Liberia Water, Sanitation and Hygiene Sector

Capacity Development Plan 2012 - 2017

Four wheel drive crossing a wooden bridge, Bong County

Classroom, William V. S. Tubman University, Harper City, Maryland County

Hygiene promoters, Gboyouta, Kokoyah District, Bong County

(Photo credit: S House / ACF)

(Photo credit: Joseph S. T. Collins, Jr / WSP / France Expertise International)

(Photo credit: S House / ACF )

ADEN and WaterAid team members outside the ADEN provincial office, Grand Cape Mount County

A girl washes clothes at the Point Four neighbourhood in Monrovia, Montserrado County, Liberia

Caritas Computer Training Centre, Harper, Maryland County

(Photo credit: S House / WaterAid)

(Photo credit: Olivier Asselin / UNICEF)

Survey equipment in the Civil Engineering laboratory, School of Engineering, Fender Campus, University of Liberia, Monrovia

(Photo credit: Joseph S. T. Collins, Jr / WSP / France Expertise International)

Training building, Booker Washington Institute, Kakata, Margibi County (Photo credit: S House / UNICEF)

(Photo credit: S House / UNICEF)

Building trades textbooks in the library at WASH sector capacity development the Booker Washington Institute, assessment team, observing roof Kakata, Margibi County trusses developed as teaching aids in the carpentry workshop of Booker (Photo credit: S House / UNICEF) Washington Institute, Kakata, Margibi County (Photo credit: Julia Mamane Moore / UNICEF)

Laboratory technician undertaking water quality tests, Ministry of Health and Social Welfare, Water Quality Laboratory, Monrovia (Photo credit: S House / UNICEF)

Liberia Water, Sanitation and Hygiene Sector

Capacity Development Plan 2012 - 2017

Foreword Liberia, under the leadership of President Ellen Johnson Sirleaf, has prioritized water, sanitation and hygiene as necessities for its citizens in the new millennia. During the course of her first term in office the President participated in and authorized activities intended to improve clean water delivery in Liberia through pipe borne water delivery systems as well as protected well water for citizens in the rural and less accessible communities. In May 2011, the President signed the Water and Sanitation (WASH) compact that aligns the principles of the Sanitation and Water for All, (A Global Framework for Action) to subsequent sector planning that has brought improvement to planning in the sector. The Government has sought to implement its WASH activities through the Ministry of Public Works, specifically through the department of Rural Development and Community Services that has responsibility to supervise and implement the WASH Sector Strategic Plan (2012-2017) and WASH section of the Agenda for Transformation (AfT). These plans are products of the reform process in the Liberian water, sanitation and hygiene (WASH) sector, driven by the Liberia WASH Compact commitments to improve sector capacity, financing and financing mechanisms. These plans also call for investing both external and internal resources in the WASH sector in order to help Liberia achieve the vision articulated in the Water Supply and Sanitation Policy (2009) of “using clean water supply and safe sanitation as a vehicle for reducing the water supply and sanitation related disease burden, increasing productivity, promoting human welfare and setting the nation on a path towards long-term sustainable growth, development, and poverty reduction.” This entire process is part of the administration’s Agenda for Transformation, Steps towards Liberia Rising 2030. This follows the ‘Lift Liberia Poverty Reduction Strategy’ (PRS) that helped raise Liberia from post-conflict emergency reconstruction and positioned it for future growth. While the Agenda for Transformation may not in itself provide all the solutions to Liberia’s problems, it is the first step towards achieving the goals set out in Liberia Rising 2030, Liberia’s long term vision of social economic development, intended to make Liberia a middle income country by 2030. The Agenda for Transformation supports the principles of the Paris Declaration of Aid Effectiveness, the Accra Action Plan, and the New Deal for Engagement in Fragile States, to all of which Liberia is a signatory. The goal of Liberia’s WASH agenda is several folds including: 1) To establish and strengthen institutional capacity to manage, expand and sustain Liberia’s WASH services; 2) To increase equitable access to environmentally friendly and sustainable water and sanitation services and promote hygienic behavior change at scale; 3) To establish information management systems and strengthen monitoring, data collection, communication and sector engagement and 4) to improve sector financing and financing mechanisms. We have made progress in delivering safe and adequate water and sanitation services to our people through the various WASH activities and agreements. Today we can say that the sector is a priority emphasized in national documents and commitments outlining the future of our nation. This ensures that the prioritization of the sector will continue into the future while acknowledging that much more needs to be done.

Acknowledgements The development of this plan has been managed by the Capacity Development Task Force (Chaired by the Ministry of Planning & Economic Affairs/ Ministry of Finance) of the National Water Supply Sanitation and Hygiene Promotion Committee (Chaired by the Ministry of Public Works).The process was funded by the Japanese Government through UNICEF. For full acknowledgements, refer to the associated Liberia WASH Sector Capacity Development Needs Assessment Report, Oct 2012.

Acronyms CD CSO GoL LA LISGIS LWSC MIA MoE MoF MoG MoHSW MoLME MoPEA MoPW NCDS NWSHPC SIP SSP VSO WSSC

Capacity development Civil Society Organisation Government of Liberia Local Authority Liberia Institute of Statistics and Geo-Information Services Liberia Water and Sewerage Corporation Ministry of Internal Affairs Ministry of Education Ministry of Finance Ministry of Gender Ministry of Health and Social Welfare Ministry of Lands, Mines and Energy Ministry of Planning & Economic Affairs Ministry of Public Works National Capacity Development Strategy National Water Supply, Sanitation & Hygiene Committee Sector Investment Plan Sector Strategic Plan Voluntary Service Overseas (UK) Water Supply & Sanitation Commission

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Contents Acknowledgements .......................................................................................................... 2 Acronyms ......................................................................................................................... 2 Contents .......................................................................................................................... 3 1.

Executive summary ............................................................................................... 4

2.

Introduction .......................................................................................................... 6

3.

Capacity development framework and goals ......................................................... 9

4.

Vision, principles, approaches, assumptions ........................................................ 12 3.1

Vision .......................................................................................................................................... 12

3.2

Principles .................................................................................................................................... 12

3.3

Approaches ................................................................................................................................. 13

3.4

Decentralization and responsibilities for WASH in cities and towns .......................................... 13

3.5

Stages for capacity development ............................................................................................... 17

5.

Capacity development plan, 2012-17 ................................................................... 20

6.

Monitoring, evaluation and reporting framework and costing ............................. 67 5.1

Monitoring and evaluation ......................................................................................................... 67

5.2

Summary of costs ....................................................................................................................... 69

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1. Executive summary WASH sector capacity development needs assessment During July to October 2012, a WASH sector capacity development needs assessment was undertaken under the auspices of the Capacity Development Task Force (CD-TF) of the National Water Sanitation and Hygiene Promotion Committee (NWSHPC). A wide range of WASH sector and other Government of Liberia, civil society, private sector, media, education establishments and development partners were involved in the assessment process. A total of 171 people (20% female) and over 60 different institutions, structures, organisations, or programmes were involved in the consultations. The process included the identification of the existing capacity assets (capacity strengths) and the capacities needed for sector stakeholders to be able to undertake their sectoral responsibilities, which enabled the capacity gaps to be determined. The recommendations were then established through analysis of the gaps and the capacity development needs identified by the key ministries and agencies including: the Ministry of Public Works (MoPW), Ministry of Lands; Mines and Energy (MoLME); Ministry of Health and Social Welfare (MoHSW); the Ministry of Education (MoE); and the Liberia Water and Sewer Corporation (LWSC); as well as other ministries, education and training institutions and other sector partners. The recommendations from the assessment process were developed into a draft Capacity Development Plan (CD plan), which was then refined following review, discussion and feedback from the CD-TF members. Strategic framework The CD plan considers the interventions required during the period 2012-17, which will contribute to short, medium and longer term impacts. The main focus of the plan is on building capacity for service delivery against the WASH Sector Strategic Plan, 2012-17, which was developed to progress the Government of Liberia’s Poverty Reduction Strategy II and the Vision 2030. The framework used for its development is in alignment with the Liberia National Capacity Development Strategy, 2008-18. The Vision for the WASH Sector CD Plan A Liberian WASH sector with strong leadership and human and institutional capacity and an environment which enables both female and male sector stakeholders working at national and sub-national levels to effectively manage, expand and sustain Liberia’s WASH services. The CD plan has been developed considering the following guiding principles: the CD efforts will support the Government of Liberia’s strategic plans and goals; the plan will be coordinated and implemented under the leadership of the Government of Liberia; it will build on capacities as well as responding to gaps; and it will consider decentralization, the complementarity of actors, sustainability and capacity and equity and inclusion. The CD plan utilizes the following approaches: Capacity building will be undertaken on three levels - human, institutional and enabling environment; the focus will be on creating supply to meet demand; the capacity of Liberia’s education and training institutions will be built; and a mix of CD methodologies will be used, including utilizing existing CD opportunities in Liberia. Capacity development interventions The CD plan proposes interventions to strengthen capacities organized by:  Human and institutional capacities of GoL at national level 4

   

Human and institutional capacities of GoL at sub-national level Human and institutional capacities through pilot projects / action research Human and institutional capacities of CSOs, the private sector and the media The enabling environment (laws, regulations, policies, strategies, guidelines, advocacy)  Education and training institutions and develop new or improved courses The interventions in the CD plan include increasing the numbers and competencies of staff and considering succession plans. They include improving institutional systems and processes for strengthened GoL leadership and effectiveness; as well as strengthening the enabling environment. Some attention has also been given to strengthening civil society, the private sector and the media. All of the interventions contribute to reducing the need for inputs and support from external actors over the longer term. The capacity development plan proposes a mix of methodologies such as: educational upgrades; the development of sector-specific block training courses with on-going mentoring and practice; action research / pilots; scholarships and internships; support for improving teaching and learning materials; the development of a practical training centre; secondments; the procurement of equipment and logistics; and the development of processes and systems and the preparation of guidelines and strategies. A key recommendation is that funding should be sought to engage a dedicated specialist WASH Sector CD Support Team (with higher education/ professional capacity development as well as WASH sectoral expertise) to support a GoL led co-ordination team for capacity development and to manage and progress the activities within the WASH sector capacity development plan. This recommendation is critical and cannot be over-emphasized, because of the scope and range of capacity development which will be required over the coming five to ten years and beyond. One option could be to part fund this team through the proposed Rural Water Supply and Sanitation Programme, to be developed under African Development Bank funding; as a core responsibility will be to ensure adequate capacity is built to be able to respond to sub-national implementation. The WASH Sector CD Support Team will complement the existing planned institutional strengthening for the urban sector through support to the Liberia Water and Sewer Corporation under the Urban Water Supply and Sanitation Programme, and the urban focused Project Management Consultancy as proposed as part of the Sector Investment Plan. Plan costing and monitoring and evaluation framework The total budget for the WASH Sector CD Plan, 2012-17, is estimated at: USD 74,184,622. It should be noted that this sum includes: the operational costs of some of the key Government of Liberia’s bureaus, divisions and teams at national and sub-national levels; the cost of a number of pilot projects for learning and roll out; costs for the establishment of the ‘WASH Home’ and Water Supply and Sanitation Commission (WSSC) team and the NWSHPC Secretariat; interventions to develop the enabling environment; as well as for education, training, skill strengthening, development of systems processes; and improving access to infrastructure and equipment. What is clear is that although significant effort and progress has been, and is continuing to be made, on capacity development of the WASH sector in Liberia; that in a fragile state context, raising the capacity of the sector up to its pre-war status and developing it further so that it will be able to expand and sustain Liberia’s WASH services, will require significant resources over the time period of this plan and beyond. It is proposed that the plan should be monitored on an annual basis in line with the Annual Sector Review and the monitoring of the Sector Strategic Plan and the Compact. Impact, Outcome and Output indicators have been identified.

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2. Introduction Background The infrastructure and human capital in Liberia was devastated by fourteen years of civil war which ended in 2003. Infrastructure was damaged, education was interrupted for a large proportion of the population, many qualified Liberian’s fled the country and tertiary educational institutions were looted and damaged. Since the end of the war significant progress has been made to consolidate peace and to start re-building the economy, the infrastructure, and the human capital. But huge challenges remain to fully overcome the devastation of war and for Liberia to reach its vision to become a middle income country by 2030. In 2009 the Liberian Integrated Water Resources Management (IWRM) and Water, Sanitation & Hygiene (WASH) sector policies were finalized; an Environmental Health Policy, in 2012; and in 2011 Liberia developed a Compact under the guidance of Water and Sanitation for All Initiative. This was a step towards-establishing strong co-ordination, regulation and governance for the sector; as well as initiating steps towards raising the resources required to respond to the sector needs, strengthening service delivery and supporting information and data management. In early 2012 the Sector Strategic Plan (SSP) was finalized and the Sector Investment Plan is in its final stages of development. WASH sector capacity development needs assessment During the period July to October 2012, a WASH sector capacity development needs assessment was undertaken under the auspices of the Capacity Development Task Force (CD-TF) of the National Water Sanitation and Hygiene Promotion Committee (NWSHPC). A wide range of sector and other Government of Liberia (GoL), Civil Society (CSO), private sector, media, educational establishment and development partners have been involved in the assessment process. The analytical framework that was used for the assessment was developed around the entry points and outcomes identified in the Liberia National Capacity Development Strategy and the strategic outcomes and results expected from the Sector Strategic Plan, 2012-17. Capacity development has been considered from the perspective of human capital, institutional capacity and the enabling environment. Clear lessons identified from existing capacity development initiatives in Liberia are that human development must be undertaken hand in hand with systems and process strengthening and accompanied by an improvement in the working environment. The recommendations from the assessment were based on a synthesis of the needs identified by the key ministries and agencies including the Ministry of Public Works (MoPW), Ministry of Lands, Mines and Energy (MoLME), Ministry of Health and Social Welfare (MoHSW), and Ministry of Education (MoE) and the Liberia Water and Sewer Corporation (LWSC) as well as other ministries and sector partners. It also includes proposals for corresponding capacity development in key educational/training institutions responsible for educating/training current and future WASH sector professionals. Capacity assets and challenges / gaps Examples of existing capacity assets of the WASH sector include the human resources in the GoL, Local Authorities, Liberian CSOs, education and training institutions, the media and in the private sector; often working with limited resources and in difficult and logistically challenging circumstances. It also includes the increasing support for WASH within GoL institutions and the development of active co-ordination structures and plans for improved regulation and governance; as well as the development of key policies, strategies and plans 6

