meeting with charles and johnson (8/1/2007)waterfund.go.ke/watersource/downloads/002. planned...

Water Services Trust FundList of Planned ActivitiesJanuary – June 2008

Table of Contents

1 Water Supply..................................................................................................41.1 Water Supply: Adapted Solutions.............................................................4

1.1.1 Characteristics of Low-Income Areas................................................41.1.2 Technical Options..............................................................................4

1.2 Availability of Water..................................................................................41.3 Evaluation of Kiosk Drawings and Technical Constraints........................51.4 Water Quality of Private Boreholes..........................................................61.5 To Do’s.....................................................................................................6

2 Sanitation.......................................................................................................72.1 The WSTF Sanitation Approach...............................................................7

2.1.1 Public Sanitation................................................................................72.1.2 Affordable Household-Level Sanitation Solutions..............................7

2.2 Support Provided to WSPs.......................................................................72.3 Principles of the Public Sanitation Facility Management Concept............7

2.3.1 Identification of Public Sanitation Facility Operators..........................72.3.2 Training of Public Sanitation Facility Operators.................................82.3.3 Management of Public Sanitation Facilities.......................................8

2.4 Public Sanitation: Some Technical Issues...............................................92.5 Cooperation with Partner Institutions.......................................................92.6 Sanitation in Water Supply Projects.........................................................92.7 To Do’s.....................................................................................................9

3 Definitions and Standards............................................................................103.1 Defining Low-Income Areas...................................................................103.2 Need for Technical Standards................................................................103.3 Need for Service Delivery Standards.....................................................11

3.3.1 Coverage.........................................................................................113.3.2 Mixed Supply Systems....................................................................113.3.3 Need for Delivery Standards............................................................11

4 The Pro-Poor Urban Database/Information System.....................................124.1 Need for a Pro-Poor Information System...............................................124.2 Preparatory Activities and Data Collection.............................................124.3 Contacting Data Experts........................................................................12

WSTF/GTZ List of Planned Activities November 2007

4.4 The WSTF Management Information System (MIS)..............................134.5 Proposals to be Considered...................................................................134.6 Issues to be Discussed..........................................................................144.7 To Do’s...................................................................................................14

5 Documents to be Prepared for the Urban Poor WSS Toolkit.......................155.1 Need for a Urban Poor WSS Toolkit......................................................155.2 The WSTF Project Cycle........................................................................15

5.2.1 Project Proposal Preparation...........................................................155.2.2 Project Implementation....................................................................165.2.3 Project Operation.............................................................................165.2.4 Project Evaluation............................................................................16

5.3 The Urban Project Cycle and the Toolkit................................................175.3.1 Sensitisation of the WSBs and WSPs.............................................17

5.4 Specific Issues which will be Addressed by the Toolkit..........................175.4.1 Proposal Preparation.......................................................................185.4.2 Project Monitoring............................................................................185.4.3 Construction Supervision.................................................................185.4.4 Task Team and Stakeholders..........................................................195.4.5 Community Mobilisation and Sensitisation......................................195.4.6 Identification, Selection, Training and Management of Operators. .195.4.7 Project Reporting (WSP > WSTF)...................................................205.4.8 Access to Land................................................................................205.4.9 Kiosk Sites.......................................................................................205.4.10 Outsourcing of Activities...............................................................215.4.11 Disbursement, Financial Management and Procurement.............225.4.12 Public Sanitation...........................................................................225.4.13 Kiosk/Public Sanitation Facility Operation....................................22

5.5 To Do’s...................................................................................................235.5.1 Evaluation of Tools and Procedures by a Legal Expert...................235.5.2 Procurement and Financial control..................................................235.5.3 Technical works...............................................................................235.5.4 Accompanying Measures................................................................23

6 The WSTF Urban Poor Concept and the Project Cycle...............................246.1 Introduction............................................................................................246.2 Projects and Infrastructure Funded by the WSTF..................................246.3 Support Offered by the WSTF................................................................246.4 Preparing the Roll Out of WSTF-Funded Urban Projects.......................256.5 WSTF, WSBs and WSPs.......................................................................266.6 Note Regarding the UPC........................................................................26

WSTF/GTZ List of Planned Activities January 2008

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6.7 Outputs Related to the UPC and the Project Cycle................................267 Internal WSTF Activities...............................................................................27

7.1 List of WSTF-Oriented Activities............................................................277.2 Development of the WSTF Management Information System (MIS).....277.3 Internal Communication.........................................................................277.4 A Communication Concept for the WSTF..............................................277.5 The WSTF Brochure..............................................................................287.6 The WSTF Urban Web Pages................................................................287.7 WSTF Reference Centre and Literature CD-Rom..................................287.8 The WSTF Photo Archive.......................................................................29

8 Pilot Project Specific Activities.....................................................................308.1 Activities to be Carried out by the WSTF...............................................308.2 Activities to be Carried out by the WSPs................................................31

