincial clusters. In their role as co-facilitators or normal members, Consortium
agencies will ensure that key information is shared with the Consortium. Where required, the
Consortium Unit will participate in cluster meetings to share specific information, for general
coordination or to advocate on specific points.
Level
The consortium will contribute to designated days which focus on water and sanitation including
World Water Day, International Toilet Day, International Hand-washing Day and International Day for
the Environment. The activities planned for these days will be done in consultation with other actors
including the relevant ministries who normally request the technical and financial partners to
contribute to a central campaign. The ways in which the Consortium will work collectively and
individually with stakeholders is shown in the table below.
Actors
MACRO LEVEL
CNAEA, Ministries
of Health,
Education, Rural
Development,
Environment,
UNICEF
Consortium
Technical Working
Groups
Consortium
Coordination
Platform
Consortium
member agencies
Platform / Support
Responsible
 Inclusion in the expanded Village et École Assainis
coordination meetings every month to include the
CNAEA55, SNHR, Ministries of Health and Education,
rural WASH donors, actors and stakeholders. This
initiative has been planned with UINICEF and VEA.
 Contributing to the national database
 WASH Cluster coordination
 ACTED mapping initiative
 Solidarités International Emergency Preparedness
and Response Initiative
 Six-monthly technical review and thematic review
meetings. These meetings will provide an additional
opportunity for discussion with the stakeholders and
actors from the WASH sector.
 National thematic WASH workshops.
 Research on sustainability issues (ACF, CRS,
Concern)
 Regular Technical Working Group meetings.
 Consortium
Coordination Unit
Director
 Consortium
Members
 Consortium
Director
 Consortium
Coordination Unit
staff as relevant
 Consortium
Member
Agencies
 Consortium
Director
55Comite
Unit
Unit
Nationale de l’Approvisionnement de l’Eau et l’Assainissement
51
DFID, GIZ, KfW,
WSP, USAID,
African
Development Bank,
World Bank
MICRO LEVEL
MESO LEVEL
Tearfund, Oxfam,
SNV, World Vision,
IRC, IMA, etc.
CPAEA
and
associated
ministries
WASH
Stakeholders
Consortium
member agencies
Secteur, Chefferie,
Groupement,
Ministries
of,
Education,
Rural
Development,
Environment where
represented,
School
Directors,
Parent
Teacher
Associations
Zone de Santé
 The Consortium Unit will actively engage bilaterally
with WASH actors engaged in bilateral programming
and in the sector reform process to ensure that the
Consortium remains focussed on the long-term
developments emerging in the DRC.
 In addition, the Consortium Unit will engage with
other non-government agencies transitioning to
development programming to share information and
ensure that the Consortium can serve as a focal point
for coordination.
 Coordination at provincial level with representatives
of the CPAEA56.
 Signing of individual agency MoUs with the B9 of the
Ministry of Health and UNICEF to outline support to
Zones and Aires de Santé.
 All Consortium members working in a Province will
coordinate with each other and ensure that
information is shared and also communicated to the
Consortium Coordination Unit for dissemination to the
wider Consortium members and the coordination
structures at the national level.
 Facilitation of provincial level actors to engage in
Monitoring and Evaluation at local level
 The Consortium members will support Territoire and
Provincial level workshops or conferences. These
workshops or conferences will be thematic or
technically oriented depending on need.
 Facilitation of technical Monitoring visits
 Facilitate inclusion in external evaluations
 Signing of individual agency MoU with local
authorities / school authorities to implement
programmes, define ownership of water points,
protect communities and infrastructure.
 Provide training and capacity building.
 Facilitation of monitoring visits
 Facilitate inclusion in evaluations
Consortium
Member Agencies
Consortium Unit
Director

 Consortium
member
agencies



Aire de Santé




56
Facilitating
technical
field
visits
to
all
implementation areas (MCZ) and certification
Inclusion in training re WASH related issues
(technical) / facilitating training by using Provincial
government staff.
Support International Days
2 motorbikes per Zone de Santé (to be held in
CCU budget)
Support to Recos
Training for personnel in technical and nontechnical roles. Aire de Santé personnel to
participate in wider training
Facilitating technical and support field visits to all
implementation areas
Support to Recos
 Consortium
member
agencies
 Consortium
Coordination Unit
 Consortium
member
agencies
 Consortium
member
agencies
Comite Provinciale de l’Approvisionnement de l’Eau et l’Assainissement
52
Community / WMC