and some increase in the number of staff at sub-national levels. There has also been some increased attention on building the capacities of education and training institutions, some learning on support for small and medium sized enterprises in the solid waste management area; and a number of partners who have integrated capacity development into their programmes. Examples of capacity challenges or gaps include inadequate staff numbers at national level posing challenges for supervision and support of sub-national staff and challenges to succession of staff; and inadequate numbers of staff at county, district, municipality and health facility levels, with limited office and logistic facilities. Both of these pose significant challenges to the effective implementation of the sector strategic plan. Particular gaps exist in capacity for water and sanitation systems in cities and towns outside of Monrovia and for the commercial sustainability of the water and sanitation system within Monrovia. Low salaries, payments for staff accommodation not always paid on time, weak human resources systems and procedures within the GoL institutions pose challenges for motivation; and decentralization is still in its early stages with limited resources allocated to Local Authorities, particularly city and town authorities. The student pipeline to entry to tertiary education is very challenging because of poor education and learning opportunities leading to inadequate skills in science and mathematics, learning and analysis; and tertiary educational and training institutions face difficulties in recruiting and retaining qualified faculty and instructors contributing to poor student experiences. Further, other challenges include a very low appreciation for environmental health as a profession. This leads to limited budget allocation and difficulty in attracting the best students as many select this course, having failed to join those perceived as more prestigious. There is also an imbalance between the number of students undertaking Bachelor Degrees in engineering, Associate Degrees and TVET training. Currently there are similar numbers of students enrolled for the University of Liberia engineering courses as there are on WASH related TVET courses in the whole country, but much fewer job opportunities for engineers than technicians. There is virtually no hydrogeological equipment available for sector use and inadequate training and practice opportunities for hydrogeologists in Liberia. Limited attention and resources have also been allocated to establishing solid waste management systems, particularly outside of Monrovia. There has been no clear strategic approach to the building of a strong private sector capacity for WASH sector implementation; and because most of the income for Liberian civil society organisations is project based, this poses challenges for retaining capacity once human resources have been developed. Existing capacity development interventions A range of existing capacity development interventions have been undertaken within Liberia aiming to build institutions and human capital which offer both lessons and opportunities for the WASH sector. The models for capacity support for the University of Liberia Engineering Division (EHELD) and the Rebuilding Basic Health Services (RBHS) programme provide examples of the establishment of a dedicated specialized team to work hand in hand in a mentoring and coaching relationship together with Liberian colleagues over a period of 5 years, and potentially longer; to build systems, processes, facilities as well as human capacity. Capacity development initiatives which have focused on strengthening training institutions such as LIPA, offer opportunities for on-going training for the sector in a range of functional skill areas. Broader cross-governmental reforms and initiatives are also underway which will impact on the WASH sector; such as the Civil Service Reform Strategy, the initial stages which are already underway, which provides a framework to establishing a more efficient and effective Civil Service. Substantial capacity development commitments have already been made by the African Development Bank in relation to the Liberia Water and Sewer Corporation and the Urban 7

Water Supply and Sanitation Programme (UWSSP) and a range of other commitments for capacity development continue to be provided by CSO, UN and other development partners. The capacity development to-date, although very positive, has however been somewhat piecemeal; the capacity development needs for the sector are still significant and multifaceted and significant resources will need to be identified and accessed. Capacity development recommendations The recommendations in the CD assessment report in Section 4 have been organized by sector stakeholder under the objectives to strengthen:  Human and institutional capacities of GoL at national level  Human and institutional capacities of GoL at sub-national level  Human and institutional capacities through pilot projects / action research  Human and institutional capacities of CSOs, the private sector and the media  The enabling environment (laws, regulations, policies, strategies, guidelines, advocacy)  Education and training institutions and develop new or improved courses

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3. Capacity development framework and goals Capacity is the ‘ability of individuals, institutions and societies to perform functions, solve problems, and set and achieve objectives in a sustainable manner’1. Capacity development/building is a dynamic process and part of a broader developmental change process. The following diagram identifies the steps in the capacity development process. This plan represents step 4 in the process.

Fig 1 - Capacity development process

2

Step 1: Initiation Engage partners Develop processes Build consensus

Step 6: M&E

Establish CD outcomes linked to development goals

Clarify institutional responsibilities

Monitoring & evaluation of strategies

Identify capacity needs

Revise plans

Capacity Development Process Step 5: Implementation

Identify capacity assets (baseline)

Step 3: Analysis

Annual programming & budgeting

Analyse gaps Identify options for CD strategies

Identification of service providers Implementation

Step 2: Assessment

Prioritise

Step 4: Planning Develop multi-year plan Develop M&E mechanism Establish costings

The figure on the following page provides an overview of the elements of CD as considered in the National Capacity Development Strategy (NCDS) which are relevant to the Liberia WASH sector.

1

UNDP (2007) Capacity assessment methodology Adapted from UNDP (2007) Capacity assessment methodology and GTZ (2005) Guidelines on Capacity Building in the Regions, Module A 2

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Fig 2 - Liberia WASH sector capacity development overview

Liberia WASH sector capacity development overview

Stakeholders

Community level CD is not included as part of this plan

Monrovia

County and district authorities

Human

County cities/ towns

(Individual)

Government of Liberia, Ministries, Agencies, Commissions, Corporations

Rural

Hydrogeology Excreta disposal Hygiene promotion Solid waste management

Functional capacities

Civil society (NGOs, CBOs, FBOs, networks)

Institutional

Multi-stakeholder & crosssectoral dialogue

(organisational)

Analysis & visioning

Private sector

Formulation of policy, strategy & plans

Enabling environment

Liberian training institutions and providers

Budgeting & financial management

Supply

Media

Project management and implementation

Demand

Writing & IT skills

Donors, UN

Short term - medium term - longer term Leadership

Water supply services Water quality analysis

Communities (general public)

Focus areas

Technical capacities

Policy & legal framework

(Adapted from UNDP Capacity Assessment Framework, 2007)

Mutual accountability mechanisms

Advocacy & civic engagement

Human resources

Physical resources (supplies, equipment)

Information, monitoring & evaluation Financial resources

Cross cutting: Equity and inclusion; environment 12

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The following box identifies the WASH sector goal and strategic objectives in the WASH Sector Strategic Plan 2012-17. WASH Sector Goal and Strategic Objectives in the Sector Strategic Plan, 2012-17 Goal: To increase access to safe water supply and sanitation and improve hygiene practices, thereby contributing to improved human welfare, development and Liberia’s long term sustainable growth. Strategic objectives: SO1 – Establish and strengthen institutional capacity to manage, expand and sustain Liberia’s WASH services SO2 – Increase equitable access to environmentally friendly and sustainable water and sanitation services and promote hygiene behavior at scale SO3 – Establish information management systems and strengthen monitoring, data collection, communication and sector engagement SO4 - Improve sector financing and financing mechanisms The following table identifies the National Capacity Development Strategy (NCDS) outcomes against which the various components of the SSP 2012-17 have been correlated. Table 1 - Liberia WASH Sector Capacity Development Framework NCDS - CD outcomes Entry points: Human capital CD:  Human capital – numbers  Human capital – capacity development Institutional CD:  Institutions – equipment and facilities  Institutions – systems, procedures  Institutions - HR management Enabling environment:  Enabling environment NCDS outcome 1: Planning capacity investments against baselines for sector growth and reform NCDS outcome 2: Matching supply of capacity to current/emerging demands and supporting CD institutions to meet demands NCDS outcome 3: Strengthening capacity for service delivery

SSP 2012-17- Related SOs and activities SSP strategic outcome 1, 2012-17: Establish and strengthen institutional capacity to manage, expand and sustain Liberia’s WASH services

Planning CD interventions against the WASH sector strategic plan outcomes which contribute to the draft PRSII and Vision 2030. SO1:  Training institution strengthening

SO1: 

SO2:    

Cross-cutting or cross-sectoral – gender, vulnerability, school WASH, health facility WASH, emergency preparedness, environment Water - urban / peri-urban Water – rural Water – sustainability Excreta disposal – urban / peri-urban

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NCDS - CD outcomes

NCDS outcome 4: Strengthening capacity for leadership, empowerment and civic engagement

    SO3:    SO4:  SO1:  SO3: 

SSP 2012-17- Related SOs and activities Excreta disposal – rural Hygiene practices Solid waste management – urban Emergency WASH Data collection, monitoring & evaluation Water quality monitoring & testing Hydrogeological information system Improving capacities in financial management Leadership development / co-ordination structures Communication / advocacy

4. Vision, principles, approaches, assumptions 3.1

Vision

A Liberian WASH sector with strong leadership and human and institutional capacity and an environment which enables both female and male sector stakeholders working at national and sub-national levels to effectively manage, expand and sustain Liberia’s WASH services.

3.2

Principles

This capacity development plan has been developed considering the following guiding principles: Principle

Expansion

CD efforts will support the Government of Liberia’s strategic plans and goals

The actions in the CD plan will support the implementation of the WASH Sector Strategic Plan 2012-17 and the Government of Liberia’s National Capacity Development Strategy, 2008-18.

Government of Liberia leadership

The plan will be coordinated and implemented under the leadership of the Government of Liberia.

Build on capacity assets as well as respond to gaps

The plan builds on the multiple existing capacity assets whilst also responding to identified capacity gaps.

Decentralization

The CD interventions will be planned considering the Government of Liberia’s Decentralization policy to ensure that appropriate capacities are developed at all levels.

Complementarity

The plan considers the complementarity of different sector actors and aims to build capacities to make the best use of the varied skills and experiences of each.

Sustainability

The CD efforts ultimately aim to ensure the sustainability of the sector over the longer term with strong Liberian leadership and reducing inputs from external partners over time.

Equity and inclusion

Efforts will be made to ensure that both women and men and people from a wide range of backgrounds including from marginalised groups, will have access to capacity development opportunities, building a sector in which both women and men participate confidently at all levels.

It will also contribute to the achievement of the PRSII, the Agenda for Transformation and the Vision 2030.

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3.3

Approaches

This capacity development plan utilizes the following approaches. Approach

Expansion

Capacity building on three levels

Capacities will be built on the human, institutional and enabling environment levels.

Creating supply to meet demand

CD interventions have been targeted to the areas of demand relating to sector leadership and service delivery.

Building the capacity of Liberia’s education and training institutions

Particular attention has been made to build the capacity of the education and training institutions which will be training and developing sector professionals over the longer term.

Mix of CD methodologies

The CD plan includes a mix of methodologies to develop capacities and support practice, reflection and review.

Utilizing existing CD opportunities

Where existing CD interventions exist wherever possible they will be utilized to the best effect by the WASH sector to build its own capacity. This includes CD interventions included in existing (such as the UWSSP) or proposed programmes (such as the RWSSP).

3.4

Decentralization and responsibilities for WASH in cities and towns

Assumptions on decentralization A number of assumptions have been made in the process of development of this plan. The main assumptions have been in relation to the decentralization process and the possible structures at sub-national level: a) For deconcentration (assumed to occur up to 2017) – where the Ministries deconcentrate their staff from Monrovia to the counties and districts but where they continue to line manage their own staff. b) For devolution (assumed to occur after 2017) – where the technical staff sub-national level are line managed by the sub-national local authorities. Responsibilities for WASH in cities and towns It was identified during the CD needs assessment process that the responsibilities for implementing and managing water supply, excreta disposal, hygiene promotion and solid waste management in the cities and towns outside of Monrovia are still not fully clear. Two key projects are underway focusing on developing water supply systems for cities outside of Monrovia with some consideration of excreta disposal, and various efforts have been ongoing on developing solid waste management capacities in Monrovia. Apart from these projects, technical support for all of the elements of WASH in cities and towns outside of Monrovia is the same as is provided to rural communities in Liberia. The Sector Investment Plan (SIP) has grouped the 23 cities (county capitals and all urban populations with >5,000 population) into the urban part of the SIP, and the rest of the 80 urban areas as defined by the LISGIS (the towns) are included in the rural part of the SIP. For the purpose of this plan, it has been assumed that for the period 2012-17: a. The LWSC will be supporting the County Authorities and Municipalities in water supply and excreta disposal in only the 6 cities already funded - Buchanan (Grand Bassa), Kakata (Margibi), Zwedru (Grand Gedeh), Robertsport (Grand Cape Mount), Voinjama (Lofa) and Sanniquellie (Nimba) 13

b. That the MoPW and MoHSW will need capacity to continue to support the Municipalities in the other cities towns as well as the rural communities. c. A specific CD intervention is needed to determine the longer term responsibilities and to develop specific capacity development plans for the Municipalities. The following figures provide a pictorial representation of the line management and advisory linkages between national and sub-national levels as currently envisaged for the two key stages of decentralization – deconcentration and devolution. The actual structures are likely to evolve over time but these form the basis for the assumptions made in the CD plan as of 2012.

