WATER SERVICES TRUST FUND
Integrating the Roles and Responsibilities of the Country
Resident Monitors (CRM’s) in the Water Services Providers
Illustration by Vincent Nyalik
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Contents
1.
2.
The UPC Field Monitors ........................................................................................................... 3
1.2.
Main roles and responsibilities of the WSTF Field Monitors ........................................... 3
1.3.
Challenges faced with the current Field Monitor setup .................................................. 4
Case for the one County Resident Monitor (CRM) Approach ................................................. 4
2.1. Advantages of the One County Resident Monitor Approach .............................................. 6
3.
2.2.
Main Roles and Responsibilities of the Resident Monitor ............................................... 7
2.3.
Advantages of the CRM approach ................................................................................. 10
2.4.
Potential Challenges ....................................................................................................... 11
Communication between the CRMs and the WSTF .............................................................. 12
3.1. Operations Monitoring ...................................................................................................... 12
4.
County Resident Monitors: Targets, effectiveness, costs and payments ............................. 13
4.1. Timely payments ................................................................................................................ 13
4.2.
5.
CRMs and project operation .......................................................................................... 13
Follow-up Actions .................................................................................................................. 14
On-going activities .................................................................................................................... 14
6.
WSP Phase 1 activities before presence of CRMs ................................................................. 15
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1.
The UPC Field Monitors
To address the lack of capacity in the Water Services Providers (WSPs), the Field Monitors
(FM’s) are contracted to support and monitor the WSP, NGOs/CBOs and communities by
building capacity at all levels within the WSP and at community level on the basis of the needs
identified by the stakeholders. This has been a fruitful and effective approach implemented by
the Water Services Trust Fund (WSTF) and the FMs have positively contributed to the
performance of the WSPs. However, the status of the field monitor is not up to par because the
FMs are not fully integrated in the respective WSP team. After completion of the project, the
FM is normally withdrawn from the WSP therefore the opportunity to transfer their skills,
knowledge and consolidate these in the team is missed. It is recommended that WSPs
participate on the basis of a full staff complement whereby the FM will support and train each
individual staff member as well as the team.
1.2.
Main roles and responsibilities of the WSTF Field Monitors
The main roles and responsibilities of the Field Monitors within the UPC can be summed up as
follows:
1. Facilitate the various project related activities in the WSP.
2. Actively participate in the Project Task Team (PTT), which is responsible for the
implementation of the WSTF-funded project.
3. Ensure that the communication within the WSP and with local stakeholders is as optimal
as possible.
4. Ensure that lessons learned are recorded and fed back to the WSTF and to the other
WSPs
5. Assist the WSPs during the preparation of their WSTF project proposal (e.g. during the
WSTF Feedback Workshops)
6. Monitor the operational status (an exercise which is carried out once a year) of the
commissioned WSTF-funded projects.
7. Monitor and report on the progress (including the use of funds) of the project on behalf
of the WSTF.
According to the “End-term Evaluation of the Urban Projects Concept (UPC) at the Water
Services Trust Fund (WSTF) (EU’s EDF Programme for Kenya, January 2015, Draft report: 26-7):
“Concerning Capacity building
Although the evaluation report is positive about the Field Monitors of the WSTF, the Fund is
facing a number of important FM-related challenges.
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1.3.
Challenges faced with the current Field Monitor setup
One of the main challenges faced by the Social, Finance and Engineering Field Monitors is the
fact that over the Calls, the number of projects they have been given to a Field Monitor has
increased from 2 to 8 or 9. Currently within the UPC, one Field Monitor may have been assigned
to as many as 8 – 9 projects. In addition, within each project, he/she works with other
colleagues therefore the FM is a member of various FM teams.
This has had major implications on their effectiveness, performance and ability to monitor the
WSTF-funded projects: Field Monitors spend a considerable part of their time travelling
between project locations thus tending to miss key project activities. The travelling is also a
significant cost factor.
Informal interviews with Field Monitors show that they may spend up to 1/3 of their time
travelling between projects. The current large number of projects/FM is the result of a gradual
development and up-scaling of the activities of the WSTF. Initially in 2009, it was foreseen that
one FM would only implement 2-4 projects. The current situation can be described as:
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Inefficient and expensive as most FMs spend a considerable part of the time allocated to
them “on the road”.