9 Certain Issues Concerning WSTF-Funded Projects.....................................319.1 Community-Managed WSS Projects......................................................319.2 Community Participation........................................................................329.3 Customer Care.......................................................................................329.4 Cross-Cutting Issues..............................................................................339.5 Access to Safe Water is a Human Right................................................339.6 Water and Sanitation Projects, Peace Building and Reconciliation........34

10 Remaining Issues and Ideas.....................................................................3510.1 To Do’s................................................................................................3510.2 Ideas and Thoughts............................................................................35

Glossary and List of Abbreviations......................................................................36


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2 Water Supply

2.1 Water Supply: Adapted Solutions

2.1.1 Characteristics of Low-Income Areas The WSTF has to develop a set of adapted water supply concepts (technologies and management concepts) which are adapted to the various types of low-income areas. It this context is important to note that in some towns (for example, Webuye) low-income areas are relatively small with populations ranging between 30 and 200 persons. Kiosk are not a suitable solution for such low-income areas. The question one has to ask is whether the WSTF should finance projects that allow the SP to reach all low-income areas, including small areas. There is need, therefore, to develop definitions and descriptions of low-income areas. On the basis of these descriptions the WSTF has to decide which areas are suitable for WSTF funding.

2.1.2 Technical Options Adapted technical and management solutions should consider such factors as:

Climate. Levels of vandalism. Costs (per capita).

The following technological options should be considered: Closed kiosks (for areas with high levels of vandalism and areas where

operator incomes have to be supplemented by the sale of groceries). Open kiosks with and without shelter (in areas with high average

temperatures, or in case the WSP wishes to keep per capita investment cots low).

Yard taps (enabling the WSP to reach small low-income areas). The yard tap standard still has to be designed by the WSTF.

Mobile (pre-cast) kiosks that can be removed and transported to areas where they are needed.

The WSTF may also have to assess the feasibility of introducing technologies such as rainwater harvesting. The WSTF and the WSPs may also have to consider a policy of social domestic connections.

2.2 Availability of WaterDuring the prioritisation of potential project areas and during the preparation of the Application Form for the WSTF, the WSP has to assess carefully whether the supply of safe water will be sufficient and reliable.


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In areas where the WSP has to ration water or where it has introduced a water distribution concept kiosks can be equipped with a (3 or 5m3) overhead tank (Kentank).WSPs have to show that their water rationing/distribution concept is pro-poor. The assessment of supply constraints has to be included by the WSP in the WSTF Application Form.

2.3 Evaluation of Kiosk Drawings and Technical Constraints The kiosks constructed under the WSTF and GTZ/DED pilot projects will have to be evaluated. This evaluation will have to focus upon:

Technical defects (choice of materials, design errors). Ergonomic aspects. Kiosk hygiene (is it easy to keep the kiosk clean?). Whether the structure was built according to drawing.

The evaluation should also draw conclusions with regard to: Construction supervision (by the WSP, the WSTF, etc.). Procurement of materials. The advantages and disadvantages of using direct labour (local masons,

etc.) instead of local contractors.The WSTF should develop a guideline/tool for the customer-aided evaluation (technical, hygienic, ergonomic) of the kiosks. The following stakeholders should be involved in the customer-aided technical evaluation:

Technical staff of the WSP. The Kiosk Operator. Kiosk customers. The Public Health Officer and/or the Community Health Education Worker

(CHEW). The architect who prepared the kiosk drawings. The Contractor.

This guideline/tool should include a set of recording sheets. These sheets should enable the evaluators to record the observations and proposals of all stakeholders.The technical evaluation should be carried out 3 months after commissioning. The technical evaluation should be preceded by an assessment of the technical drawings during the construction phase. Such an assessment should allow the WSTF to identify omissions and shortcomings.

2.4 Water Quality of Private Boreholes The WSTF, the WSBs and the WSPs have to develop an app strategy/guideline with regard to the water quality of the alternative (non-WSP) sources and outlets used by the residents of the areas benefitting ffrom WSTF-funded projects.


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The development of the approach should take the following issues into account: What should be the policy of the WSP towards private boreholes operating

(selling water) within (potential) project areas? Are the WSP and/or the WSB allowed to carry out water tests at private

boreholes and protected wells? What is the responsibility of the Ministry of Health (Public Health Officer)? How do we test the water quality of the private boreholes? What measures need to be taken if the water is found to be of poor

quality?

2.5 To Do’sDiscuss technicalities of the kiosk drawing with the WSTF Engineer.

Ask for the WSTF technical report. Develop a Customer-Aided Design (CuAD) approach. The CuAD approach has to be integrated in the Urban Poor Concept

(UPC).


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3 Sanitation

3.1 The WSTF Sanitation Approach

3.1.1 Public Sanitation The focus of WSTF-funded sanitation project will be on the construction and operation of innovative and environmentally-friendly public sanitation facilities.