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Fig 3 -

Decentralisation stage I – Deconcentration

National Water Resources & Sanitation Board

(tentative timeline 2012-2017) Water Supply & Sanitation Commission

Line management Advisory link National level CSOs, private sector and other actors

National level MIA

National level Bureau of Community Services, MoPW

County level MoPW Water Engineer, WASH Coordinator, Pump Mechanic, Social Worker

National level Division of E&OH, MoHSW & CLTS Coordinating Unit

National level School Health Programme, MoE

County level MoHSW CHT members EHTs, Social Workers

County level MoE County Education Officer

NWSHPC Secretariat National Water Sanitation & Hygiene Promotion Committee

County WASH Co-ordination Committee

County Authority County Superintendent, Superintendent Development Planner Etc

National level LWSC

National level LHS, MoLME

County WASH team

County level CSOs, private sector and other actors

Other Ministries & Agencies MoPEA, MoF, EPA, MoG etc

District Authorities

Clan

District level District WASH Supervisor, Social Worker

Facility level EHTs

District level District Education Officer

District WASH team

Chiefdom

City & Town Authorities

15

Fig 4 -

Decentralisation stage 2 – Devolution

National Water Resources & Sanitation Board

(tentative timeline – changeover likely to happen 2017 forward) Water Supply & Sanitation Commission (WSSC)

Line management Advisory link

National level CSOs, private sector and other actors

Other Ministries & Agencies - MoPEA, MoF, EPA, MoG etc

National level MIA

National level LWSC

National level LHS, MoLME

National level Bureau of Community Services, MoPW

National level School Health Progr. MoE

National level Division of E&OH, MoHSW & CLTS Coordinating Unit

County Authority County level CSOs, private sector and other actors

County level Public Works or Water Dept - Water Engineer, WASH Coordinator, Pump Mechanic, Social Worker

County level Education Dept – CEO

National Water Supply, Sanitation & Hygiene Promotion Committee

County WASH Co-ordination Committee

County Executive - County Superintendent (elected), Superintendent Development (elected), Planner, Finance etc

County Council (Legislature) (elected)

NWSHPC Secretariat

County level Health Dept - CHT members, EHTs, Social Workers

WSSC

County WASH team

Health facilities

District Authorities Chiefdom Water staff

Clan

Education staff

District WASH team

Env. Health staff

City & Town Authorities

SWM staff

Water staff

Education staff

Municipal WASH team

Env. Health staff

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3.5

Stages for capacity development

The following table provides an overview of the stages of the likely outcomes of planned CD interventions. The stages are aligned to the Government of Liberia’s planning horizons. Table 2 - Stages for WASH sector Capacity Development Short term

Medium term

Longer term

2012-2017 (Year 1 to 5) End of PRSII & SSP 2012-17

2017-2022 (Year 5 to 10) Agenda for Transformation

2022-2030 (Year 10 to 18) Vision 2030

Government of Liberia (GoL) and Local Authorities (LA)

Human and institutional capacity is being built at leadership, middle management and county / district levels, including through collaborative action between the GoL, LAs and other stakeholders including external partners.

Sector GoL and LA professionals at leadership, middle management and subnational levels are undertaking their responsibilities with reduced support from external partners.

The WASH sector is fully led, coordinated and managed by qualified and experienced Liberian professionals in the GoL and LAs with limited support from external partners.

Civil service reform

Civil service reform is underway with reviews of mandates, streamlining and strengthening skills in project, financial and HR management. Liberian civil society organisations are working in the sector in partnership with international CSOs. Efforts are underway at institutional and human resource strengthening.

Public institutions consolidate the improvements to procedures for project, financial and HR management.

Public institutions have effective procedures in place for project, financial and HR management with a motivated staff body. Liberian civil society organisations are strong and work closely with the GoL providing complementary services.

Private sector including SME/CBEs exist and are increasing engagement in the WASH sector. Clear strategy is developed for strengthening the engagement of the private sector. Work begins on strengthening education and training institutions developing professionals for the sector. Capacity development of teaching staff in key educational establishments.

Private sector and SME/CBEs are starting to gain more confidence in the WASH sector and strengthening their skills, staffing and capacities, for WASH sector engagement.

The private sector is strong with new organisations being established increasing competition and providing complementary services to the GoL.

Liberian education and training institutions have been strengthened with qualified and motivated faculty staff producing well qualified sector professionals. Graduates from the strengthened educational institutions start to engage in the sector.

Graduates from the strengthened institutions reach leadership positions in the sector.

Civil society organisations

Private sector

Educational and training institutions

Liberian civil society organisations continue to be strengthened and are able to implement programmes with reduced support from external partners.

Likely timeline for impact of interventions which are implemented over the next few years Building capacity of education and training institutions Strategy development and implementation (private sector, CLTS, sustainability) Short courses, mentoring, systems and process strengthening, facilities & equipment

17

The development of sustainable capacity will require a multi-faceted approach. The following figure provides an example of the steps required for one element of the WASH sector – to build capacity at county level. It shows how a combination of approaches is proposed:         

A pilot project with external support to establish and test systems and procedures Increasing staff numbers Training in functional and cross-cutting skills for increasing knowledge Mentoring for confidence building, skill strengthening and the refinement of systems The procurement of equipment and establishment of O&M procedures The development of systems Construction or rehabilitation of offices Roll out of learning from pilot projects On-going support by an international volunteer

Whilst a variety of different capacity development approaches have been proposed for the different elements of the WASH sector, all utilise a similar multi-faceted approach.

18

Fig 5 - Example of possible CD interventions flow – Building GoL sub-national capacity at County level 2012-17

Agreement on WASH team members roles and responsibilities & establishment of coordination mechanisms

Recruitment and placement of county level GoL staff (County WASH team)

Establishment of supervision, monitoring, data collection and reporting systems

System development for maintenance of vehicles and equipment

Refurbishment or construction of WASH team office space

Purchase of logistics, office and technical equipment

Short technical courses with practice (such as shallow well siting and construction)

WASH sector block training course B (functional, technical basics and crosscutting) with mentoring, run at county level

Procedures established to ensure adequate operational funds (maintenance, fuel, allowances, consumables) available through GoL systems

Roll out of learning from the pilot (above) to all counties Roll out could be aligned with the RWSSP (ADB supported), but can also be undertaken when other resources are available

Pilot project for supporting WASH team at county level and establishing and testing systems and procedures

Practice using systems and procedures

Institutional and human development support by experienced NGO for pilot period

GoL WASH teams at county level effectively undertaking their roles, supervising contracts, M&E

Support by an international volunteer based at county level

19

5. Capacity development plan, 2012-17 The CD interventions have been split into the following groupings.

Capacity Development Objectives 1

To strengthen human capacities of GoL at national level

2

To strengthen institutional capacities of GoL at national level

3

To strengthen human capacities of GoL at sub-national level

4

To strengthen institutional capacities of GoL at sub-national level

5

To strengthen GoL human and institutional capacities through pilot projects

6

To strengthen human capacities of CSOs, the private sector and the media

7

To strengthen institutional capacities of CSOs, the private sector and the media

8

To strengthen the enabling environment (laws, regulations, policies, strategies, guidelines, advocacy)

9

To strengthen education and training institutions and develop new or improved courses

Notes for the tables which follow: a) First priority – indicates the interventions which would be high risk if not undertaken and hence the sector has prioritised as being essential for ensuring progress against the SSP b) Quick win – indicates where the intervention provides an opportunity for a quick win, or quick progress for limited costs for the sector

20

CD – Objective 1 – To strengthen human capacities of GoL at national level CD Objective 1 – To strengthen human capacities of GoL at national level No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Staffing and running costs WSSC 1.1 Establish WSSC staff team with operational budgets 1.2 Establish full NWSHPC NWSHPC Secretariat including sector M&E staffing and operational budgets MoPW 1.3 Increase MoPW staffing at national level

      





Assume a total of 3 years costs during the period until 2017, due to time lag in full start up. Recurrent costs taken from the WSSC proposal budget (includes staffing costs and some training and consultancies). Recruit / appoint all current NWSHPC staff members so that all posts are filled (Co-ordinator, M&E Officers x 2, Database Manager). One additional staff member to have advocacy skills and to be an Assistant Co-ordinator (which would allow the Coordinator to be able to undertake international studies). 5 years incentives costs plus recurrent costs for the office (office costs, fuel, allowances for field work etc). Increase staffing at national level to improve ability for subnational supervision, succession and to allow young staff to undertake higher level training. Currently there is an Assistant Minister, two Directors, and approved posts for Administrative Assistants and Office Managers, but no additional professional staff (except for two staff based in the CLTS Co-ordinating Unit with the MoHSW staff). To add new posts of 3 young motivated graduates per department = 6 total (so that one can be on a year’s education, one can be in the counties supervising, and one to continue support at national level at any one time). The current approved posts of Administrative Assistant

1,258,500

SSP 1.1.1

630,000

SSP 1.1.2

Y

Costs for staffing not included as to be covered by GoL3

SSP 1.2.3

Y

WSSC team established

Y

Secretariat has three full time staff with salaries / incentives and an operational budget MoPW has at least three degree holders per department and Assistant Minister and both departments have an Administrative Assistant

3

To be discussed if external programmes will contribute to staff allowances / incentives or the GoL will cover all. Costs would need to be added here is external support is to be provided.

21

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

1.4

Increase MoHSW staffing at national level

MoHSW

    

1.5

Increase MoLME staffing at national level

MoLME





1.6

Recruit staff for a Project Manage-

LWSC



(degree holder) and Office Manager need to be filled to support the Assistant Minister and the two Directors. Increase staffing at national level to improve ability for subnational supervision, succession and to allow young staff to undertake higher level training. The Environmental and Occupational Health Team Director already has a Deputy who is soon to undertake an international Masters programme. The WASH team already has an Assistant Co-ordinator and there is a CLTS Co-ordinating Unit with a Co-ordinator, 2 members from MoHSW and 2 members from MoPW. For the laboratory there is a need to bring in a second degree holder (Chemistry) from the existing county staff to 4 train up to deputise for the Water Quality Co-ordinator . There is a need for a new post of Assistant Health Care Wastes Co-ordinator to be established. The LHS, MoLME team, currently has a national staff complement that includes 15 Bachelor degree holders (Director, Assistant Director, Hydro-geologists, Hydrochemists, Metereologists), plus five hydro-metric technicians who are school leaving graduates. The LHS would like to increase the professional staffing to 22 degree holders. It is proposed that for the next few years the priority should be on increasing the functionality of the existing team with equipment and mapping systems etc, and after the LHS is fully functioning then staff increase could be considered. A Project Management Team (PMT) (national and international staff) to be established to project manage the Urban Water Supply and Sanitation Project in Monrovia.

Costs for staffing not included as to be covered by GoL5

SSP 1.2.3

New Assistant Health Care Wastes Coordinator has been recruited and one additional degree holder working in MoHSW water quality laboratory

N/A

SSP 1.2.3

N/A

1,960,000

SSP 1.2.3

(UWSSP, ADB funded)

Y

PMT fully recruited and operational on

4

This will happen once the Supervisor retires within in the next two years To be discussed if external programmes will contribute to staff allowances / incentives or the GoL will cover all. Costs would need to be added here is external support is to be provided. 5

22

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17



ment Team

PMT includes 15 professionals covering: project management/civil engineering/hydrogeology, water and sanitation, mechanical engineering, PPP/utility specialist, gender, IWRM, procurement, environment and social assessment and others  Funding approved by ADB and recruitment underway. Orientation sessions (shorter than training) NWSSB 1.7 Orientat the Orientation of the NWRSB membership on the WASH sector NWRSB policies, plans, priorities. Possibly run as an initial retreat and members then half day sessions on an annual basis including to update new members. MoLME 1.8 Orient the Orientation of Ministers and Assistant Ministers in sector Ministers and MoPW Ministries and cross-cutting Ministries and Directors of relevant MoHSW Assistant Agencies, on the WASH sector policies, plans, priorities. This LWSC Ministers could be combined with orientation for the NWRSB depending MoE MoIA on what proves to be possible logistically.

the UWSSP

10,000

SSP 1.3.2

Y

SSP 1.3.2

Y

2,000

MoF MoPEA EPA MoG

Training courses with practice and mentoring 1.9 Run a WASH NWSHPC  Short training courses with practice, on-going mentoring and Secretariat sector if possible continuing professional development WSSC standard  Proposed priorities for inclusion in the training/mentoring MoLME block training MoPW scheme: MoHSW course (type LWSC o Leadership, project management - Leadership skills, coA) MoE ordination, policy & strategy development, project (leadership, MCC management, project management competencies management (plus other (business etiquette/communication), budgeting, MTEFs, , functional & Ministries) professional writing skills, computer programmes (word, cross-cutting

261,750

Y

Board members aware of WASH sector policies, plans, priorities Ministers and Assistant Ministers of at least four Ministries have been oriented on the WASH sector The WASH sector standard training course (type A) with mentoring has been run for at least two consecutive years

23

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

skills)

excel, PowerPoint), M&E, advocacy Additional modules for MoPW technical water staff: 6 Procurement/ tendering/ contracts management , Participants: o Cross-cutting – how to practically incorporate gender and inclusion, protection, environment into programmes a) Ministry professional  Participants would have to apply for the course it could be staff developed into a formal certificated course.  When developing the training intervention a more detailed b) Water training needs assessment will be undertaken prior to Engineers development of the course materials. Costs for initial (county level) development of this course are included under CD Objective c) WASH Co9. ordinators  Costs here include the running of the course for 20 people x with degrees one group per each of 3 years (county level)  Could also consider including staff from other Ministries, but priority to be initially given to the core Ministries who have a WASH policy and facilitation / service delivery role Education upgrades through international short courses or secondments MoLME 1.10 Support  Development of hydrogeologists through practice in hydrohydrogeology and establishing and managing a national geology staff water resources database through staff secondment to on another country in Africa for 6 months to gain on the ground supervised experience. secondments  Note that two LHS hydrogeologists are currently on secondment to private sector mining companies working on water provision for mining.  This intervention would be linked with intervention 2.8 o

60,000

SSP 1.4.3 1.4.4 3.5.1

At least two hydrogeology staff have undertaken secondments focussed on building their practical hydrogeology and database skills

6

Procurement to include: general principals such as transparency, fairness, value for money, advantages / disadvantages, processes; tendering and tender documents: tender stages, pre-qualification, ability of potential bidders to do the work, scope of works, tender submission process, briefing tenderers, tender assessments; contracts: forms of contract, allocation of risks, payment, supervision, liabilities, dispute resolution etc