Ineffective as FM often fail to attend key project events and activities.
Not contributing to strong FM teams and FMs feeling responsible for the projects they
are monitoring (they lack a sense of project ownership that all stakeholders should
have).
The UPC team and the Technical Advisors are well aware of these shortcomings because the
FMs have several times raised the issue of being “overstretched” and “overwhelmed” by the
activities. In order to improve the performance of the WSTF Monitors, there is also need to
address a number of pertinent issues that in the past have had a negative impact upon the
performance of the Monitors:
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Payment of FM remuneration on time has been an issue
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The WSTF has to organize a refresher-workshop once a year and a dedicated training
workshop whenever new concepts, methods and technologies are used (e.g. UBSUP,
tablet-based reporting, Operations Monitoring). The workshops should also provide the
opportunity to the FMs to exchange experiences and present proposals on how to
improve the UPC.
2. Case for the one County Resident Monitor (CRM) Approach
The UBSUP programme is demand driven. In other words, plot & household-level sanitation
projects are demand-driven as landlords and household are expected to buy their improved &
subsidised toilets. The UBSUP programme uses social marketing techniques to increase demand
for basic sanitation throughout the duration of the project.
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The fact that the adoption and diffusion of plot and household level sanitation is driven by
demand has important implication for the duration of such a sanitation project. The duration of
a water supply and public sanitation project can be carefully estimated and planned once
certain conditions are met (e.g. land required for project infrastructure has been secured). The
success of am UBSUP SafiSan project depends on the development of the demand for improved
toilets. Although a SafiSan Project aims to stimulate demand through social marketing, one
never knows when and how demand will develop.
Unlike UPC, water supply or public sanitation projects, demand-driven plot & household-level
sanitation projects (i.e. SafiSan Projects) cannot be restricted to an implementation period of 6
or 9 months. In other words:
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The duration of a SafiSan Project has to be flexible.
Financing (disbursement, accounting, etc.) procedures have to be able to respond to the
demand for toilets and/or other infrastructures (e.g. DTFs1) once it emerges.
Continuous support has to be provided to continuously by the WSTF
The One Monitor Approach, which has been successfully piloted during the UBSUP Pilot
Projects, should be able to address the shortcomings that are experienced with the field
monitor approach. Each project can be supported by a single all-round County Resident
Monitor (CRM)2, instead of three (3) Field Monitors (a Social, Finance and Engineering FM).
Although SafiSan projects have many different aspects and activities a single CRM can perform
most tasks. Some activities, however, such as the construction of a Decentralised Treatment
Facility (DTF), are likely to require the input of a specialist. When the need arises, the WSP may
decide to call upon the services of a WSTF “Flying Squad” team member (working title). This
team consists of qualified engineers, finance and social experts (some of them former Field
Monitors, some members of the WSTF) who can be called in from time-to-time to support the
CRM on areas where their specific skills and expertise are needed.
Communication between the FMs and their home base – the WSTF, its management and the
UPC team - was not ideal to say the least. The experts that make-up the WSTF “Flying Squad”
could be instrumental in improving communication between the field and the WSTF office. The
WSTF can expect the members of the Flying Squad to provide, based on practical experience,
the WSTF, with more general observations and suggestions pertaining to the UPC, UBSUP, the
WSPs and the projects. These suggestions should be used by the WSTF to continuously adapt
and improve its tools, concept and approach. The members of the WSTF Flying Squad will be
highly qualified and experienced experts. Preferably, Flying Squad members are found among
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2
DTF = Decentralised Treatment Facility.
The streamlining of the WSTF windows and the forging of stronger links between the Counties and the WSTF
requires the adoption of another name. Instead of “Field Monitor” the name “County Resident Monitor” has
been adopted by the WSTF.