3.8
Facilitate signing of MoU with government
authorities and WMC (exemptions from taxing
water source, ownership issues, etc.)
Signing MoU between agency and WMC
(programme implementation and sustainability
issues)
Training in WASH related issues (technical and
non-technical)
Facilitating training by ZdS /AdS / local authorities
for communities
Support to ReCos
 Consortium
member
agencies
Working with Civil Society
The consortium members, with the exception of CRS, do not have many formal links with partner civil
societies in programming as in other countries. However where they are present and functioning, some
organisations such as the Congolese Red Cross and Maman Uzima are engaged with consortium
members, particularly for Cholera response programmes. Identification, engagement and strengthening of
community based institutions at the local level are also features of the programme. It is planned to increase
the civil society engagement throughout the programme implementation and build this element of the
programme going forward. The preparedness and response mechanism planned for the programme will
work with local institutions, both government and non-government to ensure a rapid response to outbreaks
of water-related diseases, particularly Cholera57.
57
In order to ensure that the gains made from the proposed programme will be protected and to ensure that communities can
build resilience to the risk of outbreaks of water borne diseases, Solidarités International will implement a preparedness and
response initiative to support the activities of Consortium members in the areas where they work. The objective is to develop a
rapid response mechanism to address potential outbreaks of water borne diseases in programme areas (17 zones de Santé in
the 6 Provinces targeted by the Consortium. The proposed approach is consistent with the national Cholera Strategy 57 and
Solidarités International has applied their current response mechanism to the development programme envisaged by the
Consortium. The preparedness and response initiative includes training of Consortium members and stakeholder at Zone de
Santé level to improve response capacity and ensure the sustainability of programme gains; and the establishment of mobile
emergency WASH teams that are able to deploy to all Consortium programme areas in DRC should a significant outbreak of
Cholera or other water-related disease occur. Prepositioning of emergency stocks at selected locations is also planned.
53
Case Study: CRS’s commitment to partners and partnership
CRS’s commitment to partners and partnership is instrumental to building the long term sustainability of
project outcomes, to local organizations, and to civil society. Partners are both local Church and non-Church
organizations, such as CBOs, NGOs, local public institutions, etc. In the case of Caritas Tshumbe, CRS/DRC
has been implementing projects with Caritas Tshumbe for over 7 years, with an aim to build their technical and
management capacity so they can successfully manage projects on their own. Caritas Tshumbe accompanies
CRS on the development of technical strategies, participates in trainings, and conducts joint monitoring. After
several years of working together on one type of project, and once capacity is sufficiently built, Caritas
Tshumbe takes on different aspects of project implementation. For example, in 2012, after 3 years of project
implementation, Caritas Tshumbe is directly implementing the Emergency Nutrition project in 2 out of 4 target
health zones, including insuring proper controls, checks and balances for supply chain management of project
commodities.
In the DRC Consortium programme, CRS will work with three Caritas offices and will mentor staff to implement most
of the hygiene and sanitation promotion components of the programme. During the four-year implementation CRS
will work with Caritas structures to ensure that they have staff capable of implementing all aspects of WASH
programme implementation. This will be done during project implementation through: Coaching and
mentoring; Training and peer-to-peer learning; Organizational design and restructuring; Compliance and the
Consortium regulations training; Gender and diversity audits; Job sharing and secondment; Programme and
management quality assurance; and Equipment & software purchases and training.
By concurrently partnering with and strengthening the capacity of civil society organizations, CRS has learned
and demonstrated that strong institutions with capable staff can design, implement, evaluate, and sustain
effective development interventions. This capacity strengthening approach is vital because people and
organizations are active participants in their progress rather than passive beneficiaries.
The impact is that stronger institutions can have in creating and sustaining change has led CRS to regard
principle-based capacity strengthening as fundamental to every development effort. CRS’s approach to
capacity strengthening is based on its principles of partnership, notably “subsidiarity” - that a higher level of
government or organization should not perform any function or duty that can be handled more effectively at a
lower level by people who are closer to the problem and have a better understanding of the issue.
Dedicated to a culture of equity and respect, CRS and its partners have a shared vision and work together on
programme design, implementation, evaluation, and reporting, ensuring that successes are owned by the
community or organization. This mutuality helps joint teams to: quickly identify populations in need and
address their most urgent problems; leverage and complement existing networks, relationships, and supply
chains, and avoid redundancies; lay a firm foundation to sustain and expand the program’s impact.
Accompaniment provided by CRS to local partners combines thoughtful and consistent coaching and
mentoring in combination with specific interventions such as, including workshops, conferences, organization
design, or on-the-job training. It is further successful when it includes other methods of continuous learning.
3.9
Climate and the Environment
Globally, climate change is projected to complicate water resource management through increased
incidence of dry periods (droughts), increasing temperatures, and intensified storms. Climate
variability, such as prolonged dry periods and intense storm events, increases risk for communities
and particularly producers.
Communities living in marginal areas in rural settings are acutely affected by water scarcity and
unequal distribution that can be an effect of climate change. As the population grows, water demand
increases accordingly. Throughout the DRC, water rationing is common for poor areas and most
surface water sources are contaminated. In addition, most water systems in rural areas suffer from
lack of maintenance.
Careful planning for water and sanitation projects is required to prevent negative environmental
impacts. Effective community based activity planning and community training (e.g. hygiene and
equipment maintenance) are most important in preventing such impacts. The contamination of water
resources can seriously affect the environment, and poor water quality can have serious health
consequences. The objectives of water-supply and sanitation projects are to treat and dispose of, or
recycle human excreta in an effective manner and improve environmental health and hygiene.
Improved household access to water and sanitation will be critical to reducing vulnerability to climate
change as it reduces susceptibility to climatic variability. A study funded by DFID and undertaken with
54
WHO58 concluded that investment in WASH is an important component of climate adaptation
strategies at national and international levels. It also indicated that institutions and management
arrangements are as critical as the type of infrastructure in ensuring the resilience of WASH service
delivery options.
In DCRSP II, the DRC government has outlined its strategy for environmental protection in particular to
emphasise the management and protection of the environment, the fight against climate change and
the integration of environmental issues into sectoral strategies. The National Action Plan for Adaptation
to Climate Change in the Democratic Republic of Congo 59 and the Document du Programme National
Environnement, Forets, Eaux et Biodiversité: Ministère de l'Environnement, Conservation de la Nature
et Tourisme; Secrétariat General a l'Environnement et Conservation de la Nature, Direction d'Études et
Planification (Juin 2011) focuses on climate change and government policies and plans to address this
important issue facing the DRC. Urgent sectors include energy, agriculture, water resources,
geosciences related crises, erosion and landslides.
In relation to water resources the main environment-related problems encountered in rural areas in
DRC are as follows:
(i) Inadequate protection of the immediate area surrounding the spring, including demarcation and
fencing, as well as of the larger spring micro-catchment,
(ii) Lack of surface water diversion drainage ditches to prevent runoff from polluting the source,
(iii) Up-gradient erosion due to vegetation removal, agricultural activity and footpaths and
(iv) Poor site selection for spring development due to inadequate knowledge of hydrogeological
conditions60.
In addition, animal trespassing on drinking water sites, particularly pigs and goats, is a common
occurrence. Other studies, for example, an environmental impact assessment of Tenke and
Fungurume in Katanga Province, revealed widespread contamination by E. coli and total coliform
bacteria in both groundwater and surface water 61.
In order to ensure that Climate and the Environment remains a priority, this issue will be centralised at
Consortium Coordination Unit level. The Consortium Coordination Unit will carry out the following
activities:
 Conduct a programme wide environmental impact study at the start of the programme to provide
an in-depth review and determination of the reasonably foreseeable effects on the environment by
project activities by thoroughly look at each project activity, determine which ones may have
possible negative determinations, and propose mitigation measures to avoid potential
environmental harm arising from activities.
 The recommendations from the review will be monitored across all agencies during the
implementation of the programme.
 An environmental impact evaluation will be conducted at the end of implementation to review the
programme in relation to climate and the environment and draw lessons for WASH programming
in the DRC and for the wider WASH sector.
 The Consortium will mainstream environmental issues as a theme across all activities to reduce
the negative environmental impacts of activities. This will further ensure the sustainability of the
natural resources including and beyond water that the consortium is committed to protecting to
lead to sustainable development in the target communities. Key principles adopted by the
Consortium are as follows:
o Guarantee the sustainability of natural resources through protecting the environment from
damage in its programming
o Ensuring environmental education and promotion are part of all sensitization messages
and consortium trainings
o Training of targeted resource users to ensure proper use of water systems and educate
on the potential harmful effects of poor maintenance
o Ensuring that water-supply and sanitation activities are inextricably linked.
58
WHO & DFID (2009) Vision 2030: The Resilience of Water Supply and Sanitation in the Face of Climate Change.
Programme d’Action National d’Adaptation au Changement Climatique de la République Démocratique du Congo, (NAPA),
September 2006.
60
UNEP – Water Issues in the DRC, Challenges and Opportunities. Technical Report 2011.
61
Golder Associates (2007), Environmental and social impact assessment (ESIA) for the Tenke Fungurume Mining SARL
(Executive Summary), quoted in UNEP, (2011).
59
55
o
Environmental preservation activities are implemented in the context of activities that
have a potential negative impact (see below)
During programme implementation all Consortium member agencies will ensure that all project
activities:
 Maintain or enhance water quality;
 Are located on sites that are compatible with present and future land-use capability;
 Use water efficiently and establish proper drainage systems;
 Will not adversely affect plant or wildlife populations in the project area;
 Maintain or improve soil productivity;
 Examine water rights of existing users; and
 Will not create conditions that encourage an increase of waterborne disease or populations of
disease-carrying insects.
The specific technical specifications related to the above are outlined in the Technical Guide and
included in the monitoring and evaluation tools developed for the Consortium programme.
Environmental considerations related to the provision of institutional and household latrines are
outlined in the Consortium minimum technical specification and relate to the siting of latrines in
relation to water points. CRS is implementing an approach where conventional latrines will be
coupled with arborloos which are a low cost, environmentally friendly innovation which they have
applied in a number of countries with a high level of success in relation to adoption by communities,
low cost of technology and low environmental impact. Operational research on this technology will
explore the effectiveness of arborloos in addressing rural and peri-urban sanitation service provision
in the DRC.
3.10 Exit Strategy
The Consortium’s mission statement expresses how a sustainable exit strategy can be assured:
through focussing on communities, linking them with their local and national government structures
and service providers and working with all of these elements to build knowledge and resilience and
ensure sustainability. Challenges to sustainability are addressed through capacity building of local
government structures providers to deliver services to target groups, organisation and empowerment
of communities and providing solutions to key sustainability issues through operational research and
analysis of data from programme implementation to inform future programming.
The consortium members by adopting a common approach with common standards and data
collection methodologies, will develop a large body of information from multiple locations in the DRC
to identify key successful elements of the WASH programme to inform large scale and replicable
programming.
The key element of the Consortium exit strategy derives from the approach adopted which focuses on
demand that is from the outset owned and driven by the communities themselves. The demand for
programming deriving from initial contact and promotion is the basis for engaging in each community.
Any resource provision is based on communities demonstrating an understanding of sustainable
management of such resources and an ability to mobilise community resources for this purpose.
Because communities are the key drivers of the decision to proceed with such activities, the
standards to measure success will be programme driven. For example, there are international
standards for the number of users for a water point, however this number of people also depends on
the minimum number required to ensure that the costs for maintenance can be covered. The demand
for the programme from the initial contact and promotion will be tested though community action
planning and the rapid assessment will test the feasibility of proceeding with programme
implementation. The provision of water points is therefore based on a process of community
empowerment and decision making. The strengthening of existing leadership structures and
establishment of water management committees ensures that the commitments made during the
demand phase can be realised with responsibility assumed by communities from the outset.
An important aspect of this programme component is the linking of the management structure to the
relevant government structures, local institutions and markets identified during the initial rapid
assessment. This component will be further extended to a mapping of the WASH resources within an
56
Aire de Santé through the ACTED mapping exercise. This ensures that the resources available to a
community over a wider area are known and exploited. The mapping will further inform possible
future extension of the programme within an Aire de Santé to ensure that full coverage can be
achieved at Aire de Santé level as the Consortium strategy develops.
The certification of ownership of the water point is also a key issue in ensuring that the communities
and those responsible for WASH at the local level. Clearly defined, assigned and transferable
ownership documents allow for an evolution of the Water Management Committees in the future to
the most appropriate model to serve a community.
Concern Worldwide’s operational research spare parts networks, based on their current work with
their partner SDED for the AfriDev pump in Katanga, will provide learning from experience to inform
recommendations for this critical sustainability issue during the four year programme. The other
Consortium members are committed to adopting recommendations on how to link Water Management
Committees with private sector solutions.
A key link between the health structures and the villages are the Relais Communautaire, community
volunteers, who are mobilised during vaccination and other health campaigns. The Consortium will
ensure that this key village level representatives are included formally in the programme. The Relais
Communautaire link with the Aire de Santé and Zone de Santé through the Comités de
Développement (CoDev) and the Comités de CoDev (CoCoDev). The consortium will work with this
existing mechanism as part of programme implementation.
There is normally one Relais
Communautaire per 15 households in a village. The mobilisation of Relais Communautaire to
implement the hygiene and sanitation sensitisation and follow-up at community level is an approach
which moves away from the formation of new committees to the use of an existing mechanism linked
to health structures. The Consortium will ensure that there is at least one Relais Communautaire in
each Water Management Committee to ensure that the link with the community action plan is intact.
This will normally evolve in the election of committees because of the criteria of membership of the
committees.
Ensuring that the Aires and Zones de Santé are involved in the selection and training of the Relais
Communautaire with the communities and officially linked into the structures ensures that the human
resources mobilised in this programme have sustainable and appropriate links following handover to
communities. The capacity of the Aire and Zone de Santé staff as well as teacher staff to carry out
hygiene and sanitation promotion will also be increased through training provided jointly with the
appropriate government service providers.
Sustainable sanitation and hygiene sensitization and mobilisation activities derive from an approach
that creates demand in communities following the initial marketing and promotion exercises in
communities. The provision of inputs is controlled so that there is a balance between the incentives
provided to be catalysts for adoption of latrines with hand washing stations and ownership by
communities of safe and hygienic practices. The Relais Communautiare are respected by
communities and selected from among them. With the support of the agency staff they will carry out
hygiene promotion and community mobilization on a regular basis. By linking these community
members with the health structures the activities will continue without ongoing support. Ensuring that
schools are an integral part of each programme as key community institutions ensures sustainability
through children as agents of change.
CRS’s research on Arborloos will provide insight into the adoption of low cost latrine technologies by
communities to explore additional incentives to increase sanitation coverage. In addition, ACF’s
research on the socio-cultural aspects of behaviour change through various community entrance
points will strengthen programme outcomes by providing context specific evidence to support the
Consortium approach to sustainable hygiene and sanitation practices. The consortium asserts that
sustainable change in practice happens when individuals, households and communities are able to
translate knowledge into understanding with the necessary catalysts in place.
The Consortium member’s implementation staff will provide additional capacity at programme level to
support the community institutions and local government structures and service providers during the
course of programme implementation. The local level accompaniment and intensive support will
continue for a period of 18 months in each community. Following the 18 month period Consortium
57
member staff remain a point of contact for communities. This is possible because of the agencies’
presence in the area. By ensuring that communities have a support system following the handover of
the programme resources to communities there is a high probability of success for the programme.
Local or micro level links and capacity building initiatives as well as the inclusion of key local
authorities and service providers in the programme are the primary elements of engagement and
support. During this intervention links will be built between communities and the local and regional
support networks. In addition to the service providers in health, education, rural development and
other key government ministries, the existing community leadership structures Chefs de Groupement
and Chefs de Chefferie are recognised as essential actors for local level accountability and will be key
points of contact and participants in programme implementation. The Chefs de Groupement are a link
between both the Secteur and the Chefferie administrative structures envisaged in the
decentralisation process however are without executive function, the Consortium will include and
facilitate these representatives in consultations with the administrative and public service arms of the
Government as envisaged under the decentralisation process.
3.11 Accountability
One of the values articulated in the consortium strategy is ‘Accountability, Transparency and
Professionalism between Consortium members and stakeholders’.
The DRC WASH Consortium Principles of accountability can be summarised as follows:
 Accepting responsibility for doing what we say we will do,
 Being open and transparent about what we do and why and how we do it,
 Ownership of programme activities by beneficiaries is key to sustainability.
Community Level Accountability
At community level accountability will be assured in the following ways:
 Ensuring transparency during marketing and promotion activities so that communities understand
the responsibilities they assume when a demand is made for implementation.
 Ensuring that election processes for committees are transparent and democratic. This in addition
could be considered as laying a foundation for communities to engage in the wider democratic
election processes foreseen under the decentralisation processes as rural communities have not
had significant exposure to democratic processes in wider election campaigns due to their
isolation.
 Providing information boards in all villages to ensure that all community members are aware of
the programme benefits and the roles they are expected to play in realising their community
action plans. This follows the active participation of community members in demanding the
programme and contributing to the community action plans from the outset. Ensuring that
information is translated into appropriate languages and that the needs of illiterate people are
addressed in formation sharing.
 Ensuring that agreements signed between the communities, local authorities and service
providers and the individual agencies at community level follow a process of negotiation and
consultation. The agreement themselves are a form of capacity building on ensuring that each
party understands their role within the project and that each party is protected for possible
subsequent negative consequences, for example, taxes being levied on water points or facilitation
fees being demanded for services which should be provided under the mandate of a service
provider. Ownership of water points and tenure issues related to this will be outlined,
documented and formalised to ensure that assistance provided is not co-opted by individuals or
groups of individuals for private gain.
Complaints Response Mechanisms in Communities
Each Consortium member agency is responsible to establish a complaints response mechanism
(CRM) for each community so that any concerns are addressed at the appropriate level and that there
is an effective procedure to deal with such complaints, including referral if necessary.
In advance of setting up the CRM consortium members will ensure that there information is shared
regarding the purpose of the mechanism e.g. explaining what it entails; confirming that the information
provided and the parameters of the mechanism, including the types of complaints that can be handled
58
is understood; consulting with the communities on the channel(s) they want to use when making a
complaint; etc.
Equally important is that the procedure for handling complaints is agreed before establishing the CRM
and defining what constitutes a valid complaint and what would be considered invalid. A procedure
needs to be established to identify who receives complaints and how, who responds, and in what time
frame and very importantly, that a response is given by an appropriate person to ensure that there is
local confidence in the process.
When a valid sensitive complaint needs to be referred it is essential that the standards of behaviour
expected of staff in recording, monitoring and analysis of complaints etc is fully understood by both
staff and communities. Each agency will produce CRM guidelines for their teams and lessons will be
drawn from individual agency experiences and shared at 6-monthly technical review meetings.
All agencies are signatory or compliant with a number of international quality standards and codes
which guide their work and outline accountability, transparency and acceptable standards of
behaviour. In order to ensure stakeholder and beneficiary participation in the process, which links
accountability with sustainability of the programme all agencies are required to demonstrate
compliance to accountability principles
Complaints response mechanisms for consortium members are referenced in the Governance and
Sub-grant agreements signed and complaints will be monitored by the Governance Board of the
Consortium. The agreements include clauses requiring that accountability measures are in place in
each organisation.
Information Sharing
Information will be made publically available through the Consortium Coordination Unit as follows:
 Mechanisms of sharing information nationally through consortium representation on coordination
mechanisms are outlined in this proposal.
 Communication guidelines will be issued to agencies to guide how information is made publically
available and will be the responsibility of the Consortium Governance Board to set these
guidelines and document them if required. The Coordination Unit Director will ensure that such
documentation is produced for approval by the Governance Board.
 A Consortium website will be established managed by the Consortium Coordination Unit. The
website will serve as portal for information for users and all information, operational research and
tools can be accessed from the public domain.
 Branding guidelines will be applied by all Consortium member agencies. All visibility items
purchased using funds for the Consortium will apply the required Consortium branding.
Due Diligence
Each agency has internal policies to support programming. The policies and procedures of each
agency have been assessed in two ways:
 A systems review for logistics, procurement, finance and related issues conducted by Concern
Worldwide in its capacity as lead agency; and
 A due diligence assessment which was conducted by KPMG for individual agencies and for the
Consortium lead agency.
Both of these processes will be monitored over the course of the programme to ensure that all
Consortium member agencies adhere to agreed standards in implementation.
Monitoring and Evaluation
The harmonised M&E systems agreed by the consortium will largely contribute to ensuring that
programmes are reaching the milestones set in the log frame. Aggregated data and reports, compiled
using the consortium tools and templates, will provide an evidence base that feeds into programme
decision making, coordination and advocacy discussions on WASH issues. The achievement of
agency milestones, adherence to the agreed harmonised approach; complementarity with the Village
et École Assainis programme and the application of technical standards agreed to by agencies will be
monitored by individual agencies. The Consortium Coordination Unit will verify this through
monitoring and evaluation of individual agency work conducted by the WASH M&E Coordinator and
through internal audits conducted by the Grant Compliance Officer.
59
4
Structure and Governance of the DRC WASH Consortium
The consortium model of working is underpinned by a series of legally binding agreements between
donors and the lead agency, and between the lead agency and member agencies. The structure of
the DRC WASH Consortium and the legal basis at a number of levels ensures oversight of the model
in a number of areas. Consortium members, by joining the Consortium agree to conform to the
harmonised approach planned in the consortium strategy and to the oversight envisaged by this
structure and outlined in the various agreements.
The structure of the DRC WASH Consortium is illustrated in the diagram below:
Structure of the DRC WASH Consortium
Governance Level –
Strategy and Policy
Development
THE DRC WASH CONSORTIUM
1
2
3
Executive Level managerial
responsibility for the
implementation
of
plans and actions of
the consortium
Lead Agency –
Grant
holder,
responsible
agency
Structure
Decision making
Roles and Responsibilities
Consortium
Governance
Board
DRC WASH
Consortium
Lead Agency
Technical Level
–
programme
quality, technical
harmonisation
and advocacy
Consortium
Unit
and
Technical
Working
Groups
Individual
Agencies
Operational
Level
responsibility for
implementation of
services
to
communities
These key areas of oversight and structural level of responsibility are described in the table:
Area
Defined ways of
making decisions
and that the
strategy and
policies of the
Consortium are
implemented as
envisaged;
Risk assumed by
the lead agency
taking
responsibility for
overall contracts
is mitigated in
managing the
grants awarded
to the Consortium
and ensuring a
minimum level of
Structural Level
Governance Level
 Governance Board comprising heads of agencies
and their delegates
 Regular meetings on strategy and policy
Legal basis
 Governance agreement
signed by all each
Consortium member
agency (Head Office
level)
Lead Agency Level
 Concern Worldwide is the lead agency of the
Consortium, signs contracts with external funding
agencies; and is legally responsible for the
contract.
 Concern Worldwide signs sub-grant agreements
with Consortium members
 Concern Worldwide establishes the Consortium
Coordination Unit
 The Consortium Coordination Unit is managed by
a director who has managerial responsibility for
 Contracts (grants)
signed between Concern
Worldwide and the
external funding
agencies
 Contracts (sub-grants)
signed between Concern
Worldwide and the
Consortium member
agencies
 Employment contracts of
60
grant compliance;
Oversight of the
operational
activities with
particular
reference to
programme
quality and robust
data collection
and compilation;
Responsibility for
implementation of
programme
activities /
membership of
Consortium
the operational aspects of implementation
 The Consortium Coordination Unit Director is
managed by Concern Worldwide
Consortium Coordination Unit (CCU)
The CCU Director and a team of staff ensure
oversight of the following in conjunction with
technical working groups convened for specific
purposes:
 Representation of Consortium externally
 Programme plan and quality adhered to
 Application of technical tools and specifications
for WASH programming
 Application of M&E framework
 Joint advocacy messages developed and
disseminated
 Financial management of overall grant
 Grant compliance
 Proposal and budget development
 Narrative and financial reporting
 Joint reviews
 Joint activities
Individual Consortium Member Agencies
 Member of governance board
 Member of technical working groups
 Implementation of programme according to
proposal approved by donors
 Financial management of financial sub-grants
 Compliance with contract and sub-contract
conditions and agreements
 Involvement in joint activities
 Proactive and constructive membership of the
consortium
Consortium Coordination
Unit staff members
 Proposal and budget
(attached to grant
agreement(s) signed
between external
funding agency and lead
agency)
 Proposal and budget
(attached to sub-grant
agreement(s) signed
with Consortium member
agency)
 Governance agreement
which outlines the terms
of reference for the
technical working groups
 All documents listed
above
 All legal documents
signed as part of
programme
implementation between
Consortium member and
other stakeholders in
their individual agency
programmes
Consortium Coordination Unit Level
The Consortium Coordination Unit is pivotal to the success of the consortium model of working. The
structure planned ensures that all key aspects of the consortium approach have sufficient oversight.
Five staff members are planned as follows:
 Consortium Coordination Unit Director
 Consortium WASH Monitoring and Evaluation Coordinator
 Consortium Grant Compliance Manager
 Consortium Advocacy and Communications Coordinator
 Consortium Administration Assistant
These positions are in place to link the micro and meso engagements of the individual agencies with
the macro level national and international WASH platforms. The Consortium Coordination Unit thus
provides the component of bringing together village level implementation based on best practice with
power centres at the national level. This will ultimately contribute to developing a sector policy within
the emerging decentralised institutional framework. The positioning of the Consortium Coordination
Unit in relation to the structures of the consortium is shown in the diagram below:
61
Structure of the Consortium Coordination Unit
Governance
Lead Agency
Concern
Worldwide
Coordination
Consortium
Coordination Unit
ACF
Consortium Unit
Director
ACTED
WASH M&E
Coordinator
CRS
Advocacy and
Communication
Coordinator
Solidarités
Grant Compliance
Manager
Programme Quality
Technical
Working
Group
Finance
Support
Systems
Programme
Quality
Administrator
62
5
Value for Money
The advantages of the DRC WASH Consortium approach include: establishing common best practice
and standards, establishing joint assessment and monitoring mechanisms, and establishing a joint
advocacy approach for engaging with Government and other key actors. Additionally, there is scope
for administrative and transaction costs to be reduced, and efficiencies in reducing the risk and
instance of fraud. The approach will also improve coordination, particularly where agencies have
programmes in the same area, so avoiding duplication and potentially providing the impetus to
increase WASH coverage in new Districts and Provinces. Additionally, lessons learned can be shared
and disseminated more efficiently within the group and with the wider sector as a whole, and used as
a mechanism to leverage resources and other potential funding from other major donors.
Establishing predictable, longer-term funding cycles for Consortium members will increase the overall
impact of WASH programming on beneficiaries, and also increase the likelihood of basic WASH
infrastructure being operated and maintained successfully by the communities themselves. The 18month phases of implementation were proposed by the technical focal points from each agency as a
solution to short term relief programmes which are the norm in the DRC. The added component of
building an emergency preparedness and response component to reduce the risk of outbreaks of
water related diseases; and the response mechanism will bring important learning for future
development programming in WASH in DRC. These benefits also incur costs however the
Consortium believes that these costs are justified.
The DRC WASH Consortium has benefited from an inception phase funded by DFID. During the
period April 2012 to March 2013 the Consortium members developed a shared vision and clearly
defined governance and management responsibilities. This relied on building open transparent
relationships with participation of all members in the development of the programme, agreement on
the use of common technical guidelines, reporting and monitoring tools. While this process was not
without tensions, concessions by individual members to the Consortium model resulted in
understanding of the minimums expected and understanding at key levels within the member
agencies, primarily at programme, programme support (logistics, procurement), finance and WASH
technical levels.
These factors will serve as an important means of mitigating the impact of staff changes during the
lifetime of the consortium, and to avoid dominance of one member or individual driving the process to
the detriment of common acceptance. This will pay dividends during programme implementation,
foster collaboration and collegiality, and promote joint ownership of the consortium by the members.
It will also reduce the reputational risks of the agencies coming together and depending on others for
their success. The agreements underpinning the Consortium formalise the above and serve to reduce
competition, and poor communications between the levels within the consortium and within individual
agencies. This is because the structure of the Consortium is clearly outlined and the responsibility of
agency members to spread responsibilities among their teams is defined.
Not all of the Consortium members have the same operational capacity. The Consortium Coordination
Unit, the Lead Agency and individual agencies can play a role as implementation progresses in
assisting each other during the technical review meetings and workshops to identify weaknesses, to
plan remedial action to address any gaps in performance. The Consortium Coordination Unit M&E
WASH Coordinator plays an important role for technical issues and the Grant Compliance Manager
for financial and grant related issues.
The advantage of the Consortium model of working offers donors the option to increase coverage of
WASH. The Consortium members have experience of WASH programming from the DRC and other
contexts. By assuring complementarity with the national Villages et Ecole Assainis Programme,
however applying the accumulated experience and expertise of the five agencies, there is an
opportunity to support and inform the national programme. The Consortium members will establish a
joint advocacy approach for engaging with Government and other key actors through the Consortium
Coordination Unit.
The approach will also improve coordination, particularly where the Consortium members and other
actors work in the same area. The Consortium Coordination Unit will use opportunity to formalise
lessons learned at a national level, and to incorporate them into informing national policy and practice.
The engagement with the Government actors in WASH, government service providers and UNICEF is
63
thus a particularly important aspect of this development programme. Opportunities exist for
Consortium member research on WASH related topics to inform similar national research initiatives by
other actors. This research will be agency and community based and will complement and inform
more general research undertaken. The strength of the Consortium members is their local Community
based approach. This will have a wider impact on WASH coordination mechanisms, such as the
WASH Cluster, where opportunities will be created to provide leadership and influence on critical
WASH issues from a development perspective.
Economy
The DRC WASH programme will deliver services to over 554,122 persons living in 92,354 households
in 461 villages over the course of a four year programme. This represents an average cost of USD 64
per person (GBP 43); USD 383 per household (GBP 256); and USD 76,696 per village (GBP 51,344).
Targets are the minimum as set by Villages et Ecole Assainis Programme. Consortium expects these
costs to reduce over the four-year programme. They represent the cost that agencies have
experienced working as individual agencies and the Consortium expects to deliver improved economy
over time.
The figures above are based on agency experience and the targets complement the Villages et
Ecoles Assainis Programme. The consortium expects through sustained presence over an intensive
18-month period which engages all actors in a clearly defined process, to deliver more than the
targets of the Villages et Ecole Assainis Programme. This will be monitored over time. As well as
delivering improved value for money over the programme period, the Consortium also intends to
demonstrate how the consortium can deliver value for money as a model for service delivery within
development programming.
In terms of economy the programme will be governed by procurement regulations reflecting
competition in the market to deliver goods at the best price possible. Support-systems working groups
have been established to ensure the best prices for programme inputs. Technical meetings will
provide space for logisticians to share experiences from their respective locations and lead to a
common approach to reduce operational costs.
Joint purchasing opportunities have been identified, particularly for larger items such as vehicles,
drilling rigs and water pumps and it is expected that joint procurement will drive down costs by having
bulk purchase discounts applied. Opportunities to procure local supplies will also be pursued. For
example, organisations working in same province or geographical area will be able to join to launch
one tender for similar supplies such as cement. This type of joint procurement will similarly drive down
costs by having bulk purchase discounts applied. Agencies launching a tender will invite another
agency to participate in the tender opening committee. This will increase transparency and also will
provide the opportunity for the invited committee member to share their organisational experience
with a chosen supplier.
Another key area to ensure the best price is in sharing information and experiences between
agencies to help to improve supplier performance and with the commitment to sharing price lists will
provide price comparisons and help develop standardisation of prices for known supplies. This
information will also give agencies the opportunity to negotiate more competitive prices. Agencies
who have fixed contracts with particular suppliers will share these with other members for joint
negotiation to obtain the best prices for items such as fuel. Agencies with warehousing space will
share this space with other agencies working in the same locations.
Procurement Planning
In the framework of the WASH DRC Consortium the procurement planning strategy considers the
following elements:



Value for money by negotiating with suppliers and through buying in bulk for identified relevant
items;
Efficiency by standardising specifications for supplies and equipment that will be used during the
programme; and
Effectiveness by splitting the procurement for high volume consumables such as stationary and
fuel.
64
All high value equipment to be purchased will be jointly procured where possible. For joint
procurement the following principles apply:
1. The Lead Agency’s procurement thresholds will be used for all of the joint international
purchases, except where the joint procurement does not include the Lead Agency. In a situation
where joint procurement does not include the Lead Agency, the threshold to be used will be those
of the agency taking lead in the process.
2. The Consortium members will share their current supplier’s lists as well as market price lists. This
will assist in bench marking of prices and for negotiations.
3. Individual agencies will be responsible for the management of supplies and service contracts they
enter into with suppliers during the course of the programme. Contracts will contain binding
clauses in line with their accredited procurement process.
4. For consumables such as stationary and fuel the Lead Agency proposes derogation from its
procurement thresholds so that purchases are done on an individual agency basis and not jointly
at consortium level as no value has been identified in consolidating procurement for these items.
The five members of this Consortium have consistent procurement processes that fit with the value
for money requirement. The procurement documentation will be audited by the Lead Agency regularly
to ensure that the consortium will respect the basic procurement rules listed above.
Technical meeting will be convened regularly to ensure good communications and sharing of
information and lessons learnt and to emphasise points for attention. These meetings will be used for
the internal communications within the Consortium to highlight best practice.
A procurement plan will be produced by the Consortium prior to the commencement of the
programme and monitored quarterly over the Consortium lifespan.
For high value capital items, the Consortium agencies have estimated that the lifespan of these is
within the timeframe of the programme due to the physical conditions and climate. Vehicles,
motorbikes, trucks etc. will be disposed of by transferring the items to other projects should the cost of
maintenance continue to be economically feasible or through selling items on the local market.
A list of materials and equipment that may be jointly procured is listed below.
List of materials considered as relevant for a jointly procurement and for which joint
procurement opportunities will be pursued :
Materials
Action
Comments
Terrameter
Two agencies have this item in their
Joint purchase by the two agencies.
budgets (CRS and Solidarités)
Appropriate purchase procedures to be
followed.
Vehicles
It was agreed that all the vehicles will be Each agency will provide clear
sourced jointly per individual lots.
description on the types of the vehicle(s)
they are intending to buy. Adverts will be
per lot per agency. The tender will be
published in country and internationally
in all agency home countries to attract
more suppliers. Lots will have clear
descriptions and delivery details. Buying
vehicles in bulk will increase competition
to attract bulk purchase discounts and
reduced transport costs.
Motorbikes
It was agreed that all motorbikes will be
The tender will be published
sourced jointly per individual lots.
internationally.
Drilling rig,
Two agencies will be procuring drilling
Buying two rigs, compressor and rig kits
Compressor
rigs and compressors (Concern and
jointly between Concern and CRS not
and
CRS). These will be sourced jointly
only will attract discount from the
Accessories
using a direct approach to the sole
supplier, but also will ensure
suppliers (PAT Drill). Derogation is
standardization of the machines. Training
therefore proposed to apply a single
on the use of the machine will as well be
source mechanism for procurement.
carried out at the same time, hence save
cost in that area as well.
65
River boat
Hand pumps
and spare
parts
PVC Casings
Generators
Two agencies are buying boats (ACTED
and Solidarites) that will sourced jointly
by the two agencies.
Concern and CRS will jointly do a tender
for the supply of Afridev pumps. Other
agencies will be required to justify the
choice to use a single source for their
choice of pump (Vergnet).
Agreed these will advertised jointly to
attract bigger suppliers, hence better
prices.
These will be jointly procured for all
agencies to attract bulk discounts using
the lot mechanism similar to vehicles
and motorbikes.
Do a joint purchase for two agencies.
Appropriate purchase procedures to be
followed.
A derogation is proposed for single
source suppliers i.e. Vergnet.
Buying the PVC casings in bulk will
facilitate transportation and attract bulk
discount from the suppliers. This will be
an international tender.
These will be sourced jointly through a
tender process.
List of materials which were considered for a jointly procurement but for which joint
procurement is not relevant :
Laptop
computers
HF Base
Radio
Subcontracti
ng the
drilling work
It was agreed for laptops to be bought
individually by all agencies. This is due
to differences in the brands and
specifications that each agency uses.
Computers are also configured
differently according to agency IT
policies.
HF base radios will be individually
procured by agencies as there is no
financial advantage to bulk purchase
brand.
Two agencies will be contracting the
drilling work (ACF and Solidarites)
Hydrological
Survey
Concern Worldwide as the lead agency
will tender for this service.
Cement and
Construction
materials
Each agency will manage the purchases
of cement and construction materials
individually due to the nature of the
materials, geographical differences, etc.
Water testing
kits and
consumables
Each member agency will specify the
type of water testing kits they will use
according to the standard kits adopted
by the agency.
Purchase individually as per IT policies of
the agencies.
Mobile HF radios will be tendered for
jointly as part of the vehicle package.
Agencies will look at the possibility to do
a joint tendering, especially in Bandundu,
but the geographical split between the
different programme areas might make
this possibility difficult to achieve.
This will be advertised internationally
following Concern’s procurement
procedures
It is difficult to organise a joint
procurement for all agencies. It was
agreed that cement for different activities
within an individual agency can be
grouped together and purchased in bulk
using the agency procurement
procedures following the activity
schedules as much as possible. Buying
in bulk will attract discount from the
supplier.
Due to a low number of kits required,
there is no practical advantage to joint
tendering.
Efficiency
The focus of the Consortium WASH programme to 6 provinces concentrating activities at Aire de
Santé level represents efficiency and economy as current offices and bases can be utilised as well as
66
current support systems therefore the programme is only charged for a proportion of support costs. It
will also reduce transport costs as programme locations are localised.
The programme approach represents a set of activities based on evidence to achieve programme
outputs. All agencies have come together to develop minimum standards which are outlined in a
technical guide and are supported by a set of tools which captures information related to
implementation. These standards ensure that the infrastructure and technical aspects of the
programme are fit for the purpose and durable, however they also will drive costs down as the
standard of work will be consistent. All agencies are committed to ensuring that minimum technical
specifications are achieved. By developing these shared standards and performance measures it is
hoped that this will bring about opportunities to improve performance by benchmarking and
comparisons between agencies creating incentives for improvement. The consortium unit will ensure
the programme meets appropriate standards by systematically monitoring technical quality of the
agencies performance. This consortium model thus provides momentum to evidence based
programming in the DRC.
Through the technical working groups member agencies will collaborate in a collective effort to
continually improve performance and use resources as effectively as possible across the sector.
Some key areas of operational research have been identified to bring about learning on key
sustainability issues related to WASH programming and to inform all consortium members’
programming. These key points of learning are recognised challenges in providing sustainable WASH
programmes. Two areas include how to support water management committees to maintain water
points after the exit of the agencies; and the adoption of specific low cost sanitation technology such
as Arborloos as described earlier.
This programme has been designed to ensure long term sustainability. Investment in hydrogeological
testing (location specific) should increase the accuracy of sourcing sustainable water sources. This
will reduce in the number of failed attempts and provide longer lasting sources of water. By
conducting these surveys importance is also being placed ensuring a minimum of environmental
impact due to drilling. Investments are also being made in more sustainable water sources such as
boreholes and hand dug wells (72.6%) compared with protected springs and springs with gravity fed
systems (19.5%). Rehabilitations of existing structures account for 7.9% of water point provision. The
Consortium members will rehabilitate appropriate water points where they exist rather than construct
new water points.
Effectiveness
The focus on rural communities and rural technologies will result in value for money as the
Consortium will concentrate on a narrowly defined sector in order to learn lessons on improved
hygiene and sanitation practices and improved access to potable water. Investing in one sectoral
priority and following a common approach will allow objective data analysis to identify key drivers of
behaviour change and sustainability.
The sole focus on rural areas means that overall population densities are less than the averages
reported by the individual agencies in the Consortium to date. This reduces the numbers reached
through large scale peri-urban systems and increases the overall cost per beneficiary.
The programme will deliver results in terms of time saved at the household level and therefore
additional time can be dedicated to rearing children or in terms of productivity. Time will be saved due
to the siting of wells and boreholes and therefore shorter distances to collect water. It is expected 3.5
hours will be saved in each household per day where water is collected from a hand pump. There are
712 planned water points with 81% sited and fitted with a hand pump. The reduction in diarrhoea will
also lead to saved time in terms of less sick days, again leading to more time for economic
productivity such as working in the fields. Along with the decrease in disease there will be associated
reduction in costs to treat the illness.
Due to the rural nature of the programme it is necessary to provide a minimum level of construction
and rehabilitation of roads and bridges to allow vehicle access to isolated communities. However in
providing this benefit to the communities there is also the opportunities for expansion of trading and
other services into the area.
67
The rural focus of this programme with consortium members working in isolated areas with dispersed
populations and with little or no other service providers will have a higher cost per beneficiary than
other programmes which include urban or peri urban populations. However the value of having the
presence of agencies for long periods of time in such rural areas provides an environment in which to
focus on relationships as much as delivery to encourage participation of relevant actors at all stages
of the process. The agencies are committed to developing constructive relationships directly with the
communities and government representatives in the local area. By analysing social situations and
different interest groups particular attention will be provided to the priorities of the poorest and most
marginalised people such as women and their inclusion in the committees and as volunteers. All
agencies are committed to accountability approaches and will set up complaints mechanisms for
people to contact them and ensure they respond to all legitimate comments.
Overall costs per beneficiary are $69 per person compared with data from the previous Concern
Katanga WASH programme which shows on average a cost of $45 per beneficiary for a rural, long
term development WASH programme. The additional costs per beneficiary are related to investments
in output 2; governance, output 6; coordination and output 7; monitoring to bring about more
sustainable approaches. A comparable cost within the consortium programme is calculated at $47 per
beneficiary when these outputs are removed. The programme will use this Value for Money metric to
monitor costs.
It is recognised that many social, institutional and political aspects influence the level of service,
sustainability and therefore value for money. Support for related output 2: governance and output 6:
coordination will bring about an introduction to decentralisation linking the community to the service
authority i.e. local government. As the decentralised process is wider than the WASH sector it is
hoped that gains will be seen also in future programmes in other sectors. The collection of data by the
water management committees is the first step to adopting bottom up planning and decision making
with local government. The inclusion of the cholera preparedness and response will assist to protect
the gains made during programming.
Despite the investment in WASH provision there is a dearth of focussed research and analysis of data
for of successful and sustainable interventions. Output 7 is therefore dedicated to developing a body
of evidence from the 5 agencies in this programme applying a harmonised set of tools to deliver
consistent and comparable data. The common tools and M&E framework will provide a wealth of
information on implementation and be a key source of evidence in demonstrating value for money.
The higher level indicators in the overall programme plan will be supported by information on
operational and quality issues. This data will be reviewed and analysed by technical teams to ensure
that performance is measured and that timely responses are made when issues are identified as
affecting programme outputs, either positively or negatively.
By conducting joint environmental assessments, programme evaluations and audits and by using
common tools and a common M&E framework, the consistent and coherence quality control aspects
of programming are assured. The provision of comparisons from these evaluations will drive
improvements in performance within the programme. The overall coordination of these will have value
for money implications.
68
6
Budget Narrative
The total budget submission to support the DRC WASH Consortium programme over a 4 year period
is GBP 24,078,956 and has been developed by each of the 5 implementing agencies and the
consortium unit.
The budget has been aligned to the programme logical framework and the programme outputs. Each
agency budget is developed with the knowledge of the working environment that the agency operates
in, follows individual agency policy and procedures for personnel costs with support costs depending
on the number of offices and bases in the operational areas.
Where operational bases are shared with other programmes, then only a proportion of costs have
been allocated to this programme budget.
Tangible fixed assets that have a useful life of more than one year and exceed a value of GBP 1,000
are shown separately. These items are expected to have a useful economic lifespan of 4 years and
include items such as vehicles, motorbikes, drilling equipment, fixture and fittings and IT equipment.
A visibility line of 0.4% has been applied to cover visibility items such as Consortium branded decals;
and t-shirts and other visibility to be decided over the course of the four year programme.
A management support percentage of 7% has been applied to cover indirect costs to cover a
contribution to head office costs and other indirect administration costs related to this programme and
the Consortium.
This budget was initially created in US Dollars, the working currency of Consortium members in the
DRC and totals USD $35,967,941 which is converted to GBP at the exchange rate of 1.49375. This
exchange rate was used for budgeting purposes was developed by the external consultants HiFM
Limited. On review of the GBP/USD pairing it was advised to use a budget rate of $1.50/£1 which has
been adjusted using the forward contract adjustments currently experienced in the markets. By using
this adjustment an expected budget rate was reached that is reflective of the market view which is
1.49375.
The agency guide for budgeting is included in the budget workbook, along with specific budgeting
guidance for working with government. This is to ensure that the agencies are consistent within
geographical locations and across the consortium in general.
The technical guidelines for the DRC WASH Consortium outline the technical hardware and software
minimum required to be achieved by each Consortium member. Each agency produced a budget
which is harmonised to these guidelines so that a minimum standard is reached. The aim of the
programme is to increase coverage of WASH in a cost effective manner.
The Emergency Preparedness and Response (EPR) component which will be led by Solidarités
International comprises both a preparedness and a response mechanism to protect the investment of
the Consortium in WASH provision and to build resilience of communities to water related diseases
particularly cholera. The EPR is provided as a separate component in the budget. The Emergency
response line will only be activated following approval of the Consortium Coordination Unit Director in
consultation with the Lead Agency and DFID.
The cost of the programme thus reduces over the four year period. This is due to the fact that major
purchases supporting the four year programme are purchased during the first and second years of the
programme and will be used throughout. These types of purchases include drilling rigs, IT equipment,
vehicles, etc.
It is expected that the costs budgeted for are the maximum and that savings will be made due to joint
purchases, joint review of tendering documents and sharing of key information including supplier lists,
possibilities for joint transport, warehousing, etc.
The highest percentage of costs is for the provision of water points to communities. This cost
represents 49% of total costs. A total of 40% of costs are allocated to the hygiene and sanitation
promotion process. The consortium model and extending work to the wider development sector and
69
ensuring links at national and provincial levels to direct programing at local level is 11% of the budget.
This also includes sustainability tools such as action research, evaluations etc. and risk controls such
as audits.
This consortium model invests heavily in software components such as coordination linkages,
trainings and promotions focused on practices. While this is a cost driver it will lead to improved
evidence based programming.
The compiled budget is a summary of individual agency budgets. Also available are the budget
narratives and cost workings on which the budgets are based.
70
Appendix One - Integrated Emergency Preparedness and Response to Cholera
Summary
Solidarités International (SI) proposes to develop a rapid response mechanism in all areas of the
Consortium Programme to address outbreaks of water-related diseases. This intervention is based
on the model that Solidarités International has been successfully implementing since 2004 in eastern
DRC. The intervention will add value to consortium member activities and mitigate the risk of
epidemics related to water borne diseases in programme areas.
The emergency preparedness and response package consists of
 Training Consortium member agencies, local partners and authorities at the Zone de Santé level;
 Pre-positioning contingency stocks at provincial level;
 Maintaining an early warning mechanism at the Zone de Santé level, in line with the National
Cholera Strategy;
 Deploying mobile response teams within 72 hours of disease outbreaks in Consortium
Programme areas.
There are currently five cholera priority health zones included in the Consortium Programme
geographical targeting according to information from the Ministry of Public Health and the National
Cholera Strategy. The preparedness aspect of the programme targets all Consortium locations. The
preparedness and response mechanism will cover all Zones de Santé in which the Consortium
programme is implemented, based on epidemiological data. ACTED in South Kivu will be covered by
the team covering Katanga Province.
Solidarités International coordinates mobile teams and aim to provide technical support to all
Consortium programme areas from two offices in Kinshasa and Lubumbashi. The role of the
Consortium Members in this initiative is to bring local stakeholders into the process and support
mobile teams during training and response. Following the initial training of Consortium Members and
local stakeholders conducted by Solidarités International, local emergency responses to water-related
disease outbreaks are feasible, supported if necessary by the Solidarités International mobile team,
using the prepositioned Contingency Stocks.
Geographic coverage
This preparedness and response programme relies on the network of the Consortium members and
their geographic coverage. All Zones de Santé targeted by the Consortium will be covered by 3
emergency stocks for water purification, disinfection and sanitation. Solidarités International is
divided into two separate missions in DRC, and implements Cholera Response programmes at least
until 2014 in several provinces as shown in the table below.
BasCongo
DFID
ECHO
Pooled
Fund
*
30/06/13
Bandundu
Equateur
Kasai
Occidental
Kasai
Oriental
2015*
2017
2017
2015*
30/06/13
Katanga
2017
28/02/14
31/03/13
End dates of intervention
Solidarités International East
Kinshasa
30/06/13
Nord Kivu
Province
Orientale
20/02/14
20/02/14
31/12/13
Sud Kivu
2017
02/02/14
14/07/13
Solidarités International South & West
The number of teams and base locations are shown in the table below.
Number of mobile teams
DFID (Proposed)
2
RRMP East
3
ECHO
4
Base location of Mobile team
Kinshasa
Lubumbashi
Goma
Butembo
Bunia
Bunia
Goma
Baraka
Kalémie
71
The programmes, including mobile response teams, are funded by multiple donors and may be
extended based on availability of funding. The South-West Office is the lead for the WASH
Consortium and will ensure that all Consortium areas are covered, based on epidemiological data, by
the two Consortium mobile teams without overlap with other such programmes.
The training of consortium partners will be conducted by Solidarités International. All emergency
responses by the two mobile teams funded by the Consortium Programme are not automatic and will
be subject to discussion with the Consortium Coordination Unit to evaluate the scale of the proposed
response and the resources required to implement the response. This will require an approval from
the Consortium Coordination Unit Director for the release of emergency funds.
Programme Description
This project is planned over 36 months, after which time the emergency response mechanism should
be transferred to local stakeholders (local authorities, local NGOs like the Congolese Red Cross,
etc.). The transfer process will be initiated during the programme implementation, through trainings
and Emergency Responses conducted by local authorities when relevant.
The programme is managed by a Programme Manager. The Programme Manager is responsible for
Area Coordinators in Kinshasa and Lubumbashi. They will coordinate the mobile teams of two Field
Agents/Technicians and provide technical support for all activities.
The mobile response teams have the capacity for up to 30% of their time on emergency response
(330 days over 3 years,) with the rest of their time dedicated to training and capacity building. The
management of water-related epidemic outbreaks will be transferred to local stakeholders, as soon as
the latter have been trained and have the capacity to intervene. This will include the use of
emergency stocks held by Consortium members.
Larger scale emergency responses and the
deployment of the mobile teams for emergency responses will involve the approval mechanism
described above. Consortium members play a role in contacting local stakeholders, implementing
Emergency Action Plans, and supporting mobile teams on the ground.
Programme Outputs
1. Emergency Preparedness :
 Theoretical Training: Solidarités International will conduct theoretical training on emergency
preparedness and response for Consortium teams, staff from the Bureau Central de la Zone de
Santé (BCZ) and local stakeholders (including Relais Communautaires). Training will be held in
each Zone de Santé where the Consortium programme is implemented. Consortium members
will organise the training logistics to support the activity with the stakeholders in each location.
The theoretical training will be organized over two days and will cover the following training
modules: chlorination, door to door’s approach, focus group and the use of sensitization materials
on cholera.
72