24

No

Intervention

Target institution

1.11

Support international Masters upgrades for young motivated future leaders of the sector

NWSHPC MoPW MoHSW MoLME7

1.12

Support the PMT team (LWSC) on international training upgrades

LWSC

Scholarships and internships 1.13 Offer WASH sector scholarships and internships Target: Degree level – for placement at 7

Notes / Assumptions

International Master course upgrades for young motivated professional staff working at national level. These will develop the range of management skills and competencies and leadership potential for the future including capacity to engage confidently with international actors working in the sector. Minimum of 4 year tie in to GoL service. Competitive application for staff undertaking specific posts.  NWSHPC = 2 staff x 2 year course  MoPW = 2 staff x 2 year course x 3 years (one RWSSP and the other Community Services)  MoHSW = 2 staff x 2 year course x 3 years (one or two per year are already identified and funded for the next two years)  MoLME = 1 staff x 2 year course x 3 years  LWSC = see CDO1.12 Short to 1 year upgrade training courses: Project Management; ESA; Procurement; Financial Analyst; Electro-mechanical Engineering; Water engineering; Civil Engineering; Community development/Hygiene specialist; Short term training sessions (5); Sanitary engineering



  

WASH sector scholarships for undergraduate students (4 year Bachelor degree course) x 20 (50% male, 50% female) who show a particular interest in the sector. Engineering and social science related. WASH sector internships to be available in any sector organisation, for 3-6 months x 20 per year Sponsorship payment to include subsistence, books, equipment and allowance. Supervisory role could be considered by professional

Estimated cost (USD) 2012-17 865,000

224,000 (UWSSP, ADB funded)

360,000

SIP / SSP

First priority

SSP 1.4.3 1.4.4

Y

SSP 1.4.3 1.4.4

SSP

Quick win

Output indicator 2012-17

At least three Young motivated staff undertaking two year international Masters courses x 2 batches

Y

At least 7 LWSC professional staff have undertaken international training upgrades

Y

A minimum of 20 degree level scholarships provided and a minimum of 20 internships offered to undergraduates

LWSC staff are included in intervention 1.12 and hence not included in 1.11

25

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

national and sub-national levels



associations. See 3.8 for TVET scholarships Sub-total

5,631,250

26

CD – Objective 2 – To strengthen institutional capacities of GoL at national level CD Objective 2 – To strengthen institutional capacities of GoL at sub-national level No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Infrastructure WSSC 2.1 Establish the This will include building of the WASH Home with associated WSSC office services, and logistical and IT equipment building and equipment Office equipment, logistics and funds for fuel, maintenance and allowances WSSC 2.2 Ensure adequate Fuel, allowances, maintenance, allowances. 3 years WSSC recurrent (considering time for start up). Taken from WSSC costing. costs are available

974,712

SSP 1.1.3

WSSC building established

1,142,000

SSP 1.1.1

WSSC team has budget for operational costs At least 8 new vehicles procured for GoL at national level GoL at national level have adequate access to recurrent costs which enable them to undertake duties

2.3

Purchase vehicles (national level)

MoPW MoHSW MoLME MoE

Additional vehicles: MoPW = 3; MoHSW = 3; MoLME = 2; MoE =1 (LWSC equipment procurement is covered under 2.15)

315,000

SSP 1.2.2 1.2.6

Y

2.4

Ensure adequare recurrent costs are available for teams for office equipment maintenance, vehicle maintenance, supervision and monitoring Increase access to IT equipment

MoPW MoHSW MoLME MoE

Fuel, allowances, servicing, field allowances, office equipment maintenance, toners, stationary (5 years).

6,500,000

SSP 1.2.2 1.2.6

Y

MoPW MoHSW MoLME

Computers, printers, photocopiers, internet access for existing and new staff members / teams.

92,000

2.5

(see footnote)8

SSP 1.2.2 1.2.6

All GoL staff have a

8

Ideally these sums should come from GoL standard budgets, but because some is likely to come from programme costs, the figures have been identified here. Further discussion is needed on the responsibilities for GoL salaries/incentives/allowances and standard operational costs, whilst ensuring that the teams are not constricted in their work by unrealistic budgets.

27

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17 MoE

2.6

Undertake detailed analysis / audit of the water quality laboratories plus develop longer term strategy

MoHSW MoLME LWSC EPA MoC

  



2.7

Strengthen the MoHSW laboratory

MoHSW

 

To undertake a detailed analysis and audit of the water quality laboratories on the basis of their mandates and their existing facilities, equipment and management. This analysis will allow for a proposal to be developed for supporting an immediate strengthening of the MoHSW laboratory and the LWSC laboratories. It will also enable a discussion as to whether for the longer term it would be more reasonable to establish one good quality, well resourced and staffed laboratory that all Ministries can use, or the 5 separate laboratories should remain. Individual recommendations have also been included elsewhere in the plan for the MOHSW (CDO 2.7) and LWSC (CDO 2.12) laboratories as a temporary recommendation. Plus a budget has been included (CDO 2.8) relating to the MoLME water quality laboratory linked to the establishment of the national database. Support to move the MoHSW to more suitable premises with a back-up generator and more space, if possible to construct a new extension to the new MOHSW building. Increase logistics availability (a dedicated vehicle) and advocacy for a regular access to funds for undertaking supervision and monitoring and for regular consumable replacement.

10,000

SSP 3.4.1 3.4.2 3.4.3 3.4.4 3.4.5

246,000

SSP 3.4.1 3.4.2 3.4.3 3.4.4 3.4.5

(includes construction of an extension to the new MOHSW building)

dedicated computer and access to a printer Detailed analysis / audit of the national water quality laboratories and discussion on longer term strategy has been undertaken

MoHSW laboratory has increased laboratory space, a dedicated vehicle and an adequate budget for consumables

28

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Technical equipment, databases, establishing systems and processes MoLME 2.8 Establish a  Establishment of a national water resource database 9 national including mapping process : hydrogeological / o Phase 1 – Establishing capacity - equipment, staff water resource training, TA database plus o Phase 2 - Basic data collection, maps, reports, strengthen LHS existing databases, NGOs info etc supervisory and o Phase 3 – Reconnaissance – field inventory, training skills recording basic data in the field, determination of aquifer properties o Phase 4 – Monitoring – establishing network, installing automatic data recorders and hydrochemical sampling o Phase 5 – Collation of data and drafting of hydrogeological maps – database and GIS  Hydrogeological mapping to be undertaken with the practical involvement of LHS staff.  To be established as part of an international consultancy, which will include responsibility for arranging hydrogeology secondments and training and mentoring staff (see CDO1.10)  Will need to assess linkages with the national geological database, LISGIS and the WPM database when developing detailed proposal.  LHS staff members will also be involved in the pilots for and hand-drilled wells (5.4) and hand-dug well siting (5.6).  Additional budget included to continue the CD for the LHS team to be able to continue to develop professional expertise in hydrogeological survey and to provide supervisory and training services for the private sector and county teams on appropriate siting of water points).

1,000,000

SSP 3.5.1

National hydrogeological database established and operational

9

Outline costing for the establishment of the national water resources database, with associated explanations were kindly provided by the British Geological Survey. Refer to the associated spreadsheet for further information.

29

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

2.9

Develop M&E frameworks for the sector, establish documentation and learning and information systems

NWSHPC WSSC

 

       

2.10

2.11

Establish WASH sector review process (annual)

NWSHPC WSSC

Strengthen financial management systems

NWSHPC WSSC

       

Development M&E framework for the sector and operationalize through establishment of databases Establish one set of indicators for the national surveys. The indicator definitions should be in alignment with LISGIS definitions so that the official statistical information is comparable with the sector data. Work with M&E and MoHSW to develop appropriate indicators for their data collection Establish mechanism for updating WASH mapping over time (data system) Set up WASH information centre for storing and sharing WASH data Develop relevant research and document good practices for sharing for WASH sector CD Establish system for sharing information and minutes between national and county levels Commitment to be made by the GoL for sharing WASH data / information (LISGIS) internally and externally Establish regional co-ordination mechanisms Advocacy with LISGIS on clarifications on definitions of city and town boundaries Liberia WASH Compact II, WASH Investment Mobilisation Conference January 2013 Start developing plans for next strategic period, 2017-20, at district, county and national levels Improve budgeting and linking in with the MTEF system Improve systems to ensure that funds are liquidated in a timely manner Establish pool fund or alternative mechanism Refine and disaggregate budgets and expenditure Reporting on sector finances during joint annual reviews Develop strategies for continuing advocacy for increasing funding in the sector

500,000

SSP 1.2.4 1.9.1 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9

M&E framework and documentation, learning and information systems established

200,000

SSP 1.5.3 1.5.4

WASH Compact II completed

300,000

SSP 4.1.1 4.1.3 4.1.4 4.1.5

WASH budget line incorporated into the MTEF Pool fund or alternative mechanism established

30

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

2.12

Undertake other LWSC strengthening

LWSC

The following may be covered by the existing AfDB project, but has been added as an extra action point in case they are not covered:  Simpler sewer cleaning  Refurbishment of offices  Strengthening of the LWSC laboratory at White Plains (to enable additional testing and monitoring of water quality in distribution system, including a dedicated vehicle)  Sorting out of consumer enumeration / mapping and software (as completed under the Monrovia emergency WSS project) International technical advisory support MoPW 2.13 International To place long term international volunteers (Peace Corps, VSO MoHSW volunteers placed or other) in Ministries and at county level to support the county County at national and WASH teams (one per MoPW and MoHSW and one per WASH county levels county = 17 x 2 years x 2 sets = 4 years support). To support: teams  Establishment of new systems (planning, budgeting, monitoring, coordination, reporting etc).  Mentoring / coaching of WASH team in their new roles.  Roll out of national strategies and good practices.  Support for management of national programme implementation (Netherlands, ADB etc). 2.14 Establish a WASH NWSHPC  Establish a CD support team for the WASH sector to be sector CD support All based in the MoPW connected to the Secretariat for the team NWSHPC. Roles to include: Ministries as cross sector

o o o o o

Support to NWSHPC for operationalisation of the CD plan. Support development of new training courses. Establish mentoring and peer support schemes for trainees (direct mentoring and involvement of professional associations). Fund-raise. Manage sector CD funds and consultancies supporting

100,000

SIP

LWSC operational capacity built in one of the listed areas

SSP 1.3.2

1,600,000 (Actual costs need confirming)

6,000,000

SSP 1.2.3 1.2.5

Y

SSP 1.2.3 1.2.5 1.2.6 1.3.2

Y

Y

At least 8 long term international volunteers placed at national / county level supporting WASH CD

WASH sector CD support team established connected to the NWSHPC Secretariat with minimum of 5 year contract

31

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

CD. Manage processes for identification of staff for training in collaboration with the NWSHPC and the line Ministries. The CD team with both international and Liberian staff should be established through international tender similar in style to the EHELD, RBHS models. Minimum of a 5 year contract (ideally 10 year), with movement over time – from joint implementation of CD activities, to less direct involvement and mentoring to full handover. The team should support the wider WASH sector and link in when appropriate to the Management and Training Consultancy supporting the LWSC capacity development. It is possible that the WASH sector CD support team could be partly supported by the planned RWSSP (ADB funding) to support capacity development which will ensure an effective rural programme. See also the note at the end of this table. Recruitment of the Management and Training Consultancy to oversee the institutional strengthening and training of LWSC staff: o Development of Business plan o Review options for PPP in Liberia and set out options for PPP and changes needed to existing legal and regulatory framework o Review of the organization, management, structure and human resources (human resources, financial management, fixed assets and control programme, 10 auditing and internal control) o Review of commercial management system o Improve the information management infrastructure of LWSC o Development and implementation of training policy and o



 

2.15

10

Recruit a Management and Training Consultancy (responsibility includes the procurement of equipment) (UWSSP/ADB)

LWSC

 

4,300,000 (UWSSP, ADB funded)

SSP 1.2.3 1.2.5 1.2.6 1.3.2

Y

Management and Training Consultancy recruited and operationalising ToR

Taking into account GBSI audit funded by the World Bank findings if relevant

32

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

2.16

Recruitment of a Project Management Consultancy to focus on Monrovia (SIP recommendation)

LWSC

programmes – including training needs assessment, development of ToT manuals and development of medium and long term training programmes o Provision of operational equipment (meters, maintenance equipment, operational vehicles, office equipment, computers and related IT systems, spare parts etc)  See also the note below the table.  International consultancy support for project management to support LWSC to expedite project implementation. To compliment the PMT for the ADB supported UWSSP to fill in gaps: o Preparation of an overall Master Plan and TA on managing a capital programme o Sanitation and hygiene master plan o Preparing outline designs for new projects o Project identification, development, planning, procurement construction, commissioning o Contracts management o Programme management  Also see the note below the table Sub-total

6,000,000

SIP SSP 1.2.3 1.2.5 1.2.6 1.3.2

Project Management Consultancy recruited and operationalising ToR

29,279,712

33

International technical advisory support There are various options for the proposed technical advisory support for the various elements of the WASH sector, two of which are noted below: Option 1: There are four main components: 1. The PMT establishment for the LWSC (as already being funded by the ADB for the UWSSP). 2. The Management and Training Consultant supporting the wider LWSC institutional strengthening (as already being funded by the ADB under the UWSSP). 3. The newly proposed Project Management Consultancy (proposed in the SIP) to focus on the urban sector to help the LWSC undertake longer term planning for the urban components (particularly Monrovia but possibly also the cities element as well). This consultancy team would mainly include urban WASH sector infrastructure specialists. 4. The newly proposed WASH Sector CD Support team (proposed in the CD plan) to help the whole WASH sector take forward the various elements of the CD plan. This consultancy team would consist of a mix of higher education / institution building specialists and WASH sector professionals, probably with a strength more in the rural side (and with specific contributions to prepare for and support the planned RWSSP) to balance out the current CD support already planned for the urban side. Option 2: 1. Component 3 and 4 above are combined into one team to be attached to the NWSHPC Secretariat, with some members specifically supporting the LWSC in the implementation of the urban and city elements, and others supporting the rural, the HE / institution building, the wider WASH sector CD and taking forward the wider CD plan.