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former FMs. They are, therefore, in a good position to act as a mentor to those CRMs especially
the newly recruited ones, who can benefit from the experience of “old-timers”. 3
One of the key lessons learnt during the UBSUP/SafiSan pilot project is that a single CRM who is
based at the WSP is able to, together with the other members of the Project Task Team;
implement most components of a SafiSan project. The CRM can also be expected to identify the
needs coordinate, specialised interventions carried out by (flying squad) experts (e.g. an
engineer who can advise during the construction of, for instance, a Decentralised Treatment
Facility (DTF) if and when the need (these may include complicated social, financial and
commercial issues) arises.
2.1. Advantages of the One County Resident Monitor Approach
The experiences acquired during the implementation of the UBSUP Pilot Projects clearly
demonstrate that a single all-round County Resident Monitor (CRM) can effectively and
efficiently support the WSP with the implementation of SafiSan projects with the intermittent
support of the “Flying Squad” as need arises
The advantages of this approach include the following:
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Permanent presence of a County Resident Monitor will facilitate the WSPs by ensuring
there is continuous support to the UBSUP programme. Within the UPC, Field Monitors
are only available for a limited number of days. Their frequent absence is often causing
project delays, complacency by the WSP and the stalling of the project in a limited
number of cases.
Given the complexity of the sanitation project, unlike water, there is need to have a
permanent Monitor based at the County of the WSP, not only to monitor the project but
also to support the WSP to implement the project within the set timelines.
UBSUP is a demand-driven programme. It requires uninterrupted generation of demand
for improved sanitation to achieve set objectives. The CRM will ensure day to day
activities such as plot visit, toilet registration, siting, construction of toilets; approval and
payment of subsidies are done within the shortest time possible.
For the WSTF, the CRM approach will result in considerable savings as the CRM will
spend much less time and project funds on travelling between projects.
For the WSTF, it will be easier to manage a single CRM as compared to 3 Field Monitors.
Currently the WSTF often has to listen to the excuses (e.g. not being able to participate
in key project activities) provided by Field Monitors who complain about the large
number of projects, related travel requirements and the quality of the work provided by
their (team) colleagues.
The one CRM approach will also enable the WSTF to establish a stronger presence at
County level.
Based on an idea developed by Oliver Weichelt (Gauff Engineers).
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A single County Resident Monitor should be able to manage one or 2 UBSUP SafiSan projects,
provided the distances between the 2 projects are manageable. The number of days a CRM will
be given on a particular project depends on the complexity of the projects but also on the
capacity of the County and/or the WSP to implement WSTF-funded projects. The new CRM
approach will also enable the WSTF to target capacity building at WSP level in a better way and
to reduce (or even phase out) the support in fields where the WSP has particular strengths.
One of the main challenges the WSTF will face in 2015 will be:
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to enable the Counties and their WSPs to set their priorities and address the needs of
the underserved rural and urban poor and to address water and sanitation related
environmental issues
to continuously provide a platform for sector exchanges (best practices, lessons learned
as well as flops).
The WSTF also has to ensure that the projects it is funding are based on sound proposals of
good quality and are able to achieve their value for money objectives. The participation of all
Counties in a national level project proposal appraisal and ranking process eventually benefits
all stakeholders; Counties, WSP and the communities concerned.
The WSTF is uniquely positioned to provide very valuable services to the Counties in terms of:
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Enabling the Counties and their WSPs to develop and meet their pro-poor and public
health targets.
Providing sector-related capacity building at national and local level (WSP, County, and
community).
Addressing County-level data needs (possible through the development of MajiData
add-ons).
Ensuring that best practices are shared with all Counties.
Organising inter-County meetings and exchanges (visiting best practices, peer-to-peer
support, etc.).
Ensuring that all Counties benefit from national-level technical standards that are userfriendly and reflect the human right to water and adequate sanitation.
Ensure that all Counties achieve national level (set by WASREB) supply targets and
access (to safe water and adequate sanitation) coverage targets.
2.2.
Main Roles and Responsibilities of the Resident Monitor
The County Resident Monitor represents the WSTF at the project, WSP and County level. The
Resident Monitor is an all-rounder who within the framework of his or her assignments is able
to address, technical, social and financial issues. Financial issues related to the implementation
of the project itself but equally the financial aspects related to the implementation of the
project (scheme).