Emergency Action Plans: Solidarités International will guide partners in preparing Emergency
Action Plans at the Zone de Santé level. These will be implemented by Consortium Members and
stakeholders. Solidarités International, by its teams will make possible to support partners and
Zone de Santé in the preparation of this document. Regular follow up will be done to adjust, if
necessary, the document.
Contingency stocks: Emergency stocks (3) which will be used by each Province will be stored
by partners in three locations (Kinshasa, Katanga and Equateur). During the implementation of
the programme, some of these stocks will be made available in each Zone de Santé supported by
the Consortium, prioritizing areas most at risk. Any remaining stocks at the end of the period will
be transferred to health authorities on the basis of a formal agreement. Stocks consist of soap,
chlorine, and operational equipment for emergency teams.
Early Warning Mechanism (EWM): Solidarités International will support partners to monitor the
early warning mechanism at the Zone de Santé level in line with the national cholera EWS.
Solidarités International ask for partners and local stakeholders that weekly epidemiological
information of all Zones the Santé of the six provinces of intervention will be available to maintain
a database and provide the alert when necessary.
2. Emergency Response:
 Deployment of mobile teams: The Consortium members and/or BCZS and IPS inform
Solidarités International of cholera outbreaks in their programme areas. Solidarités International
informs the Consortium Coordination Unit, which gives authorisation to intervene based on the
intervention threshold alert level being reached. Solidarités International will deploy mobile teams
within 72 hours of an alert, after approval from the Consortium Coordination Unit. Planned
response capacity is 330 days over three years, and 120 chlorination points simultaneously
.Teams are also equipped to construct up to 1,000 emergency latrines, and to disinfect up to
4,000 homes. Consortium Members will support their activities and the participation of partners in
the field. Teams are based in Kinshasa and Lubumbashi.
 Practical Training: Solidarités International will conduct one practical training on emergency
response for Consortium teams responding to an emergency outbreak. If a mobile team is
deployed, the training consists of on-the-job supervision and support for a response to check the
amount of chlorine in water, and that every part of a WASH response to a cholera outbreak is
effectively implemented.
As part of each Consortium member’s normal programming, hygiene and sanitation promotion is
implemented during each 18-month phase of implementation. During an outbreak of a water
related disease epidemic, normal hygiene promotion will be supplemented with public alert
campaigns. Solidarités International will support the Consortium member and local stakeholder in
the affected area to conduct cholera and water-related disease campaigns, to complement ongoing health promotion by the Consortium in response to the epidemic. 100 public alert
campaigns per year are budgeted for (300 total). These activities will be done in affected areas by
the Relais Communautaires using different techniques learned during the theoretical training.
3. Disseminate lessons learned and best practice