Water quality laboratories Provisional recommendations from this assessment to be considered as part of the detailed analysis and audit of the laboratories: 

MoHSW laboratory: Included above (see 2.7).



LWSC laboratory: Included above (see 2.12)



MoLME and EPA laboratories; o

Consideration to be made over whether these two laboratories could be merged due to their closely aligned functions relating to pollution monitoring and control. EPA has an enforcement role. MoLME a role to track the water quality of groundwater and surface water.

o

Attention needed on establishing working processes for maintaining equipment and procuring consumables on an on-going basis (MoLME).

34

o

Also to consider support to the MoLME laboratory as part of the process of developing the water resources database and mapping capacities.



Regional laboratories: The MoLME has a plan to establish regional water quality testing laboratories. These should be considered in relation to possible collaboration between the MoLME, MOHSW and the EPA. Consideration should be made as to whether it is realistic to establish these at this stage when the laboratories at national level are still struggling with logistics, the maintenance of equipment, and access to funds or systems for procurement of consumables. To consider if the development of regional laboratories should be kept for a later stage once the national laboratories are running effectively and functioning well.



Ministry of Commerce National Bureau of Standards laboratory: No support to be provided as part of the WASH sector CD plan.



Laboratories in TNIMA and in the Engineering Department of the University of Liberia: Propose to initially prioritise the strengthening of the laboratories for the MoHSW (and depending on the result of the detailed assessment and audit) which can then be formally used for the training of the students at these institutions. At a later stage the laboratories at the two institutions should also be built up.

35

CD – Objective 3 – To strengthen human capacities of GoL at sub-national level CD Objective 3 – To strengthen human capacities of GoL at sub-national level No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Increase in staffing 3.1 Increase MoPW staffing at sub-national level

3.2

11

Increase MoHSW Environmental Health staffing at health facility level

MoPW

MoHSW

WASH related sub-national staffing for the MoPW will include: County level:  Water Engineer (team leader)  WASH Co-ordinator (role will change to be assistant to the Water Engineer once they are in position)  Pump mechanic  Social worker  Admin / finance officer  Procurement officer District level (staff to be allocated to one or more districts - to be calculated by population, land area and number of towns or cities covered):  Pump mechanic (has a co-ordination role and supervisory role for rehabilitation works as well as supporting pump mechanics at district and community levels)  Social worker (has a supervisory role for the community mobilisation activities at county level as well as 11 involvement in mobilisation and CLTS ) WASH related sub-national staffing for the MoHSW will include: County level:  EH Co-ordinator  EH Supervisor (has a supervisory role for community mobilisation activities at county level as well as involvement in mobilisation and CLTS)  EH focal person for Water Quality Testing  Social Workers as part of the CHT (have a range of

Costs of GoL staff are not incorporated into this plan assumed to be covered by the GoL directly

SSP 1.2.5

Y

MOPW teams at county level have a minimum of four staff including a Water Engineer, and at district level two staff

Costs of GoL staff are not incorporated into this plan – assumed to be covered by the GoL directly

SSP 1.2.5

Y

Environmental health staff are based in at least 50% of health facilities

The MoHSW leads on CLTS and hence the MoPW Social Worker who is also involved in CLTS will report to the MoHSW on CLTS data.

36

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Y

Y

Output indicator 2012-17

2012-17 12

sectoral responsibilities) District level: 13  One EHT . Health facility level (these EHTs will be the main implementers of CLTS):  One EHT per clinic and health centre  Two or more EHT per county hospital and regional hospital Sub-facility level:  Community Mobilisers or General Community Health Volunteers (gCHVs) as part of the health system (cover a range of sectoral responsibilities). 14

As per the Community Health Department Policy :  The EHTs are to be responsible for managing the gCHVs  One EHT will manage 10 gCHVs; each gCHV will be responsible for 500 people 15

Numbers :  Total number of EHTs planned to be based at health facilities = 569  Total number of clinics and health centres = 423 + 42 = 465  Total number of county hospitals and referral hospitals = 31  Total number of health facilities = 496 Orientations (shorter than trainings) MoPW 3.3 Undertake  WASH sector orientations for the Resident Engineer (R.E.) orientations staff at county level for the  To include the line managers of the REs, clarification on

10,000

SSP 1.3.1 1.3.2

R.E.s at county level have been oriented on WASH

12

Social Workers under the Ministry of Health but are not managed by the DEOH. They are active on mobilisation across all health related activities including WASH. WASH sector NGOs regularly involve the MoHSW Social Workers in their programmes. The sector should consider how to more effectively engage with the MoHSW Social Workers as well as the DEOH. 13 The National Environmental Health Policy states that each District will also have an EHO. 14 Numbers advised by the MOHSW, DEOH team based on their calculations establishing that one EHO will be required per health facility and each health facility has approximately 10 gCHVs. 15 Health facility numbers taken from pg 3, MoHSW (2009) National Census of Health Workers in Liberia, 2009

37

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

3.4

Resident Engineers Undertake orientation / consultations for county, district and city, town leadership

County, district and city, town leadership





Training courses with mentoring MoPW 3.5 Run WASH  MoHSW sector MoE standard training courses (type B) with mentoring (functional, technical  basics and cross-cutting)  

their responsibilities in relation to the WASH sector and staff, and relationship building Proposal to first orient / train the county level leadership (Commissioner Development, Planning, Finance) and then second round orientation / training of county level leadership (with involvement of county leadership in running the district level sessions) Aim of sessions are to orient the administrative and planning staff on the following – it is not to train them to take on the role of technical staff: o WASH sector priorities, policies and plans as well as monitoring processes for WASH o CLTS and institutional latrine construction and management o Hygiene promotion and basic solid waste management o Sustainability of water supplies Target participants: o WASH co-ordinators (without a degree) o Pump mechanics o Social workers o County level EHTs o County level CEOs o District level staff (for the later courses) o Water Quality Technicians Note that Water Engineers and WASH Co-ordinators who have a Bachelor Degree would be included in the WASH sector standard training course A – participating together with the national Ministry level staff. To be run at county level – with all staff from two counties in one training course (20 max per participant) = 8 courses Standard WASH sector county level block training course for with mentoring / coaching and practice:

150,000

SSP 1.5.1 1.5.2

Y

720,000

SSP 1.3.1 1.3.2 1.8.1 1.8.2 1.8.3 1.13.1 1.13.2

Y

Y

sector policies, priorities and plans Orientations / consultations have been undertaken for county, district and city / town level leadership on WASH basics and their responsibilities

The WASH sector standard training course (type B) with mentoring has been run a minimum of 8 times

38

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Functional – procedures, planning, procurement, budgeting, professional writing skills, computer skills 16 (word, excel, PowerPoint), supervisory skills, M&E o Technical – CLTS, HP, water quality testing, sustainability of water supplies o Cross-cutting – how to practically incorporate gender, pro-poor planning, protection, vulnerability, environment into programmes Costing has included 8 courses (2 districts per course) run five times (once per year) o

 3.6

3.7

16

Run stand alone short technical training courses with practice

MoPW MoHSW MoLME MoE LWSC CSOs Private sector

Investigate and develop an urban WASH capacity

City & town authorities



Short technical training courses, linked to learning from the action research / pilot projects, and agreement on strategies, and with practice included (linked to implementation) to include:

300,000

SSP 1.3.1 1.3.2

Short technical courses linked to learning from action research / pilot projects have been run

50,000

SSP 1.7.2 1.3.1 1.3.2

Roles and responsibilities for water supply, excreta disposal, solid waste

o

Well construction with improved sighting and specifications o Water point / hand-pump maintenance operation and maintenance o Pump and piped water supply design o Institutional latrine construction o Water quality monitoring o School WASH – linked to SWASH minimum package o Emergency WASH o Health care waste management  These courses will take some time to develop, based on the discussions on strategies and learning  The service delivery roles and responsibilities of the city and town authorities outside of Monrovia are not yet fully clear, nor whether they will have technical staff working directly for them.  Dialogue with MoIA and GC and clarification on roles and

(Costs only cover the learning needs

Would need to consider if this would need to align with the CHT processes and systems for the MoHSW CHW and EHTs

39

No

Intervention

Target institution

development programme for City and Town Authorities

Notes / Assumptions

   



Scholarships and internships MoPW 3.8 Offer WASH sector scholarships and internships Target: For TVET

 



responsibilities of city and town authorities and likely technical staffing with timeline for change. Learning needs assessment for City and Town authorities and development of capacity development programme. The timeline for completing the dialogue and learning needs assessment may be several years. Implementation of the capacity development programme may start after several years (possibly after 2017). Capacity development programme is likely to include: o Lessons on models from the six pilot urban water projects being implemented by LWSC o Lessons from the EMUS project for SWM o Lessons from the FISH project for urban sanitation management o Visits to functioning systems Technical areas for possible inclusion: o Solid waste management plans and processes (for city & town authorities, SME/CBEs and MCC) o Waste treatment and disposal – health care, human excreta and plastic products o Working with SME/CBEs in SWM o Management and O&M of municipal water services (as part of establishing management systems) o CLTS or HP (have promotional roles) o Technical knowledge on the construction of durable latrine options Degree level WASH sector scholarships and internships covering placements for both national and sub-national have been covered under the CD Objective 1. Support WASH sector scholarships and internships over the summer months for promising TVET construction related students interested in the sector. Minimum of 50% for female students. Consider how to link into Youth employment schemes in

Estimated cost (USD)

SIP / SSP

First priority

Quick win

2012-17 assessment and development of the plan)

Output indicator 2012-17

management in cities and towns are clear Learning needs assessment for city and town authorities has been undertaken Specific CD plan for city and town authorities has been developed

360,000

SSP 1.3.1 1.3.2 1.4.3 1.4.4

Y

A minimum of 20 TVET level scholarships provided and a minimum of 20 internships offered to TVET students

40

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

construction related students

International support 3.9 Place international volunteers at national and county levels



County WASH teams



Liberia and existing internship schemes (such as those by the Ministry of Youth and Sports and UNICEF). To include a payment to cover travel costs, subsistence and an allowance. The internships could be undertaken with any sector organization and in any location in Liberia and should be applied for on a competitive basis and should be monitored / supported by the national CD team. Supervisory role could also be considered for the professional associations. Costs included in CDO1.13

Incorporated into CDO 1.13

Sub-total

SSP 1.2.3 1.2.5

Y

See CDO 1.13

1,898,000

41

CD – Objective 4 – To strengthen institutional capacities of GoL at sub-national level CD Objective 4 – To strengthen institutional capacities of GoL at sub-national level No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Infrastructure, logistics, equipment, funds for fuel and maintenance 4.1 Procure a  Undertake a survey / mini audit of current facilities for the logistics, MoPW staff (office space, furniture, computers, printer, equipment and photocopier, vehicles, motorbikes, technical equipment office package etc). for MoPW  Develop a package of equipment and logistics for each team level of team – to consider: County level team: o One double cab pick-up (for use by whole WASH team - with MoHSW EHTs this will be three double cab pick-ups) o Two motorbikes o Laptop plus two desk top computers (this includes one for use by the district level staff), two printers, one photocopier, internet access o One full set of pump repair equipment (tripod, full set of tools, electronic water dipper, dewatering pump) o GPS and smart phone for updating WPM District level team: o Two motorbikes o One smaller set of pump mechanic tools o One smart phone o GPS o Multiple supply of IEC materials 4.2 Procure a  Undertake a survey / mini audit of current facilities for the logistics, MoHSW EHT staff (office space, furniture, computers, equipment and printer, photocopier, vehicles, motorbikes, technical office package equipment etc). for EHT staff at  Consider the capacity needed to be able to undertake 10%

1,716,500

SSP 1.2.6

Y

County and district level MoPW teams have adequate numbers of vehicles and motorbikes, and appropriate equipment and tools and equipment to be able to undertake their duties

2,862,200

SSP 1.2.6 3.4.4

Y

County and health facility level MoHSW teams have well maintained

42

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

county, district and health facility levels

4.3

Construct / rehabilitate offices for MoPW and EHT staff

MoPW MoHSW

4.4

Procure logistics and equipment for city and town authorities for SWM

City and town authorities

17

spot monitoring of water quality annually. Develop a package of equipment and logistics for each level of team – to consider: County level team: o Two double cabin pick-ups (for use by whole WASH team – with MoPW this will be three double cab pick-ups) o Two motorbikes o One laptop plus one desk top computers (this includes one for use by the facility based staff), one printer, one photocopier, internet access o One full set of water quality test kit (Wagtech) plus consumables o Multiple sets of IEC materials Health facility based EHT: 17 o One motorbike per health facility o Multiple sets of IEC materials  To consider whether there can be one ‘WASH Team office’ at County level – where the MoPW staff and the EHT’s can be based. Note that the EHTs and the CEOs have broader responsibilities than those for the WASH sector, so this may complicate this possibility.  Possible rehabilitation or construction of offices for the WASH Team or MoPW and EHT staff with space for water quality analysis Before this intervention can be implemented, analysis will be needed on the appropriate systems for cities and towns and the logistics and equipment needed. Equipment likely to include:  Tools for SWM for the handling and transfer of waste  Logistics (vehicles, maintenance, fuel) to allow for solid waste collection, transfer and disposal

vehicles and motorbikes, adequate fuel to enable field visits and appropriate tools and equipment to be able to undertake their duties



300,000

SSP 1.2.6

WASH staff at county level have a central WASH office which can be used for meetings

500,000

SSP 1.2.6

Some additional cities and towns outside of Monrovia have adequate logistics and tools for solid waste collection

(Limited work on SWM outside of Monrovia expected before 2017)

Note there may be a challenge where there are both male and female staff – can they both travel on one motorbike for field work? Additional bikes may be needed.