The Resident Monitor is based within the County where the WSTF-funded project is
implemented. If the Resident Monitor and the WSP are faced with challenges they are unable
to address, they can request for the support provided by WSTF members of staff or experts
working for the WSTF.
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The main fields of responsibility of the Resident Monitors are as follows:
1. Being the (communication) bridge between the project(s), the WSTF and the county.
2. Providing support to the Water Service Provider (WSP).
3. Capacity building at WSP, County and community (project) level.
4. Providing feedback on lessons learned.
5. Data collection for the annual WSTF Operations Monitoring exercise.
6. Assisting (at request) the WSTF with programme or project evaluations.
7. Data collection and reporting to the WSTF and other stakeholders
Below are a detailed roles and responsibilities of the County Resident Monitor:
a. Being the bridge between WSP, the project(s) and the WSTF:
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Coordinating all key UBSUP/SafiSan or UPC activities with the support of other UBSUP
team members from WSTF and GIZ (UBSUP only).
Overseeing the proper utilization of the material resources in the project and the
optimization of expenditures.
Monitoring the preparation, implementation and operation of the WSTF-funded
projects.
Monitoring actual financial expenditure against budget and ensure proper management
and utilization of finances, work with the finance team of the WSP and (if deemed
necessary) the WSTF to prepare financial reports, and ensure implementation is in
compliance with the contract and WSTF regulations.
Ensure that the WSTF makes timely disbursements to the WSP. Ensuring there is timely
feedback by WSTF on relevant and urgent matters e.g. disbursement of project funds
(e.g. to pay subsidies, within SafiSan projects).
Providing the necessary support (including logistical support) to the WSTF members of
staff or experts when they visit the project.
Ensuring the implementation of recommendations from WSTF resulting from internal
audit, experts’ field visits.
Proactively refer to the WSTF any matter that could jeopardize the projects and the
funding.
Promoting commitment to WSTF charter and preventing frauds, informing the WSTF
management in case of frauds or any irregularity. Reporting any irregularities (e.g.
corruption) to the WSTF, the management of the WSP and/or the Ethics and AntiCorruption Commission (EACC).
Exchanging relevant experiences with other Resident Monitors.
b. Providing support to the Water Service Provider (WSP) and other stakeholders
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Assisting the WSP in the identification of sanitation hotspots and potential SafiSan
project areas using the (market for sanitation assessment) tools provided in the Toolkits.
Assisting the WSP in the identification and training of the UBSUP/UPC Project Task
Team.
Assist the PTT with the preparation and regular updating of the Project Work Plan.
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Being responsible for the timeframe and quality of project implementation, in
accordance with the adopted plan.
Assisting the WSP in the identification and training of the Social Animators (UBSUP).
Supporting the WSP with the identification, training and guiding of local artisans and
Sanitation Teams for SafiSan projects.
Cooperating with external institutions, including NGOs, governmental institutions and
their agencies, and local government, as well as local CBOs, in regards to the
sustainability of the implemented project.
Assisting the WSP in rolling out community awareness, sensitization and education
programmes and campaigns.
Assisting the WSP in developing criteria and a procedure that can be used by the PTT
and the Public Health Officer (PHO) to identify the best sites for SafiSan toilets.
Assisting the WSP to secure public land through the relevant stakeholders for the
construction of Decentralized Treatment Facilities (DTF).
Assisting the WSP in organizing and carrying out meetings with key local stakeholders
who are critical to the success of SafiSan Project (County Government, NEMA, Public
Health Office, etc.).
Providing guidance to the WSP during all stages of the procurement process (e.g. the
procurement of the Social Animators and Contractors).
Supporting the WSP during the monitoring of technical works to ensure timeliness,
quality, technical integrity of the facilities and value for money is achieved before any
payment is made out to the Contractor and households (UBSUP only).
Reporting, to the management of the WSP, project progress as well as the main
challenges, and successes.
Providing guidance to the WSP when it comes to reporting on progress, challenges and
successes to the management of the WSP.
d. Capacity building at WSP, County and community (project) level.
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Ensuring that the Project Task Team is trained on the modules and tools of the WSTF
Toolkits.
Assisting the County/WSP with data collection (e.g. water point mapping using the
method and tools approved by WASREB and WSTF).