The experiences from this resilience building and risk reduction component of the Consortium
programme will be disseminated through the Consortium to the WASH cluster, Ministry of Health
and the CNAEA at provincial and national levels to share knowledge and build capacity of other
humanitarian agencies following each deployment of the rapid response team.

Solidarités International will present progress on normal implementation of activities at regular
technical review meetings and technical working groups of the Consortium.

Solidarités International will produce a lessons learning document to illustrate how their Cholera
response programme has been adapted to development programming in the DRC context.
Emergency Preparedness
Activities
Normal Implementation
First training cycle – Theoretical
Consortium partners and
local stakeholders are trained Emergency Action Plans for each ZDS
to respond to outbreaks of
Prepositioning of 3 emergency response stocks
water borne diseases
Health surveillance database system in place
Emergency Preparedness
Activities
Normal Implementation
Year 1
Year 2
Year 3
9
9
3
9
13
13
3
13
17
17
3
17
Year 1
Year 2
Year 3
73
Lessons Learned
Emergency Response
Mobile response teams are
deployed to affected areas
within 72 hours of alert being
received
Presentation of the programme at technical working group
meetings convened by the Consortium Coordination Unit
Activities
Emergency Response Mechanism Activated
Second training cycle – Practical
Public alert campaigns
1
2
3
Year 1
Year 2
Year 3
Defined for each response
approved by Consortium
Coordination Unit
Monitoring, evaluation and accountability
Solidarités International uses two internal tools to monitor interventions. These are the “Activity
Progress Update” and “Critical Indicator Follow-up” tools. The first focuses on quantitative figures
measuring progress based on activities and indicators, while the second, follows quality criterion
(mentioning observations of “critical indicators” following the 12 quality criteria and linked questions).
The Programme Manager (at the national level) is responsible for implementation of the project, the
tracking of indicators, the monitoring of activities, and of the effective implementation of all project
components. An administrative and financial table is maintained and sent to Solidarités International’
headquarters monthly for validation.
Outputs
Internal
Quantitative
and
Qualitative progress reports Activity Progress Update Critical
Indicator Follow-up
Maintenance of Monitoring and
Early
Warning
Mechanism
Database in line with National
system
REACH Project Mapping of
project
Quarterly report on activities:
deployment of teams and use of
resources using Activity Info
matrix, documenting outbreaks,
and monitoring of Early Warning
System
Final
Evaluation
/
impact
evaluation
Timeframe
Responsible
Audience
Monthly
Solidarités International
Solidarités International /
Consortium Coordination
Unit
Monthly
Solidarités International
Programme Manager
Consortium
Humanitarian actors
As required
Solidarités
International/ACTED
Consortium
Humanitarian actors
Quarterly
Solidarités International
Consortium
Year 2
Year 4
Consortium
Coordination Unit
Consortium, Donor
Programme Monitoring Indicators:











Number of Consortium members and other partners trained to prepare and respond to outbreaks
of water borne diseases (Activity report Solidarités International teams).
Number of emergency action plans developed at Zone de Santé level.
Number of emergency response stocks prepositioned.
Number of chlorination points that provide the required water quality (less than 0.5 mg per liter of
residual chlorine). (Weekly report done by the field staff of International following testing).
Quantity of water treated by chlorination point and on all areas (per liters). (households survey).
Number of households and sites disinfected by community workers. (Solidarités International
team report).
Number of inputs distributed (Aquatabs and PUR’s). (Distribution lists).
Number of Health Surveillance Alerts received within 48 hours of alert threshold being reached
(BCZS and Solidarités International team reports).
Number of response teams deployed to affects areas within 72 hours of alert being received
(Solidarités International team report).
Number of public alert campaigns conducted. (Community workers report).
Number of responses implemented (Solidarités International team report).
74
Activity Plan
Agency
Province
Zone de Santé
Number of
Aires de
Santé
Number of
Villages
Popokabaka
3
30
Bandundu
Lusanga
2
25
ACF
Demba
3
30
Kasai
Occidental
Luiza
Equateur
3
25
3
2
2
16
12
12
2
1
Katanga
4
5
Kamwesha
4
Concern
Manono and
Kiambi
Katanga
Solidarités
Bolobo and Yumbi
Yumbi and
Kwamouth
Kabalo
5
Kabalo and Moba
4
3
Year 3
30 32
34
36
38
40
Year 4
42 44
46
48
K
K
K
K
K
K
K
K
L
L
L
L
L
L
L
L
L
K
K
K
K
K
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
K
K
K
K
K
K
K
K
K
K
15
L
L
L
L
L
21
15
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
L
K
28
22
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Katanga
26
21
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
3
24
17
21
20
18
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Bandundu
22
32
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
5
Year 2
18 20
29
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
3
4
5
3
16
28
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Kasai
Occidental
14
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Kamonia
12
18
Kasai Oriental
CRS
10
K
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
5
Year 1
6
8
K
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Sud Kivu
Ototo
4
17
17
Kongolo
Fizi
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
2
Training
Emergency action plan
EWM
Contingency stocks (province level)
Contingency stocks (ZdS level)
Bomongo
ACTED
Solidarités Activities
L
L
L
L
L
Lubumbashi Team
Kinshasa Team
75
Appendix Two - ACTED: Mapping through REACH
The information available today on the WASH sector in the DRC is incomplete. While efforts are
ongoing to capture, systematize and analyse data on ongoing interventions (i.e. the database of the
Villages et Ecoles Assainis programme, jointly managed by UNICEF and the MoH; and OCHA’s
Activity Info database, populated by information directly transmitted by agencies implementing
projects in the field), there is a general gap of information on existing WASH infrastructure and thus
the possibility to highlight needs based on the analysis of such data with regards to the specific
context and population in the area.
Through REACH62, a global joint initiative between IMPACT, ACTED and UNOSAT, a database for
collection of information on both (i) the Consortium members’ areas of intervention and related
activities; and (ii) existing WASH infrastructure and specific needs (e.g. population figures, data on
prevalence of water borne diseases, etc. – the type of data to be collected will be defined at the
beginning of the project by consortium members and government counterparts), the Consortium aims
at contributing to the building of a dynamic information management system for the WASH sector that
improves the planning, coordination and traceability of interventions in the DRC. This, in turn, is
expected to significantly improve aid effectiveness in the sector by providing the basis for a more
informed programming.
Mapping through REACH: a pilot initiative
This pilot initiative lead by ACTED through REACH will result in the following deliverables:
 A database on the consortium activities and WASH coverage in the areas of intervention (at
the Aire de Santé level).
 Interactive web-map available on and off line, with information on the consortium intervention
and WASH coverage and needs (existing infrastructures compared to the population);
 Report on WASH issues and Consortium activities produced per targeted area (Aire de Santé
level)
 Static maps and fact sheet on strategic WASH issues
The database will be complementary and compatible with the one already established to monitor the
Village et Ecole Assainis project so as to facilitate a potential complete “integration” into this
database, thus facilitating its maintenance after the end of the project, should the product be handed
over to the government counterpart (MoH and CNEAE services) as it is aspired. To ensure such
compatibility as well complementarily, the MoH, the CNAEA and UNICEF will be invited to participate
in the preliminary phase during which data collection, methodologies and database structures will be
developed and training to consortium members on data collection will be provided.
Data collection
Primary data (basic information on villages and related WASH infrastructure) will be collected by the
Consortium members in their intervention areas (village level in all Aires de Santé targeted by the
intervention) and will be analysed by REACH Initiatives. Consortium members will be in charge of
collecting data during project implementation in their area of intervention; this will be done by the
agency programme teams during normal project implementation and will not need additional
resources. The information will be centralised by the Consortium Coordination Unit and submitted to
ACTED who then complete the mapping and analysis along with REACH. Secondary data (more
qualitative data such as KAP results, water quality testing, etc.) can also be added into the database
from M&E activities carried out by Consortium members and/or by the Consortium Unit. The mapping
information will be used by the consortium as a basis for advocacy activities as well as future
programme planning.
Responsibilities of Consortium Members
 All consortium members map all villages in their project locations during the first month of the
18-month implementation phase. The tool for this is the DRC WASH Consortium Fiche de
collecte des donnés pour cartographie ACTED FR-EN.
62
REACH is an initiative hosted by IMPACT (a Geneva-based think-tank) and implemented with ACTED and UNOSAT.
REACH has a mission to promote partnerships with other aid actors, including UN agencies and clusters, NGOs, donor and
host governments, relevant private sector partners. REACH aims at enhancing aid-effectiveness by improving the planning,
targeting and coordination capacity of aid actors in countries in crisis or at-risk of crisis. For more information visit: www.reachinitiative.org
76



This information is sent to the Consortium Coordination Unit WASH M&E officer and all
agency information is compiled.
The compiled information is sent to ACTED and maps are produced.for targeted villages.
By month 10 of each 18 month phase in an Aire de santé, all water resources will be recorded
using the same tool above and compiled in the DRC WASH Consortium Masque de saisie
pour cartographie ACTED FR spread sheet.
The Aire de Santé mapping will assist the consortium is planning additional projects following the
concentration strategy in addition to providing much needed accurate information on the status of
WASH in the DRC.
77
Appendix Three - ToR: COMBI adapted for WASH Resilience Programme in the
DRC
Context
Evidence for using marketing techniques, to improve behavior-change outcomes in WASH
programming, is discussed in a 2009 UNICEF WASH Literature Review. This interest in social
marketing techniques is attributed to “failures of conventional education, top-down, and supply-driven
hygiene and sanitation interventions to bring about large-scale behavioral change in the past 25
years63”. There is a need to bridge the gap between communities and actors in designing
programmes to effectively impact WASH related decision-making. This notion is furthered with the
recent 2012 State of the Humanitarian System report, which lists relevance and appropriateness as
one of five proposed areas of action. In this report, findings reveal a “need to deepen investments in
contextual analysis and to engage aid recipients and local organizations more meaningfully in
determining needs and programme design64”.
The DRC WASH Consortium
The DRC WASH Consortium comprises five experienced international NGOs who, by drawing on
global experience of quality WASH programmes and experience of working in consortia, aim to
increase the coverage of sustainable water and sanitation provision in the DRC.
The Consortium members are: Action Against Hunger (ACF); Agence d'aide à la Coopération
Technique et au Développement (ACTED); Catholic Relief Services (CRS); Concern Worldwide and
Solidarités International.
The mission of the DRC WASH Consortium is to assist communities in the DRC to achieve
sustainable improvements in their lives thereby building resilience of communities faced with high
morbidity and mortality due to problems linked to barriers of access to potable water, poor sanitation
and improved hygiene.
COMBI (Communication for Behavioural Impact) is an integrated marketing and communication
approach produced by the World Health Organization. The approach uses a variety of communitybased formative research and social marketing analysis techniques for planning intervention
programmes which are centred on communication strategies. It has been used primarily for outbreak
responses, information campaigns and immunization initiatives.
With its emphasis on identifying and targeting barriers and benefits in relation to core behaviours, this
type of approach, adapted to the consortium programme, would allow for the development and
implementation of a cohesive WASH communication strategy. The approach and resulting
communication strategy can easily be integrated into the common 12-step approach of the
Consortium which would impact all aspects of the programme from infrastructure provision and
support to management committees to individual behaviour change and household health decision
making. Furthermore, this approach opens up possibilities for new feedback and collaboration
mechanisms valuable for continuous WASH programmes in rapidly changing contexts.
Scope of Work
ACF proposes to adapt COMBI tools into the consortium’s common 12-step approach for 30 ACF
target villages in Popokabaka Zone de Sante in Bandundu Province and produce a final report which
will be shared with consortium members.
Adapting COMBI in the consortium approach will comprise of the following 6 key activities:
1. Collect and document brief summaries of folklore from songs, stories, beliefs, traditions and
customs in targeted communities;
63
Evidence base: Water, Sanitation and Hygiene Interventions; Literature Review: December 2009; WASH Section, UNICEF,
New York, (unpublished).
64
The State of the Humanitarian System 2012 Version; Active Learning Network for Accountability and Performance in
Humanitarian Action (ALNAP).
78
2. Modify and adapt COMBI planning tools 65 to WASH programmes and introduce other
formative research and social marketing tools as appropriate;
3. Develop and conduct training with mentorship on tools for relevant ACF field staff;
4. Implement tools across 30 villages and accomplish impact, probability, and penetration
analysis with micro level government actors;
5. Elaborate a WASH communication strategy with COMBI tool 15;
6. Produce a final report (English and French) and present the findings of the study at the sixmonthly Technical Working Group review meeting;
The work should result in 3 main outputs:
1. Training of ACF field staff on formative research techniques (month 1);
a) Elaboration and implementation of an integrated, WASH communication strategy (month
4);
b) Final report on research project (English and French) with presentation workshop to be
presented to the Consortium members during the first six month technical review meeting
(month 6);
The report should answer the following questions:





What are the identified non-divisible, end-state behaviours of the communities in the target
locations related to adoption of safe water use, hygiene, and sanitation practices Which of the
main identified positive or negative behaviours are recommended to be targeted to promote
behaviour change in communities according to the combined impact, probability, and
penetration analysis?
What are the associated barriers to and opportunities for adoption of positive hygiene and
sanitation practices?
What are the preliminary outcomes of the approach in relation to the DRC WASH Consortium
members use of IEC material and data collection M&E tools?
What are the potential public private partnerships and income generating activities linked with
this approach in the DRC?
What are the main recommendations for replicating and scaling-up this approach in the DRC?
In addition, the report should include the following:
 A set of the research and marketing analysis tools developed for this research ranked
according to their appropriateness to the context in the DRC;
 A draft WASH communication strategy considering all elements of the WASH project:
adoption of safe water use, hygiene and sanitation practices.
Lines of Communication
The successful candidate (external communication specialist) will report to the WASH Coordinator
and liaise with the Program Manager of ACF. She or he will be based in the Popokabaka with
frequent travel to target villages. ACF will communicate with the WASH M&E Coordinator through the
WASH Coordinator.
Timeframe
June to December 2013
Specifications for Successful Applicant






65
Experience of community level social research;
Experience leading and mentoring a team;
Experience developing and facilitating trainings;
Knowledge of community based social marketing;
Knowledge and understanding of the WASH sector;
Fluent English and a good working knowledge of French;
COMBI Toolkit – Field workbook for COMBI planning steps in outbreak response; 2012, WHO, Geneva
79