43

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

4.5

Ensure Operational costs for County WASH team, District WASH team adequate and health facility based EHTs (fuel, maintenance costs, field operational allowances, office costs etc) costs for County WASH team, District WASH team and health facility based EHTs Establishment of systems, processes, plans MoIA 4.6 Integrate Support processes for the integration of WASH into county and County and WASH into district plans. District county and Authorities, all district plans Ministries 4.7

4.8

Agree on roles and responsibilities of WASH team and coordinating committee Roll out the processes / systems once developed

MoPW MoHSW MoE MoIA/ County & District Authorities MoPW MoHSW MoE

2012-17 17,835,000

SIP / SSP

First priority

Quick win

SSP 1.2.6

2012-17

Sub-national teams have well maintained vehicles and motorbikes and adequate fuel to enable field visits to be able to undertake their duties

(See footnote)18

2,000

SSP 1.5.1

Y

Y

Development of informal agreement on roles and responsibilities and working mechanisms for the:  County WASH Team = MoPW, MoHSW, MoE at County level  County WASH Committee = MoIA, all Ministries, CSOs, private sector at county level

0

SSP 1.1.5

Y

Y

Roll out of processes, systems, guidelines once developed:  Clarifications on CLTS processes, monitoring and information management  Sustainability strategies for water points and handpumps  Systems for updating WPM  Management systems for SWM in cities and towns  School WASH minimum package

0 (Costs incorporated into CD of county and district authorities and county WASH teams) 23,215,700

SSP 1.7.2

Sub-total

Output indicator

WASH is integrated into county and district authority plans Informal written agreement has been developed on roles of WASH team members at county levels Learning on improved systems and processes has been transferred to at least 50% of counties

18

Ideally these sums should come from GoL standard budgets, but because some is likely to come from programme costs, the figures have been identified here. Further discussion is needed on the responsibilities for GoL salaries/incentives/allowances and standard operational costs, whilst ensuring that the teams are not constricted in their work by unrealistic budgets.

44

CD – Objective 5 – To strengthen human and institutional capacities through action research / pilot projects CD Objective 5 – To strengthen human and institutional capacities through action research / pilot projects No

5.1

5.2

5.3

Intervention

Develop models for water supply service provision in cities and towns outside of Monrovia Implement the MCC FISH project (ADB application in process) Pilot the GoL county capacity building programme in 2 or 3 counties (5 year period)

Target institution LWSC

Notes / Assumptions





MCC

MoPW MoHSW MoE CSOs Private sector

  

         

The six LWSC pilot projects for cities outside of Monrovia are already funded and the costs included in the SIP: o 3 x ADB funded – Buchanan, Kakata, Zwedru o 3 x USAID funded / Tetra Tech supported Robertsport, Voinjama and Sanniquellie The learning from these pilot projects will be used to develop models which can be rolled out to other cities and towns in Liberia. Includes study of septic tank emptying Feasibility study of sale and re-use of septic tank sludge Hygiene education and capacity building

To trial how NGOs expertise can be best used to support the transition to the county WASH teams to undertake their responsibilities To establish roles and responsibilities of WASH team members To ensure adequate equipment, logistics, systems for maintenance and adequate access to funds for on-going costs Establishment of co-ordination mechanisms To support the county based WASH team to link in and use the private sector To support the establishment of sani-centres (for sanitation & social marketing) To establish processes for sanitation and hygiene and the monitoring of the same To establish realistic methods for updating the WPM Documentation on learning Proposal that support should continue for 5 years in the pilot

Estimated cost (USD) 2012-17 Costed under the SIP

Costed under the SIP

1,280,000

SIP / SSP

First priority

Quick win

Output indicator 2012-17

SSP 1.3.1 1.3.2 1.3.3 2.1.1 2.1.2

Y

Six pilot projects for cities outside of Monrovia have been completed and learning documented

SIP

Y

FISH project has been undertaken and learning documented

Y

Trials have been undertaken in a minimum of 2 counties to establish county WASH team systems and processes and learning has been documented

SSP 1.3.1 1.3.2 1.3.3 1.7.2 SIP SSP 1.3.1 1.3.2 1.3.3 3.1.4

Learning on the process needed for roll out

45

5.4

5.5

5.6

5.7

Undertake hand-drilled well construction testing and training

MoPW MoLME LWSC CSOs Private sector

 

Develop guidelines for spring catchments and training of private sector

MoPW MoLME CSOs Private sector MoHSW

 

Undertake hand-dug well construction testing, mapping and development of training course

MoPW MoLME CSOs Private sector MoHSW



Undertake pilot private sector drilling contracts

MoPW CSOs Private sector

 

 





5.8

Undertake rainwater harvesting pilots

MoPW MoHSW MoE

  

counties but that learning can start to be rolled out after 1 year Building on work already undertaken with the support of NGOs. Development of private sector capacity for hand-drilled wells.

1,330,000

SIP SSP 1.3.1 1.3.2 1.3.3

Development of guidelines for spring catchments Geographical mapping of where spring catchments could be used Trialling of guidelines Training of the private sector

340,000

Capacity building programme for hand dug well construction, using results of the water point mapping, classify siting and construction issues Develop a training package for hand-dug well contractors and county WASH teams for the construction of hand-dug wells Clarification of enforcement procedures for minimum standards for well construction (relating to width, depth etc)

190,000

Pilot the tendering of drilling of boreholes to start developing a competitive private drilling process in Liberia, to include the development of tender documents and tendering amongst Liberian contractors, who can also partner with regional expertise. Cost of the actual drilling would be part of the project costs. Sum included here to cover consultancy to develop contract documents and processes. To develop options for rainwater harvesting for public buildings (schools, clinics etc) to supplement water supplies. To develop and cost simple options for household RWH Guidelines developed and disseminated

40,000

SIP SSP 1.3.1 1.3.2

SIP SSP 1.3.1 1.3.2 1.3.3

SIP SSP 1.3.1 1.3.2 1.3.3

75,000

Y Many wells currently dry up

Hand-drilled well pilot testing completed, learning documented and trainings undertaken Spring catchment guidelines completed, learning documented and trainings undertaken Hand-dug well siting and testing completed, learning documented and trainings undertaken Pilot of private sector drilling contracts completed with standard contract documentation completed RWH pilots completed, learning documented and guidelines

46

5.9

Undertake school WASH mapping

MoE MoHSW MoPW



Undertake a mapping of the current WASH situation of schools across Liberia

70,000

SSP 3.2.2

5.10

Undertake health facility mapping

MoHSW MoPW



Undertake a mapping of the current WASH situation of health facilities across Liberia

70,000

SSP 3.2.3

Sub-total

developed School WASH mapping undertaken and data available Health facility WASH mapping undertaken and data available

3,395,000

47

CD – Objective 6 – To strengthen human capacities of CSOs, the private sector and the media CD Objective 6 – To strengthen human capacities of CSOs, the private sector and the media No

6.1

6.2

Intervention

Undertake technical training (various) Run CSO/ SME/CBE/ networks institutional development training

Target institution CSOs

Notes / Assumptions

 

CSOs Private sector





6.3

6.4

Undertake IT training & awareness raising for media professionals Develop and integrate equitable and inclusive approaches

WASH media

  

CSOs to manage



MoG



CD to all NWSHPC members and subnational

  

CLTS, hygiene promotion, following construction guidelines for well construction, management and O&M of water points Same training developed for GoL county level staff (CDO3.6) Standard training course on institutional development and management for CSOs & SME/CBEs & networks to cover: o Strategic planning o Governance, establishment of systems, procedures, accountability systems, record keeping, o Entrepreneurship, fund-raising strategies for CSOs (including the development of parallel sources of income for CSOs), commercial sustainability for SME/CBE To be accompanied by mentoring support by international CSOs for establishment of systems, processes and grant application opportunities (see CDO 7.1) Computer and internet training provided for WASH journalists across Liberia Periodic training / awareness raising events for WASH journalists including an annual WASH festival for WASH journalists Training on good journalism practices, effective focused reporting and ethics This intervention to support CD of all actors, but led by CSOs and hence incorporated in this Specific project to focus in on ensuring that adequate attention is given to developing equitable and inclusive approaches To develop water, sanitation and hygiene promotion materials for people who are blind To develop model options for low cost adaptations to household and public latrines to improve accessibility Engage with the process of developing the cross-cutting training materials to ensure inclusion and equity are adequately covered

Estimated cost (USD) 2012-17 Costing included in CDO3.6

SIP / SSP

First priority

Quick win

Output indicator 2012-17

SSP 1.3.1 1.3.2

Y

75,000

SSP 1.3.1 1.3.2 1.3.3

Y

60,000

SSP 1.3.1 1.3.2 3.8.2 3.8.3

Y

Computer / IT training for journalists has been run

75,000

SSP 1.8.1 1.8.2 1.8.3

Y

Learning on good practices for equity and inclusion documented and examples can be seen of integration into projects

CSOs have undertaken short technical training courses At least 20 CSO/SME/CBE/ network members have undertaken and passed the institutional development training course

48



Awareness-raising on the above

49

CD – Objective 7 – To strengthen institutional capacities of CSOs, the private sector and the media CD Objective 7 – To strengthen institutional capacities of CSOs, the private sector and the media No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

Equipment, logistics 7.1 Establish a grant application process for funds for CSO/ CBE/SME/ networks for institutional CD



To establish a grant fund for CSO/SME/CBE/network institutional CD, to be available for those which complete the institutional training course. Applications placed with justification to a grant fund. Could include: vehicles, motorbikes, office equipment, construction equipment etc or support for establishment of accompanying management and maintenance systems, improving accessibility to offices etc.

500,000

SSP 1.3.3

Y

Resources to be built at the central office of the WASH Reporters and Editors Network:  Provision of logistics (vehicle) to allow the central team to travel to the regions  To establish a resource centre for journalists  Resource materials which can be used for preparing articles  Provision of some equipment that members can borrow, such as camera, digital recorders, video recorders, etc  Establish WASH media data bank for WASH articles  To establish a WASH newspaper and website  Internet access Establishment of network and foundations Media 7.3 Expand the  Expansion to all 15 counties and to set up sub-offices of the WASH network in the capital cities of counties. Reporters and  Not to involve building of offices, but to establish in existing Editors building for example of a radio station, or CSO. Network across the counties (Also see also 6.2 and CDO 8.13 on the private sector for further assessment on the needs of SME/CBEs) Sub-total

100,000

SSP 3.8.2 3.8.3

Y

100,000

SSP 3.8.2 3.3.3

7.2

Procure equipment and logistics for WASH media

CSOs

 

Media

Y

Grant fund has been established and at least 10 CSO/SME/CBE/ networks have benefited for institutional strengthening WASH Reporters and Editors Network

Sub-offices of the R&E Network have been established in at least 3 counties

700,000

50

CD – Objective 8 – To strengthen the enabling environment (laws, regulations, policies, strategies, guidelines, advocacy) CD – Objective 8 – To strengthen the enabling environment No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator

Y

Y

Refer to CDO 3.7

Y

Governance, M&E systems and SOP / guidelines for CLTS are clear / developed

2012-17

2012-17

Clarifications 8.1 Clarify responsibilities

Various

The following areas require further clarification:  Responsibilities for undertaking sanitation and hygiene promotion in cities and towns including Monrovia  What support is to be provided for water supply for cities and towns > 5,000 population and who will provide it  Refer also to CDO 3.7 – also included here because these clarifications are an enabling environment issue Policies, strategies, SOPs, guidelines MoHSW / 8.2 Strengthen  Governance / responsibilities for CLTS MoPW governance of  Development of standard operational procedures (SOPs) and CLTS and clear guidance and plan for scale up of CLTS including standard standard protocols, definitions for ODF status and M&E procedures systems for CLTS  Ensure considerations relating to equity and inclusion are incorporated, particularly related to simple low cost designs for improving accessibility for people with disabilities NWSHPC 8.3 Undertake KAP  Undertake research and develop national / county / city / town – MoHSW surveys and social hand-washing and sanitation marketing campaign & develop hygiene develop national guidelines for hygiene promotion and IEC/BCC and sanitation materials. guidelines  Identifying how the hygiene promotion, CLTS and water management should be linked.  Incorporation of considerations relating to equity and inclusion.  Undertake 3 KAP surveys for learning on effectiveness of approaches MoPW 8.4 Develop the  National strategy for water point and handpump maintenance CSOs strategy for and sustainability for all sector actors to align with - including water point and clarification on GoL and private sector role for handpump handpump maintenance and in supply chain and distinction to be made

Covered by CDO 3.7

30,000

SSP 1.6.3 1.6.4

Y

150,000

SSP 1.6.2 1.6.3 1.6.5 2.6.3

Y

Hygiene promotion guidelines with linkages have been developed

25,000

SSP 1.6.1 2.3.1 2.3.2 2.3.3

Y

National strategy for water point maintenance

51

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

maintenance

8.5

Develop school WASH guidelines and materials

over ownership and responsibility for maintaining institutional water points such as schools, health facilities, government buildings etc MoE MoHSW MoPW



75,000

SSP 1.10.2

5,000

SSP 1.1.1

Y

Agreement on the steps to re-establish the NWRSB and its constitution and responsibilities for this process.  To be chaired by MoLME (proposed to be co-Chaired or deputy Chaired by Minister MoPW – for discussion).  Clarification on the respective linkages and roles of the water resources and WASH sectors / actors with respect to the Board. Ensure alignment / coherence of the proposed IWRM institutional structures in the IWRM draft sector strategic plan and those established in the WASH Policy, Compact and SSP

20,000

SSP 1.1.1

Y

Y

0

Y

Y



50,000

Y

Development of national school WASH (SWASH) guidelines to be used across Liberia and updating of school WASH materials (as part of the school health materials) and supply of SWASH IEC material kits for all levels  Ideally integrated into school health programme package – to include governance/O&M, infrastructure, hygiene promotion for the curriculum, menstrual hygiene, M&E etc  Ensure procedures and designs respond to issues of equity and inclusion (including accessibility, menstruation etc) Laws, regulations, establishment of institutions and structures WSSC 8.6 Undertake the  Legal processes to be completed for the establishment of the legal processes WSSC as the regulatory body for the WASH sector for the establishment of the WSSC 8.7

Re-establish the National Water Resources and Sanitation Board (NWRSB)

NWRSB

8.8

Ensure the coherence of IWRM and WASH structures

MoLME NWRSHC

8.9

Engage in the

NWSHPC

has been documented and agreed by all actors National school WASH guidelines are completed and SWASH IEC materials available



The GoL is undergoing a process of reviewing the mandate and

Legal processes completed for the establishment of the WSSC NWRSB has been reestablished and functioning Water Resources and WASH sector Governance structures are in alignment The GoL

52

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

8.10

Mandate and Functional Review Processes of the GoL and support the development of standard JDs for GoL WASH sector professionals Develop solid waste management regulation, policies and strategies

& Ministries



MoIA EPA Private sector City & Town Councils

             

functional responsibilities of the Ministries. The WASH sector to engage in the process to ensure that the new structures proposed by the sector are incorporated in the GoL revisions to the mandates of Ministries and Agencies. Support the development of WASH sector specific JDs in support of the efforts which have been supported by the CSA to develop a set of generic JDs for use across Ministries and agencies.