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The identification of priority WSS interventions (rural, urban and catchment protection).
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Creating good working relations between the County/WSP and the relevant persons and
department within the WSTF.
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Monitoring the WSTF-funded projects.
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Identifying, together with the local stakeholders, capacity gaps and ensuring that the
required expertise is made available by the WSTF.
e. Providing Feedback on lessons learned
 The County Resident Monitor is also expected to ensure that valuable lessons learned,
new approaches, designs, procedures and solutions are shared with the WSTF. This will
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enable the WSTF, being a national level institution, to share and scale up these lessons
enabling the entire Water Supply and Sanitation (WSS) sector to benefit from the
experiences and ideas shared.
The CRM is encouraged to propose, based on experiences acquired, adaptations of the
tools, procedures and approaches designed by the WSTF. If, according to the CRM, there
is need for additional tools, procedures and approaches in order to improve the overall
concept, the Monitor should propose or even develop these.
f. Participating in the annual operations monitoring exercise
The WSTF, its parent Ministry and its Development Partners are increasingly
emphasizing sustainability, the need to monitor the functionality and performance of
the existing (WSTF-funded) infrastructure and schemes. The objective of the WSTF is to
ensure that 5 years after commissioning 95% of all infrastructures are still fully
operational and in good technical and hygienic condition.
In order to monitor the built capacity, the WSTF is implementing an annual Operations
Monitoring exercise. The collection of (geo-referenced) data is done, using the WSTF
Android application, by the Resident Monitors who will receive the necessary logistical
and organizational support from the WSTF.
g. Assisting (at request) the WSTF with programme or project evaluations
The Development Partners of the WSTF may request the WSTF to evaluate specific
projects or components of the UPC and UBSUP programmes. The WSTF has developed
the necessary tools and procedures to carry out such an evaluation. The Resident
Monitors will be asked to participate in the evaluations.
h. Data collection and reporting to the WSTF and other stakeholders
 Managing documentation, in accordance with the WSTF’s directives and the reporting
standards.
 Collection, management and transfer of relevant data on the WSTF-funded project.
 Submitting (timely) the Monthly Report. This report is prepared using the WSTF Android
application.
 (If deemed necessary) Preparing special reports for the Project Task Team, the WSP, the
County Government, etc. These reports have to be shared with- and approved by the
WSTF.
2.3.
Advantages of the CRM approach
The WSTF employing County-based Residents Monitors (CRM) on a more permanent basis
using a renewable (one-year) contract has the following advantages.
1. The CRM can be expected to have and build a detailed relevant local knowledge and
network.
2. The CRM can be made responsible for the monitoring of all WSTF projects (e.g. rural,
urban and water resource management projects).
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3. The CRM can be a key role to transform the WSTF into the local-national one-stop-shop
for all WSS challenges (including WSS-related public health issues) the County and their
WSP are facing.
4. The CRM can be mobilised to carry out other key WSTF activities such as the yearly
Operations Monitoring exercise.
5. The CRM can also be expected to support the other Departments of the WSTF (e.g. to
prepare the mission of the Infernal Audit Department).
6. The overall management of the CRM is no longer the responsibility of the UPC Officers,
but is done by the HR and Quality Assurance Departments.
7. When it comes to, for example, urban projects the CRM still reports to the responsible
UPC Officer responsible for the zone the CRM is working in.
8. If a CRM is not sufficiently occupied or utilised, he or she can be asked to take on
responsibilities in a neighbouring County or can be asked by the WSTF to assist the
WSTF with national level activities (e.g. design work, Field Appraisals).
The WSTF should avoid that CRM are based at Counties without having any projects and hardly
any work. In order to ensure that the CRM are indeed fully occupied and utilised the following
measures will have to be implemented:
1. The preparation of a clear CRM Contract which specifies conditions and obligations.
2. A tailor-made job description (ToR).
3. The preparation on the basis of the ToR of a detailed 3-moths work plan which includes
detailed activities, timelines and millstones.
4. Filling and uploading (to UPC-IS) the daily timesheets
5. Preparing monthly reports using the table and Android application
6. The reports and progress in relation to the 3-months work plan will be appraised by the
responsible (UPC, CPC, etc.) officers.