Report writing skills;
Familiar with field work and travel in difficult environments;
Application Process
Interested parties should send their applications to XXXXXXX by XX/XX/2013.
Applications should include:
Up to date curriculum vitae containing two references:
a) One writing sample of previous work - preferably published (file should be named:
[family name] [first letter of first name] sample DRCWC ACF research e.g. Smith J
sample DRCWC ACF research);
b)
c) One document: (no more than 700 words) outlining how you meet the ‘Specifications for
Successful Applicant’ above and outline a proposed methodology to produce the
outcomes listed above.
Responsibilities
It is envisaged this pilot will be carried about by the same ACF field team structure defined for the
DRC WASH Consortium Programme. It will be necessary, however, for an external communications
specialist to introduce the methodologies, facilitate tool adaptation and development, and build
capacity on the team. It is expected that WASH actors will be consulted as part of this research,
The external communications specialist will also be responsible to produce the final report on the
research and present this prior to finalisation to ACF. ACF will provide Consortium members with the
opportunity to comment on the report prior to finalisation and presentation at the Technical Working
Group 6-monthly Review meeting to be held in Kinshasa in December 2013.
The research will be be used as the basis for refinement of the hygiene promotion and behaviour
change processes used by consortium members. This refinement will be led by the Consortium
WASH M&E Coordinator.
Annexes
1. Field workbook for COMBI planning steps in outbreak response
2. Community based social marketing module - TBD
80
Appendix Four - Catholic Relief Services (CRS): Arborloos
A. Title of Operation research:
Introduction of Arborloo latrine as an ecological option to break through long-standing barriers to
achieve sustainable and scalable sanitation improvements in rural communities in DRC
B. Brief Description of the Activity:
As a means to break through long standing barriers to achieve sustainable and scalable sanitation
improvements in the rural areas in developing world, CRS has piloted and began promoting the
ecological sanitation and the Arborloo in a few countries. The single pit compost toilet, or “Arborloo,”
is the simplest and least expensive ecological toilet design. It consists of a shallow pit about 1 meter
deep with a 60 cm circumference, a slab (preferably concrete), and a simple superstructure. It is an
‘ecological toilet because it is a closed loop system, which allows human waste to be used as a
fertilizer once it is composted66. Soil and ash are added to the pit after each use, which helps with the
composting of the excreta and keeps away smell and flies. The pit is allowed to fill, usually in 6-12
months, depending on the depth and number of people using it. Once filled, the pit is topped up with
at least 15cms of good topsoil, a new pit is dug and the slab and superstructure are moved to the new
pit. A tree seedling (community will decide the kind of tree) is planted in the soil above the composted
material in the old pit, which is fertilized by the composted material in the pit.
(See design bellow in Figure1).
Figure 1: Arborloo latrine concept
66
See Morgan, Peter (2007). Toilets that Make Compost: Low-cost sanitary toilets that produce valuable compost for crops in
an African Context. Stockholm Environment Institute, EcoSanRes Programme.
81
C. Sectoral Expertise of Agency in this Activity to Date:
CRS is a leading agency in the implementation of “Arborloo67” latrines to achieve sustainable 100%
sanitation in select countries in Africa. Based on the success of the pilots, the Arborloo concept is
currently ready to be introduced to new areas. This project proposes to introduce Arborloos to DRC
as a potentially popular sanitation solution technology.
Feedback from CRS Arborloos implementation 68 in East Africa
From 2005 to 2009, 54,000 households in 7 regions of Ethiopia have installed Arborloos with the help
of CRS and partners. The large number of Arborloos constructed by households during that period of
2005 to 2009 was nearly ten times the number of conventional latrines built in the same regions
between 1995 and 2004. The conventional latrines were found by the communities to be more costly
and difficult for households to construct. See http://www.crs.org/ethiopia/ecological-sanitation. CRS
and partners have considered this expansion to be a major breakthrough with the potential for
significant scale up. CRS country programmes in South Sudan, Kenya and Uganda in 2008 and 2009
implemented pilot projects in which the Arborloo has been introduced, but where larger scale
implementation has yet to be undertaken.
Factors affecting Arborloo acceptance and sustainability
The understanding of the link between good health and use of toilets with hand wash facilities was the
overriding reason households gave for wanting to have improved sanitation within their communities.
Other important factors influencing households to adopt and sustain the use of the Arborloo were:
simplicity and ease of construction, low cost, potential for fruit or other crop production from the
compost pit, as well as privacy, dignity and convenience.
Households reported that improved sanitation knowledge came mainly from CRS and partners
through Participatory Hygiene and Sanitation Transformation (PHAST) training. The assessment
found that Arborloo availability has allowed this understanding to be translated into actual sanitation
improvement at the household and community levels. These findings were consistent in all four
countries where CRS has implemented Arborloo project. In Ethiopia, villagers, CRS partner staff and
health officials, stated that villages with full Arborloo coverage have escaped outbreaks of acute
watery diarrhoea and villagers interviewed claim that they have significantly reduced incidence of
diarrhoea, particularly among children, since having their Arborloos.
The assessment found six other important factors at the programme level influencing Arborloo
acceptance and sustainable use in communities, which impact the potential for scale up:
a. Arborloo and PHAST training: Where training for CRS staff partners, community health workers
b.
c.
d.
e.
and local government officials was robust, understanding of sanitation and the Arborloo and the
support garnered has been strong and this has been transferred to the village level. In such
cases, 100% or near 100% coverage with Arborloos in project villages has been achieved.
Access to inexpensive, durable concrete slabs: CRS, partners and government officials
reported that slabs made of local materials were not sanitary or durable and they strongly
supported continuing to provide households with concrete Arborloo slabs. CRS staff in Ethiopia
and South Sudan and local government officials in Ethiopia stated strongly that decentralizing
slab production should be encouraged and privatizing slab production should be explored. The
assessment also found that there was some level of willingness to pay for slabs by households
interviewed.
Model families: Selecting model families to demonstrate Arborloo use and achieving a small but
critical mass of Arborloos users in a community is important for quick acceptance and spread of
sanitation and the Arborloo concept. There was little or no take-off of the technology where
Arborloos were few in number, spread over a large geographic area.
Exchange visits: Seeing is believing! In Ethiopia, visits by partners, government and community
leaders to Arborloo sites have had a positive impact on Arborloo acceptance in new communities.
Access to tree seedlings: An important element for Arborloo sustainability is ensured access to
tree seedlings, both for filled pits and to serve as a control, as new families learn about the
See Dr Simpson-Hebert, Mayling and Abaire, Bekele (2009). 40,000 Eco-toilets in Ethiopia in 4 years by CRS – What makes
it work! Paper presented at the 34th WEDC International Conference, Addis Ababa, Ethiopia, 2009.
68
Paul Hebert, PhD -Rapid Assessment of CRS Experience with Arborloos in East Africa December 2009
67
82
f.
fertilization advantages of the Arborloo. While CRS usually provides the first seedlings, the
assessment found there was inadequate or no planning for future access to seedlings and this
was a concern expressed at the household level.
Government policy and support: In Ethiopia, where CRS staff liaised with the local authorities
at early stages of project development, government health bureau staff, agricultural and health
extension workers have been enthusiastic Arborloo supporters and promoters. The federal
governments of Ethiopia, Kenya and Uganda have recognized ecological sanitation as an
accepted option within their policy frameworks, but this does not always trickle down to the local
level. In South Sudan, CRS and partners have been implementing arborloo projects in selected
communities. The results are so far encouraging.
Household issues and needs
During interviews and focus group discussions, all households interviewed indicated their general
satisfaction with the Arborloo as their sanitation technology and said they planned to continue using
their Arborloos. However, individuals noted the following needs for further support, providing insight
into their concerns: (1) more hygiene training, (2) agriculture production and manure use training, (3)
information on how to use urine as a fertilizer, (4) support for bio-gas production from their Arborloos,
(5) credit if they were to have to purchase their slabs, (6) more slabs for households without
Arborloos, (7) formation of district or sub-district sanitation committees, (8) better school toilets for
girls, (9) handles on slabs, (10) easier access to seedlings, (11) help in establishing local seedling
nurseries, (12) water supply for seedlings, (13) help to market their fruit produced on the Arborloo pits,
(14) training as artisans to produce slabs, and (15) tools for digging pits.
Gender
The assessment found that women seem to be the driving force to improve sanitation for their own
privacy and to improve household health, while men are usually the impetus in taking advantage of
the agricultural productive capacity of the Arborloo. Women-headed households in Ethiopia (7 of 45
households surveyed) indicated that they were able to dig the Arborloo pit themselves, build the
superstructure and move the slab once the pit was filled. This finding was substantiated in focus
group discussions and key informant interviews, where it was also revealed that elderly and
handicapped people were also able in most cases to dig the pits, place the slabs and move them.
Religion
CRS’ experience in Ethiopia and this assessment suggest that the religious affiliation of households
and communities does not have an important impact on whether or not they are willing to accept, use
and sustain the Arborloo. The fact that 40,000 of the 54,000 Arborloos constructed in Ethiopia are
used by Muslim households attests that Muslim communities have found the Arborloo acceptable.
Hygiene education and understanding of sanitation and the Arborloo seem to be the keys to
acceptance of the Arborloo among Muslims and Christians alike. Nearly half of the households
interviewed in four countries (Ethiopia, Kenya, Uganda and South Sudan) were Muslim and all had
decided that the Arborloo was acceptable as a toilet, even though they might have different views on
growing a tree on the pit.
Comparative advantage of applying this activity to the Consortium Programme:
The investment costs of sanitation programmes using the Arborloo appear to be fairly consistent
throughout East Africa. CRS country programmes reported the following costs per household for
Arborloos based on their best estimates (including provision of hygiene education, promotion and
other training, provision of a concrete Arborloo slab, as well as programme staff, support costs and
monitoring and evaluation.)
CRS Estimated Programme Costs per Household for Promoting the Arborloo in 2010 (in US$)*
Country
Ethiopia
South Sudan**
Kenya
Uganda
Tanzania
Slab
8
18
11
10
7
Promotion/Education
9.40
10
12
10
12
Total Cost $
17.40
28
23
20
19
83
*The household bears the costs of digging the pit and building the superstructure and are not
reflected in this table.
**The cost per household for South Sudan is based on a proposed model for commercial (privatized)
production and sale of 40,000 slabs out of 56,000 proposed to be produced, so that households are
expected to pay for those slabs.
It is important to note that these costs are significantly lower than building conventional deep pit
latrines, which in most cases cost about $80 to more than $200.
The single pit compost toilet, or “Arborloo,” is the simplest and least expensive ecological toilet
design. Elders and single household mothers were easily able to dig and construct their latrines in a
day time. Also children are more comfortable using the arborloo latrines. Tree planting on top of old
latrines is another big advantage to help mitigate deforestation in some part of Africa. In Ethiopia
where CRS started the implementation of the Arborloo, the fruit trees have a great benefit of providing
access to fresh fruits and variation to diets. When the project has run for a few years the family may
be benefiting from multiple types of trees that provide different fruits (mangos, pawpaw, bananas) that
supplement diet and can provide periodic income.
D. Description of Intervention
Output: Communities have improved and sustained access to sanitation facilities
Process
1. Organisation of training on the Arborloo concept in villages of Ototo Zone de Santé targeted in the
first 18-month implementation phase as part of the Consortium programme hygiene and
sanitation promotion activities (Months 1 and 2, Year 1).
2. Training of 4 local artisans in the production and selling of latrine slabs in the study villages.
3. Assist in the construction of demonstration household Arborloo latrines as well as conventional
latrines in the study area as part of the first 18-month intervention phase. A total of one
demonstration latrine per 50 households is planned.
4. Normal M&E processes will be used to collect data on the extent to which either type of latrine is
adopted by households and the reasons for adoption over the 18-month intervention phase.
5. An assessment of the scalability and sustainability of the Arborloo latrines will be conducted in the
study area following one year of the initial construction (Month 24, Year 2).
6. The assessment report will be reviewed by consortium members and a presentation will be made
to Consortium Member Agencies at the Technical Review Meeting (one meeting is planned every
six months of the consortium programme) (Month 30, Year 3).
7. The research will analysed to ascertain if the arborloos technology will be adopted by the
consortium as part of normal implementation and monitored to test results of the original study.
This will be decided at the presentation workshop above.