Clarify roles and responsibilities of institutions involved in SWM Develop and enact a SWM policy, strategy and regulation SWM regulation re fund collection and allocation of areas for responsibility for SME/CBEs for garbage collection Carry out willingness to pay survey for SWM Regulation clarifying urban populations must pay for solid waste collection & disposal (polluter pays) Establish separate account for SWM at municipalities Regulation for the allocation of SME/CBEs areas of responsibility City & town authorities empowerment to manage solid waste management collection system including engaging SME/CBEs Develop technical and operational guidelines for municipalities to improve SWM service Development of SWM plans at Municipalities Budget allocation to towns and municipalities for SWM Strengthening institutional capacity within Municipalities and Ministries responsible for SWM Roll out hazardous and health care waste guidelines Strengthen SWM monitoring and enforcement mechanisms

Mandate and Functional Review process has considered the governance requirements for the WASH sector

1,000,000

SSP 1.3.3 1.7.1 1.7.2 1.7.3 1.7.4 1.7.5 1.7.6 1.7.7 2.7.3 3.3.1 3.3.2 4.2.1 4.2.2 4.2.3 4.4.4

Evidence is available on progress in the SWM enabling environment and institutional development for both Monrovia and in at least three cities / towns in the 19 counties

19

Significant work is required in the area of SWM related to the enabling environment, as well as institutional and human CD. It is unlikely that all areas will be responded to within the period 201217 or which interventions exactly that funds will be identified for. Hence a general output indicator has been included so that progress in any area can be measured.

53

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17



8.11

8.12

Establish a National Water Professionals Association Establish a standardisation and quality control system for equipment

Private sector 8.13 Strengthen the private sector

MoLME

WSSC, MoPW

Include SWM in national surveys, design and implement surveys on commercial waste generation  Identify opportunities for recycling and composting schemes – plan and implement pilot projects Support for the establishment of a national water professionals 20 association  

Private sector

Enforce standardization and quality control system on importation of equipment (handpumps) Increase sector awareness of the guidelines and standards for handpumps and confidence for enforcement

WASH sector to develop a private sector strategy - to include commitments to prioritise the use of private sector companies, and to share information ahead of time etc – consider the following elements:  Undertake a more in-depth assessment of the specific CD needs for SME/CBEs (NaWMA, sani-centres, SME construction companies etc) including human resource development, equipment, sector approaches to using SMEs  GoL institutions, such as the LWSC, to consider managing the water supply provision, but plan areas for bidding for operation by private companies (Monrovia and cities and towns)  Consider the possible options for encouraging existing class A contractors to also consider developing skills in urban water and sanitation systems. If international and national contractors are partnered for a number of town systems, the national contractors will then be able to repeat similar work in other cities and towns.

Not costed for the 201217 period

Not indicated for the 201217 period

30,000

SSP 2.3.5 3.7.1

1,000,000

SSP 1.3.1 1.3.2 1.3.3

(Note that elements of this intervention are included in the UWSSP M&T Consultancy ToR)

A quality control system for handpumps has been developed Y

WASH sector has developed a strategy for the private sector

20

Priority to be given to strengthening the Engineering Society of Liberia and the Liberia Association of Public Health Technicians and the possibility to supporting the establishment of a new association for water professionals to be a longer term goal.

54

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

      





Advocacy 8.14 Develop a sector advocacy / communication plan (including how to raise the profile of WASH and

MoHSW





Increase processes to ensure that tariffs are designed to be pro-poor and that private sector support poorer areas Improve the co-ordination and information sharing with the private sector Increase transparency / integrity in GoL procedures particularly for procurement Increase opportunities and learning from operating publicprivate-partnerships (PPPs) Make more opportunities for research and development for innovative WASH products Consider opportunities for collaboration for social marketing of WASH products Prioritization of Liberian firms in contracts. Match international and national companies with requirement that a % of the work contracted to external companies must be undertaken by Liberian companies (in line with the MoF standpoint that 25% of the work in all major contracts must be issued to Liberian companies) Consider building Liberian companies capacity by suggesting the handover of equipment at the end of contracts to be incorporated into original contract and that this equipment comes with maintenance plans so as to ensure its sustainability Advocacy on: o Increase access to funding (soft loans) so that the private sector can purchase equipment – both for smaller and larger companies o Establish a one stop shop for importation procedures Development and implementation of a communication plan and advocacy strategy / framework for WASH in Liberia – to market the WASH sector to different target groups (the general public, school children, decision makers etc) Advocacy within Liberia on the importance and value of environmental health

20,000

SSP 3.8.1 3.8.2 3.3.3

WASH sector advocacy / communication plan have been developed

55

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17



environmental health in Liberia)

  

Undertake advocacy for full integration of school WASH in MoE systems, budgets and plans Undertake advocacy for increased attention and resources to be put into WASH in the health sector Undertake advocacy for Corporate Social Responsibility to support WASH

MoE

Private sector



8.18

Improve emergency preparedness in the sector

All actors

8.19

Undertake advocacy to improve the slow payment of

MoPW

8.15

8.16

8.17

10,000

SSP 1.10.1

Analysis and advocacy undertaken relating to school WASH with the MoE

10,000

SSP 1.12.1

Analysis and advocacy undertaken relating to health facility WASH with the MoHSW

Engagement with the Ministry of Commerce and the Concessions to investigate whether more can be made of Corporate Social Responsibility (CSR) requirements to benefit CD in the WASH sector.

20,000

SSP 3.8.2 3.3.3



Analyse the emergency preparedness situation in the country and respond to gaps

30,000

SSP 1.12.1 1.12.2



Attention to be made to resolve the problems of slow payment of salaries and for accommodation and other costs.

0

SSP 1.2.2

Engagement has occurred with the Ministry of Commerce with respect to concessions Emergency preparedness analysis has been undertaken The issue has been followed up and raised in individual

 

MoHSW

Increased engagement with other key GoL Ministries and agencies, such as the MIA, Ministry of Gender, CSA, EPA etc Improved engagement of civil society at district / county levels WASH market days Advocacy to ensure School WASH package becomes an integral part of school construction and management as per MoE plans Advocacy for allocation of budget for school WASH by the MoE Ensure updated information on school WASH is adequately included in teacher training curriculum and is integral to monitoring regimes Review WASH elements of health sector budgets, infrastructure plans, inspection procedures, routine monitoring etc Advocacy for increased budget allocation for environmental health, sanitation and hygiene and water quality in the health sector budgets

 

56

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD)

SIP / SSP

First priority

Quick win

Output indicator 2012-17

2012-17

salaries and allowances for GoL staff.

Ministries

Sub-total

2,475,000

57

Support to education and training institutions supplying professionals for the sector The table below considers the supply of personnel for the sector (the ‘pipeline’ of professionals for the sector). It identifies CD support which will be needed to strengthen Liberian education and training institutions and develop new or improved courses to ensure a continued pipeline of appropriately qualified professionals entering the sector in the future.

CD Objective 9 – To strengthen education and training institutions and develop new or improved courses CD Objective 9 – To strengthen education and training institutions and develop new or improved courses No

Intervention

Target institution

Notes / Assumptions

9.1

Increase the quality of the WASH components of Associate and Bachelor Degree level courses:  Civil Engineering (including water supply and environmental sanitation)  Geology (including hydrogeology)

University of Liberia

Proposed support: Support to include for WASH / hydrogeology related teaching:  Faculty technical training upgrades (see CD10.2 below)  Teaching and learning skill development  Support for development of appropriate teaching and learning materials including laboratory and practical’s with mentoring  Resourcing of sector specific text books in adequate numbers for whole groups of students to access  Provision of targeted equipment Notes:  The EHELD programme having a dedicated team working with the University of Liberia offers a very positive opportunity to strengthen the water and sanitation and hydrogeology components of the existing courses. Further in-depth analysis of the curriculum, teaching and learning materials, laboratory facilities, skills of the faculty teaching the WASH and hydrogeology related courses etc would be needed to establish possible inputs.  To also consider if support should be provided to Stella Maris as they provide opportunities for Diploma, Associate Degree and Bachelor’s Degree.

Focus would be on the WASH and hydrogeology related faculty and modules.

Stella Maris (technical college)

Estimated cost (USD) 2012-17 2,000,000

SIP / SSP SSP 1.4.1 1.4.2

First priority

Quick win

Output indicator 2012-17

Funds identified and allocated and actions begun for strengthening WASH components of core degree level educational courses

58

No

Intervention

Target institution

Notes / Assumptions

9.2

Offer opportunity for post-graduate upgrades for faculty staff and 21 instructors

University of Liberia



Provide support to the Tubman National Institute of Medical Arts (TNIMA) to improve its course and opportunities for learning for its

TNIMA

9.3

TNIMA BWI

Support for study at international institutions to upgrade skills and learning and analysis skills. This aims to ensure that there will be Liberian faculty / instructors who can provide good quality teaching to students in Liberian institutions over the longer term.  This would need to be provided for more than one staff per institution with a tie in period. o HE faculty staff with a focus on WASH so that they have an increased capacity to teach Liberian students in hydrogeology and water and sanitation – Masters courses. o TVET staff so that they are more able to teach WASH related TVET construction trades – short to medium term courses. o TNIMA staff – short to medium term courses.  Note that some countries (example UK) consider a Liberian degree to be equivalent to a Higher National Diploma (Associate Degree level) and hence would not accept direct entrance on a one year Masters course. Hence if Masters are considered, a two year course should be budgeted for. 22 Proposed support :  Faculty technical training upgrades (see CDO 10.2)  Teaching and learning skill development  Support for development of appropriate teaching and learning materials including practical sessions with mentoring  Resourcing of sector specific text books in adequate numbers for whole groups of students to access

Estimated cost (USD) 2012-17 690,000

SIP / SSP

First priority

Quick win

Output indicator 2012-17

SSP 1.4.1 1.4.2 1.4.3 1.4.4

At least six faculty staff / instructors have been sent on international upgrade courses

1,000,000

SSP 1.4.1 1.4.2

The WASH Components of the TNIMA EHT course have been strengthened and the TNIMA team have

21

Note that indicated under other objectives, support is also identified for secondments or Masters degree upgrades for: Hydrogeology professionals (LHS) with six month secondment to other African country for practice; Young motivated professionals for national level leadership roles from MoPW and MoHSW; Staff from LWSC (already planned under the ADB support). 22 The issue of the possibility of upgrading the course to an Associate Degree or Bachelors degree was posed. This could be positive for EH professional’s motivation to join the profession but it is not clear that this would be a priority for the sector, as most EHTs who work in the sector would be at sub-national level and hence improving the Diploma level course would be more of a priority. Need to check the content of the new Bachelor’s / Master’s course in Environmental Science at Stella Maris and the prospectus of the University of Liberia. It may be that these courses will offer the opportunity for further training in EH to a higher level.

59

No

Intervention

Target institution

Establish a training and resource centre for water, sanitation and hygiene – with demonstration latrines, handpumps, and part

Estimated cost (USD) 2012-17

SIP / SSP

   

students.

9.4

Notes / Assumptions

TNIMA LAPHT ESL

Provision of targeted equipment Support WASH related training centre (see below) Dedicated course vehicle Develop linkages with sector organisations for student practice / internships Notes: a) As the only EHT training institution in Liberia this should be supported by the WASH sector. However EH is a broader subject than the WASH sector covers and hence action could be sought from UNEP and WHO to see if a collaborative support to identify funding and expertise for the whole course upgrade could be provided. b) To provide support to build on the work of John Hopkins 23 in the revision of the curricula . To take this further by providing substantial support to translate the new curricula into teaching and learning materials and support for building teaching capacity to make increased use of participative techniques, and PowerPoint and the internet. Plus additional access to equipment, practice 24 opportunities for students etc . c) Once the increased number of EHTs planned under the health sector plans are confirmed, a strategy would also be needed to expand the teaching staff and course capacity at TNIMA for larger class sizes.  To be attached to the TNIMA and have the involvement of the Liberia Association of Public Health Technicians (LAPHTs) and the Engineering Society of Liberia (ESL) in its management.  It could be used by students of other institutions, including the University of Liberia, Stella Maris and TVET institutions as well as CSOs for training new staff.

First priority

Quick win

Output indicator 2012-17

appropriate teaching materials and equipment

500,000

SSP 1.4.1 1.4.2

A practical WASH training and resource centre has been established for sector use

23

It may be an option to continue utilizing the professor from John Hopkins who has already been working with TNIMA for some time. Care will be needed to ensure that the support provided is well targeted to the WASH sector elements. 24 It could also be considered to harness pre-recorded on-line courses, such as those developed by John Hopkins. It should however be considered only if IT and internet access can be assured, and consideration should be made as to the self motivation and learning skills which are needed to utilise on-line / e-learning resources.