7. The Officers are no longer responsible for the processing of timesheets for payment.
If no activities take place in a County, no CRM should be based there.
2.4.
Potential Challenges
One of the challenges the CRM may encounter is that some WSPs may perceive the CRM as
being responsible for the successful implementation of the SafiSan project.
It will be the task of the WSTF to prepare clear contracts, carefully train the CRMs (i.e. retrain
the existing Field Monitors) and effectively communicate to the WSPs that the key roles and
responsibilities of the CRM can be summed up as follows:
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support the WSP and the communities concerned.
build capacity (if required).
facilitate.
monitor on behalf of the WSP.
Evaluate
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3.
Communication between the CRMs and the WSTF
Reporting (formal and informal) during project preparation & implementation (FM > WSTF
and FM >> WSP/County):
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Inform the WSTF on the progress made, milestones reached and challenges phased
during the preparation, implementation and early stages of the operation of the WSS
project.
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Inform the management of the WSP and the Counties on project progress
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Enable the WSTF to update the UPC-IS and to prepare progress reports (e.g. the
Quarterly Report) for the development partners and, when required for its parent
Ministry.
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Enable the WSTF to prepare, together with the other windows, an Annual Impact report
(this concept is currently being developed; the report will have a different title).
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To collect best and worst practices and to identify more general capacity gaps at project
level and shortcomings of the overall UPC.
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To inform the WSTF about unforeseen challenges, irregularities, etc.
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To propose additions or improvements to the UPC (e.g. the online toolkits).
3.1. Operations Monitoring
The main objectives of the Operations Monitoring exercise are:
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To establish the percentage of the WSTF-funded infrastructure which is operational (“as
working”) and to compare it with the initial project scope (“as planned”) and the
infrastructure (“as built”). The objective of this yearly exercise (the 2nd exercise is
scheduled for February 2015) is to develop and implement remedial measures and, if
deemed necessary, to prevent poor performing WSPs from having their proposals
funded.
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To enable stakeholders to monitor access and coverage (using definitions agreed upon
by the sector) and to identify (remaining) supply and service gaps (hotspots?).
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To enable the WSTF to present detailed, reliable and complete geo-referenced data on
the operational status of all WSTF-funded infrastructure. This information is visualized
(using satellite imagery) online and accessible for all stakeholders, including residents.
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To prepare the WSTF for the evaluation (“as used”).
All the reporting and operations monitoring requirements will be done using the Android
application and a tablet computer.
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4. County Resident Monitors: Targets, effectiveness, costs and payments
The contract the County Resident Monitors (CRMs) sign with the WSTF specifies a number of
important project milestones. Payments to a Monitor are only made if the next milestone(s)
have been achieved.
Each CRM is given a number of days on each project assigned to him/her. The number of days is
determined by the Investment Teams through which the projects the Monitor is responsible for
are funded. The overall management and workload coordination and assessments of the CRMs
are the responsibility of the Quality Assurance Department, which is in charge of the overall
management of the CRMs.
One could argue that CRMs may not have an interest in a timely completion of the project if all
his or her days have not been used. In this context it is important to emphasise that:
 The Investment Teams will use the following criteria/considerations to assess how many
days a CRM should be given on a specific project:
 The capacity of the WSP or the communities to implement and operate WSTF-funded
projects (good capacity means fewer days).
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The scope and technical complexity of the project.
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The expected social challenges.
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Previous (but addressed) experiences (irregularities, unjustified delays).
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Logistical challenges e.g. the head office of a clustered company is not located in the
project town.
 CRMs should also be able to provide their support and monitoring services during the
early stages of project operation in order to ensure that projects are well operated and
maintained and become sustainable.
4.1. Timely payments
The WSTF has to ensure that CRMs are paid within 2 weeks after they have achieved and
reported on the milestones that entitle them to their next payment. In the past long delays
have resulted in the inability of Field Monitors to perform their core tasks (due to cash-flow
problems) and in the demoralisation of the entire FM Team. In many cases the WSTF had no
valid reasons not to pay the FMs on time.
4.2.