The Consortium Coordination Unit will decide on a communications strategy following the
results of the pilot and outcomes of the research project in consultation with all consortium
members.
The Consortium Coordination Unit will then monitor the take up of this technology by other
consortium member agencies for the remaining implementation period.
Inputs
 Most materials costs for this innovation activity are already inserted in the main proposal
concerning household latrines construction. In this main proposal, CRS and Caritas Tshumbe will
provide one demonstration latrine for every 50 households in a community as part of the hygiene
and sanitation promotion strategy. The cost includes the slab cost, training of masons and the
price of seedling.
 CRS will buy the demonstration slabs from them at determined cost during the project
implementation and use these to build the demonstration latrine.
 It is expected that the slab artisans will continue their production as private business after project
implementation.
 The project will make a provision of tree seedlings (two per participant) during the first phase (18
to 24 months) of the project implementation.
84
Consultant
 After the first phase of implementation, CRS will engage a consultant to coordinate the
assessment of the adoption of Arborloo latrines in project areas and explore the scalability and
sustainability of the technology.
 The results of the first phase will be presented to consortium members for possible adoption of
the technology in all consortium programme sites.
Target groups
The target group are the direct participants of the DRC WASH Consortium Programme in Ototo Zone
de Santé (in Kasai Orientale, DRC). It is estimated that women would account for about 75% of the
total Arborloo latrines construction in these communities.
Monitoring, evaluation and accountability
This Project is one of the Consortium pilot initiatives and in its first phase will be managed by CRS.
The lessons learned from this project will be disseminated through established consortium
communication channels. The project results data will be available and shared with pertinent
Government offices, UNICEF, and the WASH cluster.
85
Appendix Five - Concern Worldwide: Sustainability of Supply chains: a study
of hand pumps in rural DRC
Context
DRC is the poorest country in the world, ranked 187 on the UN Human Development Index (2011) 69.
The government capacity to provide essential basic services to the population is weak, hampered by
the vast, inaccessible nature of large swathes of the country and on-going conflict in the east and
south east warranting the deployment of the UN’s second largest peacekeeping force. The entire
country has been affected by the legacy of colonialism and poor governance with the lack of
investment being borne out in a wide range of indicators 70: in a country two thirds the size of western
Europe there are only 2,794km of paved roads which is roughly half that of Luxembourg; there are
0.11 doctors per 1,000 people compared to 0.77 in South Africa; GDP per capita is estimated at only
$300 despite the country having extraordinary potential in terms of agricultural production and
commercial mining. Furthermore, Transparency International ranks DRC in the bottom 20 countries in
its global corruption index71. Although there have been many improvements over the last decade in
terms of stability and security, these have been confined to the centre and west of the country. The
national ‘5 Chantiers’ reconstruction programme72 is progressing, though this largely involves
infrastructure projects (valued in the millions of dollars) which have immediate benefit mainly for urban
population centres.
According to the World Bank, DRC is the most water rich country in Africa possessing 52% of the
continents surface water reserves73. However, as a result of the context described above, services in
the WASH (water, sanitation and hygiene promotion) sector are weak or non-existent for large
sections of the population. According to the Ministère du Plan/UNICEF Multi Cluster Indicator Survey
(May, 2011) less than half (47%) of the population are accessing water from an improved water
source and of this 47% most tend be urban and wealthy. This, combined with poor access to
sanitation, lack of knowledge of good hygiene practices and privation of health services, contributes to
poor outcomes: 10% of children are born with low birth weights; 43% of under-fives are underweight;
47% are stunted; and 18% of under-fives had diarrhoea in the past week74. Cholera is endemic in
DRC75.
WASH service delivery is often ad hoc and disjointed with responsibility shared across many line
ministries and government agencies under the umbrella of the Comité National d'Action de l'Eau et de
l'Assainissement (CNAEA). According to UNEP the CNAEA has ‘limited resources…[and]…has
functioned largely in a spontaneous and ad hoc manner and has not been able to effectively
coordinate the sector’76. Service National Hydraulique Rural (SNHR) and Régie de Distribution d'Eau
(REGIDESO77, a public sector company) are responsible for rural and urban water supply
respectively78 while Ecole et Village Assaini79 is the national hygiene and sanitation programme led by
the Ministère de la Santé Publique with support from UNICEF80. NGO (both local and international)
coordination in the WASH sector is through the UN cluster system, led by UNICEF with a focus on
humanitarian response. According to the 2013 DRC Humanitarian Action Plan, the WASH sector had
the second highest financing requirement at US$89.4m81. According to the World Bank, international
assistance makes up the vast majority of funding for the sector 82 and key donors include World Bank,
69
http://hdr.undp.org/en/statistics/
https://www.cia.gov/library/publications/the-world-factbook/geos/cg.html
71 http://cpi.transparency.org/cpi2012/results/
72 The 5 Chantiers is the Government’s priority focus reconstruction program derived from the Poverty Reduction Strategy
with fixed objectives covering infrastructure, health and education, housing, unemployment, and electricity and water.
73 Cited in http://postconflict.unep.ch/publications/UNEP_DRC_water.pdf
74 DRC Multicluster Indicator Survey, Ministry of Plan/UNICEF, May 2011
75 http://www.irinnews.org/Report/97385/DRC-considers-cholera-vaccination
76 UNEP ibid.
77 http://www.regidesordc.com/
78 UNCEP ibid.
79 http://www.ecole-village-assainis-bdd.cd/va/
80 http://projects.dfid.gov.uk/project.aspx?Project=200196
81 https://docs.unocha.org/sites/dms/CAP/2013_DRC_HAP_FR.pdf
82 http://www.wsp.org/sites/wsp.org/files/publications/CSO-DRC-En.pdf
70
86
Water and Sanitation Programme (WSP), the African Development Bank, the European Union, and
the following governments via their aid agencies: France, Germany, United Kingdom, and Belgium 83
The World Bank report84 that the majority of funding in the WASH sector is for water supply. In the
rural context this is often based on a hand-pump related technology. However, hand pump failure
rates in Africa are estimated to range between 30% and 50% 85 while in DRC it is reported as high as
60%86. This is having a negative impact on the sustainability in the sector: large capital investments
are made in the initial installation of protected water points but if these points are not properly
maintained value for money is not truly being achieved by the project donors and end-users are
discouraged as they are forced to return to pre intervention water sources after what was intended to
be a long term solution to the water problems in their area turns out in reality to provide potable water
for a relatively short period only.
The unavailability or high cost of spare parts identified as a key reason for hand-pump failure87.In
order to ensure the sustainability of WASH interventions involving community managed hand pumps
for improving access to water, access to spare parts is a key element of sustainability. There is a
paucity of operations research in DRC relating to spare parts supply chains and this research project
aims to address this building on the national strategy “Garantie Total” and the recommendations of
the ‘Atelier sur la Gestion des Pompes Manuelles en RDC’88 in 2010 which to date has been the most
coherent effort to address this issue.
The DRC WASH Consortium
Given the rural focus of the Consortium and the lack of government service providers in the contexts
where the five members work, the overall approach will be based on community mobilisation and
training. This will involve the forming/reinforcing of village-based committees whose tasks will include
water point management including hand-pump89 maintenance and repairs and associated user-fee
collection/cost recovery. Therefore, access to hand pump spare parts for these committees is a key
component of programme success.
Not only is improving communities’ sustainable access to hand pump spare parts essential for the
Consortium’s programme success, it is also important for the wider WASH sector in DRC. The
Consortium is committed to contributing to learning for good practice in the sector and as such each
member organisation is leading on a specific area. Concern is leading on research into supply chains
for hand pumps due to its experience is this area.
Concern began establishing a spare parts network for the AfriDev pump during 2011. Communities
are therefore able to buy spare parts rather than keeping large amounts of money in the community.
The point of sales has been established with SDED a non-profit organization based in the Dubie area
in Pweto territory, Katanga, and affiliated with the Catholic Church, who have managed a gravity
water supply network over the last 15 years. Spare parts are currently available through this
organization and are priced to enable full cost recovery with a small profit margin. In the first half of
2012, sales were slow, but promotion was on-going in the surrounding villages. Since that time,
conflict has broken out in this area as Mai Mai groups vie for control with government forces.
Concern remains committed to supporting SDED however, it will be necessary to assess how the
conflict and resulting displacement has affected the network. Depending on access, this research
should attempt to gather lessons from Concern’s experience in Katanga.
Scope of Work
83
See DRC WASH Consortium Proposal (annexed)
Ibid.
85 RWSN (Rural Water Supply Network) Strategy Paper ‘Sustainable Handpumps’ February 25, 2005
86 Document Stratégique de Croissance et de Réduction de la Pauvreté, DRC, July 2006.
87 RWSN ibid.
84
‘Rapport de l’Atelier de Reflexion sur la Gestion et la Maintenance des Pompes Manuelles en
RDC’, Programme National Village Assaini, Ecole Assaini. August 2010
88
89
Anecdotally, hand pumps most commonly installed in DRC are AfriDev and India Mark II.
87
The purpose of this piece of work is to compile a body of information on hand pump spare parts
supply chains, including maintenance of water points and to make related recommendations to
improve the sustainability of programmes aiming to increase water access through hand pump
installation in rural DRC.
The research will comprise of six key tasks:
7. Literature review;
8. Carry out macro level key information interviews with main stakeholders at the Kinshasa level
including government (specifically CNAEA and SNHR), UN, INGO and private sector actors in
both French and English;
9. Conduct meso level research focussing on provincial supply chain issues in French and local
languages where necessary (translation can be provided);
10. In order to ensure sustainability and ownership, SNHR representatives will be engaged to
participate in the meso and micro level field research;
11. Conduct micro-level field research focussing on village level supply chain barriers and costrecovery issues in French and local languages where necessary (translation can be
provided);
12. Lead a macro-level workshop presenting initial findings and recommendations and soliciting
and compiling feedback in French;
13. Produce a comprehensive study report in English or French (translation will be organised).
The work should result in three main outputs:
1. Literature review (English or French);
2. Workshop report (French);
3. Study report containing a literature review summary, methodology outline, key findings and
recommendations (incorporating feedback of from the workshop) (English or French).
The study report should answer the following main research questions:
1. What spare parts/products are most likely to succeed given current supply chain/market
conditions?
2. What are the main barriers to effective spare parts supply chain functioning (including issues
of purchasing power of village committees and availability of qualified mechanics)
3. What market linkages are necessary in order to strengthen the supply chain of spare parts?
4. What concrete steps are needed in order to establish or strengthen the market linkages
identified in research question 3?
5. How should WASH programmes in DRC be adapted in light of the findings for the above
questions?
It is envisaged that the research will require travel to at least five of the provinces where the
Consortium is operational (see annex 2 of the DRC WASH Consortium Proposal) including field work
in provincial capitals and in target villages including the Concern supported spare parts network in
Katanga.
Lines of Communication
The successful candidate (consultant) will report to the Assistant Country Director – Programmes of
Concern Worldwide DRC and liaise with the DRC WASH Consortium Director (both based in
Kinshasa) and the Concern Worldwide DRC Desk Officer (based in Dublin) and others as the travel
schedule dictates.
Timeframe
September/October 2013 (with some flexibility).
Specifications for Successful Applicant
88












Experience of similar research projects;
Knowledge of supply chains analysis;
Experience of programming in the WASH sector;
Fluent English and a good working knowledge of French;
Ability to engage high-level stakeholders in in-depth technical discussions;
Workshop facilitation skills;
Writing skills;
Ability to undertake field work and travel in difficult and sometimes insecure environments;
Village level research skills and experience;
Positive and “can-do” attitude with excellent inter-personal skills;
Experience working in DRC is desirable but not essential;
Willingness to adhere to Concern Worldwide’s Programme Participant Protection Policy (P4) –
see annex 2.
Application Process
Interested parties should send their applications to XXXXXXX by XX/XX/2013.
Applications should include:
1. Up to date curriculum vitae containing two references (file should be named: [family
name] [first letter of first name] cv DRCWC Concern research e.g Smith J cv DRCWC
Concern research);
2. One writing sample of previous work - preferably published (file should be named: [family
name] [first letter of first name] sample DRCWC Concern research e.g Smith J sample
DRCWC Concern research);
3. One document in three sections: the first section (no more than 700 words) outlining how
you meet the ‘Specifications for Successful Applicant’ above; the second section (no more
than 700 words) providing an outline of a proposed methodology to produce the outcomes
listed above and proposed tools used to carry out the key tasks listed above; section three
should include a quotation in U.S. Dollars for the work including a daily rate and an expected
number of days (in the form of a draft schedule) to complete all elements of the research. Do
not include travel days but do indicate if travel days will be charged at the rate previously
quoted or at a reduced rate90 (file should be named: [family name] [first letter of first name]
application DRCWC Concern research e.g Smith J application DRCWC Concern research).
All three files above should be in pdf format and zipped into one file named [family name] [first letter of
first name] application DRCWC Concern research e.g Smith J application DRCWC Concern research.
Responsibilities
The following as the responsibilities of all relevant parties including the successful
applicant/consultant, Concern Worldwide, Consortium members; and the DRC WASH Consortium
Unit.
Responsibilities of the successful applicant/consultant
 Completion of work as defined in this TOR and subsequent contract;
 Cooperating with visa application process (if necessary);
 All insurance and medical related costs;
 Ensuring an adequate supply of cash is available for personal expenditure while in DRC;
 Adherence to relevant security SOPs;
 Adherence to Concern’s Programme Participant Protection Policy.
Responsibility of Concern Worldwide
 Visa application process (if necessary);
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The total number of days including travel days will be negotiated with the successful applicant.
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International travel arrangements (if necessary);
Relevant security briefings;
Finalise research schedule in consultation with the Consortium Director and share with
Consortium members;
Finalise successful applicant/consultant travel schedule with the Consortium Director in
consultation with Consortium members including transport and accommodation;
Share report drafts with Consortium members for input and comment prior to the finalisation
of the report;
Dissemination workshop for the final report in consultation with the Consortium Unit for all
stakeholders.
Consortium Members
 Participate in consultations with the consultant and provide transport and accommodation to
the consultant during field visits to specific member locations;
 Facilitate field visits to programme locations including providing staff to conduct field level
research and survey tasks as well as translation services where required;
 Provide feedback on draft reports;
 Attend associated workshops and provide input and feedback on the report.
Consortium Coordination Unit
 Working with Consortium members, develop a strategy related to the recommendations from
the consultancy;
 Ensure that the report and its recommendations are communicated to the wider WASH sector
in the DRC, potentially through publications, or workshops;
 The DRC WASH Consortium M&E WASH Coordinator will participate in field level visits and
provide technical input to the process.
Annexes
1. DRC WASH Consortium Proposal
2. Concern Worldwide Programme Participant Protection Policy (P4)
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