60

No

9.5

Intervention

constructed wells, demonstration, space for construction practice and a training space where CLTS and hygiene promotion can also be taught. Improve WASH elements of TVET courses.

Target institution

Notes / Assumptions

 

National TVET Task Force Booker Washington Institute Community Colleges

Estimated cost (USD) 2012-17

SIP / SSP

500,000

SSP 1.4.1 1.4.2

First priority

Quick win

Output indicator 2012-17

Sector specific short courses could be developed and run from this location. Over the longer term the resource centre could be used to establish a national training institution / body similar to the IWSD in Zimbabwe, NETWAS in Kenya etc. But consideration made to linking any such initiative to an existing training institution such as TNIMA, Stella Maris or other.

Proposed support:  Engage with the National TVET Task Force to ensure that the WASH sector needs are incorporated into all TVET developments.  Faculty technical training upgrades (see above)  Teaching and learning skill development  Support for development of appropriate WASH related curricula and teaching and learning materials including practical sessions  Resourcing of sector specific text books in adequate numbers for whole groups of students to access  Provision of targeted equipment  Develop linkages with sector organisations for student practice / internships Notes: a) Consider to prioritise one TVET institution as a starting point (proposed to be BWI) to develop WASH related modules and teaching and training materials to incorporate into their courses (well construction, handpump maintenance, water treatment, leakage detection etc). b) Consider if the WASH sector should prioritise a few TVET institutions to engage with over the longer term (probably the regional based Community Colleges) c) To consider when selecting TVET institutions to support if supporting TVET institutions in the counties would lead to more staff willing to work outside of Monrovia? Would it

New curriculum teaching and learning materials have been developed for TVET construction courses which strengthen WASH skills and one TVET institution is using them, with plans identified to expand to other TVET institutions

61

No

9.6

Intervention

Develop sector specific block release courses (type A & B) for functional, basic technical and cross-cutting skills for national and sub-national staff with integrated mentoring / coaching component, plus development of short technical courses.

Target institution

Stella Maris LIPA

Notes / Assumptions

also increase the opportunities for women who may be less mobile than men? The following standard block release courses with mentoring / coaching components have been proposed in CDO 1.9 & CDO 3.5:

TNIMA

Course type A - Standard block training series for national level staff (cross-discipline) and County level Water Engineers and WASH Co-ordinators (degree holders) with on-going mentoring –  Leadership, project management - Leadership skills, coordination, policy & strategy development, project management, project management competencies (business etiquette/communication), budgeting, MTEFs, professional writing skills, computer programmes (word, excel, PowerPoint), M&E, advocacy  Additional modules for MoPW technical water staff: 25 Procurement/ tendering/ contracts management ,  Cross-cutting – How to practically incorporate equity and inclusion, environment and climate change into programmes

Estimated cost (USD) 2012-17

SIP / SSP

500,000

SSP 1.4.1 1.4.2

First priority

Quick win

Output indicator 2012-17

Two sector specific standard block release training courses with mentoring have been developed and both have been run for at least two years Short technical courses have been developed and are being rolled out

Course type B - Standard WASH sector county level block training course for WASH Co-ordinators (high school graduates), EHTs, Social Workers and Pump Mechanics with mentoring / coaching and practice  Functional – Procedures, planning, procurement, budgeting, project management competencies (business etiquette/communication), professional writing skills, computer skills (word, excel, PowerPoint), supervision, 26 M&E 25

Procurement to include: general principals such as transparency, fairness, value for money, advantages / disadvantages, processes; tendering and tender documents: tender stages, prequalification, ability of potential bidders to do the work, scope of works, tender submission process, briefing tenderers, tender assessments; contracts: forms of contract, allocation of risks, payment, supervision, liabilities, dispute resolution etc 26

Would need to consider if this would need to align with the CHT processes and systems for the MoHSW CHW and EHTs

62

No

Intervention

Target institution

Notes / Assumptions

 

Estimated cost (USD) 2012-17

SIP / SSP

First priority

Quick win

Output indicator 2012-17

Technical – CLTS, HP, water quality testing, sustainability of water supplies Cross-cutting – How to practically incorporate equity and inclusion, environment and climate change into programmes

Specific technical courses:  Short technical upgrade courses, linked to learning from the action research / pilot projects, and agreement on strategies, and with practice included (linked to implementation) to include: o Well construction with improved sighting and specifications o Water point / hand-pump maintenance operation and maintenance o Pump and piped water supply design o Institutional latrine construction o Water quality monitoring o School WASH – linked to SWASH minimum package o Emergency WASH To consider the following institutions for development of the above courses:  Stella Maris (because of their experience in running a similar course for the health sector and their current technical courses).  LIPA (because of their range of existing courses in functional skills).  TNIMA because of their role in teaching a range of elements  Course could be developed with the support of an international institution such as WEDC, London School of Hygiene and Tropical Medicine or other.  Mentoring / coaching for implementation of training should have dedicated staff to visit workplaces, review progress, provide guidance etc.

63

No

Intervention

Target institution

Notes / Assumptions

9.7

Develop a standard training course on institutional development and management for CSOs, SME/CBEs and networks with integrated mentoring.

LIPA



9.8

Make efforts to increase the number of female professionals working in the sector at all levels and improve the consideration of gender, equity and inclusion in projects, institutions and the supply pipeline of professionals into the sector

FAWE MoG

Course to cover: establishment of systems, procedures, strategic plan, accountability systems, record keeping, entrepreneurial skills and fund-raising strategies for CSOs and networks (including the development of parallel sources of income for CSOs), commercial sustainability, for SME/CBE  Partnership suggested with international CSOs to both develop the courses and provide back up, mentoring support for the implementation of learning.  LIPA would be an appropriate institution to consider for the development of such a course.  To investigate what trainings are already available for SME/CBEs. WASH sector to engage with FAWE, with support from the Ministry of Gender, and include them in sector activities. Work needed on:  Develop interventions to improve gender, equity and inclusion actions related to: o Project level – practical actions o Institutional level considerations (recruitment, working environment, policies, etc) o Supply chain for new professionals entering courses and the sector  Expansion of FAWE’s work on development of a Code of Conduct for training institutions and its work to ensure gender responsive teaching and learning is practiced. This could be developed further to develop a good practice guide for Ministries / Agencies / Organisations working in the sector.  Engage with the education sector and other engineering and environmental health related sectors to undertake advocacy for girls and women to consider the sector at an early age, utilizing role models, communication at school level, talks at schools, promotional materials etc as feeds into University / Polytechnic / TVET courses.  Provision of scholarships and internships for female

Estimated cost (USD) 2012-17 70,000

70,000

SIP / SSP

First priority

Quick win

Output indicator 2012-17

SSP 1.3.3 1.4.1 1.4.2

A standard training course on institutional development for CSO/SME/CBE/ networks with associated mentoring have been developed and run at least twice

SSP 1.4.1 1.4.2 1.4.4

A partnership has been developed with FAWE to progress action on gender, equity and inclusion in the sector

64

No

9.9

Intervention

Develop postgraduate WASH sector training courses (in Liberia or in the Mano River countries)

Target institution

To be determined

Notes / Assumptions

students in WASH related fields with agreement for their commitment to the sector for a period of time. Engage also with the county authorities to encourage the scholarships they support to be prioritised to female applicants. Two main options for the development of post-graduate WASH sector technical certificate courses: Option A:  To consider establishing post-graduate certificate courses in country, with collaboration between an international training institution (such as WEDC) and a Liberian institution, with a specific focus on the training needs for the sector. The courses could be aligned with the distance learning modules currently supported by 27 WEDC (for example) but for them to be run in Liberia with Liberian institutions taking over their running over time. Another institution may need to be identified to support the development of a hydrogeology postgraduate certificate course, or to request a consortium to provide the support.  Further analysis of the teaching and learning materials on the existing courses would be needed to establish the need for these post-graduate modules.  Such post-graduate courses could be offered to fee paying students and to sector professionals working at national and county levels, and could also be used as a motivation and an incentive tie in to posts for a set number of years. Option B:  To develop a single Centre of Excellence in Water Resources, Water Supply, Sanitation and Hygiene across Sierra Leone, Liberia, Guinea and Ivory Coast.  Consideration would be needed over the number and

Estimated cost (USD) 2012-17

SIP / SSP

SSP 1.4.1 1.4.2

First priority

Quick win

Output indicator 2012-17

Efforts have started to progress the development of post-graduate certificate courses for the sector, whether in country or a Mano River collaboration

27

For example the WEDC postgraduate modules such as in ‘Water for Low Income Communities’, or ‘Management of water and sanitation’, or alternatively to develop a combination of several into one Liberia specific postgraduate course.SSP

65

No

Intervention

Target institution

Notes / Assumptions

Estimated cost (USD) 2012-17

SIP / SSP

First priority

Quick win

Output indicator 2012-17

level of trainees who could benefit from a joint Mano River institution? Proposal for focus to be on professional staff with degree level education or significant work experience. 9.10

9.11

Undertake advocacy to strengthen the student pipeline to the WASH sector related HE and TVET courses Undertake a detailed assessment of HE & TVET training institutions as above (9.1-9.10) and develop funding proposals

NWSHPC

A longer term consideration which would need to be undertaken in collaboration with the Ministry of Education and sector partners to consider strategies to improve science and applied mathematics related teaching at school and to attract the students with the best aptitude to the sector. Could involve supporting specialized schools or training institutions.

NWSHPC

Detailed assessment and development of funding proposals for the above actions proposed for developing HE / TVET institutions and the development of new courses.

Sub-total Grand total

0

50,000

SSP 1.4.1

Detailed assessment undertaken and funding proposal(s) developed for taking forward the recommendations 9.1 to11

7,380,000 74,184,662

66

6. Monitoring, evaluation and reporting framework and costing 5.1

Monitoring and evaluation

It is proposed that progress against the capacity development plan should be monitored / evaluated: a) On an annual basis at the same time as progress is monitored against the Sector Strategic Plan / Sector Investment Plan, in line with the Sector Annual Review and monitoring for the Compact. b) As an integral part of the intervention to establish a Sector Capacity Development Support Team. Capacity development is an on-going process and hence the indicators for monitoring should respect the incremental nature of progress.

Table 3 - Proposed WASH sector capacity development indicators SSP Goal, CD Vision and CD Objectives

CD Indicators

SSP, 2012-17, Goal:

CD Impact Indicators:

To increase access to safe water supply and sanitation and improve hygiene practices, thereby contributing to improved human welfare, development and Liberia’s long term sustainable growth.

The CD plan has contributed to the success of the implementation of the SSP, 2012-17, and hence to: increased access to safe water supply and sanitation and improved hygiene practices, and ultimately contributed to improved human welfare development and Liberia’s long term sustainable growth.

SSP, 2012-17, Strategic Objective 1: Establish and strengthen institutional capacity to manage, expand and sustain Liberia’s WASH services CD Vision: A Liberian WASH sector with strong leadership and human and institutional capacity and an environment which enables both female and male sector stakeholders working at national and sub-national levels to effectively manage, expand and sustain Liberia’s WASH services. CD Objectives: 1. To strengthen human capacities of the GoL at national level. 2. To strengthen institutional capacities of GoL at national level. 3. To strengthen GoL human capacities at sub-national level. 4. To strengthen institutional capacities at sub-national level. 5. To strengthen human and institutional capacities through action-research / pilot projects. 6. To strengthen human capacities of CSOs, the private sector and the media.

CD Outcome Indicators: 1. The Government of Liberia at national level has shown evidence of increasing capacity for leadership and in managing national WASH programmes. 2. The Liberia Water and Sewer Corporation has increased commercial viability and increased capacity to manage Monrovia water supply and sewerage systems including continued expansion of services. 3. The Government of Liberia at county level (Local Authority and de-concentrated Ministry staff) have shown increased ability in the planning, management, monitoring and reporting on WASH activities in their county. 4. The management models for cities and towns

67

7. To strengthen institutional capacities of CSOs, the private sector and the media. 8. To strengthen the enabling environment (laws, regulations, policies, strategies, guidelines, advocacy). 9. CD of education and training institutions or development of new courses.

outside of Monrovia have been developed and roles and responsibilities of various sector actors are clear relating to water, excreta disposal, hygiene promotion and solid waste management. 5. Young motivated sector professionals have received international training and are being developed to take over leadership of the sector in the future. 6. Evidence is available that some Liberian WASH sector CSOs have strengthened institutional capacity and better able to sustain themselves over the longer term. 7. The sector has developed a clear strategy for the private sector and there is evidence of increasing private sector engagement in WASH sector programmes. 8. Higher and TVET educational opportunities for sector professionals are of higher quality and strengthened in the WASH elated elements. CD Output Indicators: These are indentified against each intervention (refer to Section 4). It is unlikely that all outputs will be possible within the SSP period.

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5.2

Summary of costs

The summary of costs for the CD plan is indicated below. For the breakdown for each element refer to section 4 or to the associated spreadsheet. Table 4 -

Summary of the costs of the CD plan, 2012-17 Total costs

1

To strengthen human capacities of GoL at national level

5,631,250

2

To strengthen institutional capacities of GoL at national level

29,279,712

3

To strengthen human capacities of GoL at sub-national level

1,898,000

4

To strengthen institutional capacities of GoL at sub-national level

5

To strengthen GoL human and institutional capacities through pilot projects

6

To strengthen human capacities of CSOs, the private sector and the media

210,000

7

To strengthen institutional capacities of CSOs, the private sector and the media

700,000

8

To strengthen the enabling environment (laws, regulations, policies, strategies, guidelines, advocacy)

2,475,000

9

To strengthen education and training institutions and develop new or improved courses

7,380,000

Grand total

23,215,700 3,395,000

74,184,622

Notes: 1. The costs of the increased staffing for the Government of Liberia at national and sub-national levels (salaries, allowances, incentives) has not been included in the costs above. 2. Some costs have been included for the WSSC and the NWSHPC Secretariat staff. 3. Estimates of operational budgets have been included.

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