CRMs and project operation
To ensure the long-term sustainability of the WSTF-funded infrastructure and schemes the
CRMs should be in a position to provide support and to monitor during the early stages of
project/scheme operation (i.e. after project commissioning). During this period a large number
of issues have to be given special attention. Here are a few urban examples:
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Does the area receive sufficient quantities of safe water?
Does the WSP carry out the necessary maintenance work?
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Has the WSP a strong and permanent presence in the area, providing the required
customer care services?
Are all grading (visibility) mainstreaming materials put up and durable?
Are the kiosks operating well and are services provided to customers of good quality?
Is the Decentralised Treatment Facility (DTF) operated according to the procedures
specified in the manual?
Is the kiosk system well embedded in the billing system of the WSP?
Is the price customers are charged at the kiosk (KSh/20-litre container) approved by the
WSP and the Regulator (WASREB)?
Are the funds generated by the new schemes not misused (e.g. kept out of the billing
system?
Are new meters read (on time) and do all new customers (kiosk operators and owners of
yard or domestic connections) receive and pay their bills?
Is it easy for customers to purchase tokens for the prepaid meters?
Are the prepaid meters working according to expectations, including the software?
5. Follow-up Actions
On-going activities
Adopting the principle of having all types (water resources, rural and urban) WSTF-funded
projects being monitored and supported by one (1) Resident County Monitor (CRM), opens up
new opportunities and new forms of cooperation (especially with the County), reporting,
monitoring, etc.
The restructuring of the local/project level support provided by the WSTF, however, also means
there is work to be done.
Currently the WSTF is developing the following tools, procedures and programmes:
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New Terms of Reference and contracts for the CRMs.
An assessment of the number of CRMs required (there will only be CRMs in Counties
where the WSTF has projects and if necessary (depending on a careful workload
assessment) more than one CRM can work in a given County.
Development of milestones and reporting templates (tablet based and geo-referenced)
for the new Monitors and for supporting specialists (WSTF experts or “Flying Squad”).
Cost implications and projections if CRMs are given one (1) year renewable contract.
Develop and implement a combined training programme for the new CRMs.
Include the new approach in the WSTF workshops and introduce the new concept to the
Counties and management of the WSPs.
Adaptation of the Field Monitors Appraisal tool. The tool should be used to (1) appraise
the past performance of the FM as well as to assess whether a particular FM has the
capacity to provide all support services and play all the roles within the framework of
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the new approach. The same tool should also be able to indicate whether an FM can be
considered for the position of WSTF “Flying Squad” member.
Further develop the “Flying Squad” concept, including contract, ToR templates, cost
projections, etc.
6. WSP Phase 1 activities before presence of CRMs
Before the CRMs begin working in the WSP, a number of activities can already be carried
out by the WSP to initiate the UBSUP implementation process at the WSP without the CRMs
on the ground. Below is a list of some of the activities that the WSP can carry out before the
CRMs are posted to the respective WSPs.
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Appointment of staff members responsible for onsite sanitation and the SafiSan
Programme as a whole. The WSP can already appoint the necessary staff members who
will be involved in the implementation of the UBSUP programme and begin creating
awareness within the water company
Read and understand the conditions of the financing agreement with specific reference
to procurement requirements
The WSP can already begin establishing an UBSUP/SafiSan Project Task Team that will
be able to spearhead the programme on the ground. A kick off meeting can already be
carried out by the WSP to inform the PTT of their tasks and responsibilities
Arrange and put in place all the necessary documentations, tools , procedures (activity
cards) in preparation for the start of the implementation
The WSP can already initiate the process of preparing a project work plan before the
CRM arrives.
The WSP can already begin the preparation for recruitment for the social animators
Identification of artisans, Sanitation Teams and private exhauster operators
The WSP can open the project bank account
Identification of suitable sites for the Decentralised Treatment Facilities (DTFs) together
with the Project Task Team
Awareness creation to the relevant county offices on relevant requirements for the
implantation of the programme
These activities are limited to a period of one month after the signing. The WSTF staff will
support the WSP during this one month period before the CRM report to the respective
WSP.4
4
For more details on the activities, please see the document: WSP UBSUP/SafiSan activities before the presence of
the CRMs on the ground.
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