3.1.2 Affordable Household-Level Sanitation Solutions At a later stage, the WSTF may decide to develop, together with the GTZ Ecosan project, an affordable, sustainable and environmentally friendly offsite & onsite sanitation concept for unplanned low-income areas. This concept should be based upon the principle that sanitation remains a decision of the house owner. Currently household level Ecosan solutions still cost between KSh 40,000 and KSh 60,000. The challenge will be to develop an affordable Ecosan solution for low-income areas. The WSTF sanitation approach will be explained in more detail in a sanitation position paper, which will be prepared by the WSTF.

3.2 Support Provided to WSPsThe WSTF is developing, together with a a number of WSPs:

A public sanitation facility management/operation concept for the WSPs. A public sanitation facility sensitisation concept. A procedure for the identification, selection and training of Public

Sanitation Facility Operators. The concepts and procedures will be developed on the basis of the experiences acquired with the public sanitation facilities in Naivasha and in Kibera, Nairobi.

3.3 Principles of the Public Sanitation Facility Management ConceptThe public sanitation facility management system should be based upon the following principles:

The WSP signs a contract with the Operator. The Operator is charged by the WSP according to the meter readings. The Operator sells services (water, access to showers and toilets) for a

tariff, which has been set by the Company. The Operator can use the biogas free of charge.

3.3.1 Identification of Public Sanitation Facility Operators With regard to the identification and selection of Operators, the management of NAIVAWASS has proposed the following procedure:


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Advertising, in the local media, of the position of Public Sanitation Facility Operator.

Short listing of applicants. Explaining the business to applicants (services to be rendered to

customers, customer complaints procedure security, public health, regular inspections carried by the WSP and the PHO, operation and maintenance, charges, revenue and revenue collections, security deposit, contractual arrangements, etc.).

Selecting the Operator. Training the Operator. Signing of the WSP – Operator contract. On-the-job training by the WSP and GTZ experts.

It should be noted that the profile and Operator identification procedure, are to some extent determined by the use of the biogas.The WSTF will prepare a questionnaire that can be used by the WSP to assess whether candidates meet the requirements of the Company.

3.3.2 Training of Public Sanitation Facility Operators With regard to the training of Public Sanitation Facility Operators, a number of questions have to be asked:

Should Operators of public sanitation facilities receive the same training as the Water Kiosk Operators?

Can the training – or part of the training – be outsourced? For example, the Kenya Water Institute (KWI) could be asked to take care of specific parts of the training programme.

Should WSP staff participate in the training programme?

3.3.3 Management of Public Sanitation Facilities As far as the operation of the public sanitation facilities are concerned, the following issues have to be addressed:

Should the WSP ask for the payment of a security deposit by the Operator?

Should the Operator pay sewerage charges? What is the impact of the various ways in which the biogas is used upon

the public sanitation management concept? How should the Operator be charged by the WSP? Is there need to develop a special customer complaints form (to be kept at

the facility) for public sanitation facilities? Should customers be charged the same amount for a short call as for a

long call? Should the Operator be allowed to sell bottles of water at his public

sanitation facility water kiosk?


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3.4 Public Sanitation: Some Technical Issues The public sanitation pilot projects in Naivasha and in Kiserian, have shown the need to:

Consider space requirements. Assess whether a sustainable and environmentally friendly solution has

been found for the disposal of sludge, before a project is approved. This means, that in some cases the suitability of two sites have to be assessed.

Prepare a public sanitation site selection guideline which includes a set of technical, environmental, public health, social and marketing criteria.

Should the facility be connected to the electricity grid?

3.5 Cooperation with Partner InstitutionsThe development of a sanitation approach will have to take place in close cooperation with various Government ministries, as different ministries have different responsibilities:

Technical standards of sanitation facilities are the responsibility of the Ministry of Water and Irrigation (MWI).

Sanitation-related public health guidelines and promotion (for example, the promotion of hand washing) are the responsibility of the Ministry of Health (MoH).

Education related to sanitation and the development of educational materials, are the responsibility of the Ministry of Education (MoE).

3.6 Sanitation in Water Supply ProjectsThe WSTF should consider embedding an adequate and affordable sanitation promotion programme in all the water supply projects it is funding. The WSPs will have to include such programmes in their project proposals.The WSTF, together with other stakeholders, will develop such a programme.

3.7 To Do’sWSTF and the GTZ Ecosan team should organise a meeting or workshop to discuss the use of biogas. A clear decision on the use of the biogas is important as it has consequences for the operation of the facility and upon the identification and selection of the Operator. Technical and cultural constraints and opportunities should be given consideration.


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4 Definitions and Standards

4.1 Defining Low-Income AreasThe WSTF aims to make safe water accessible to the urban poor. It will be important, therefore, to establish where within cities and towns the urban poor are living who can be reached by the WSPs, through WSTF-funded projects. A set of descriptions and definitions will have to be prepared on the basis of field visits and discussions with experts and urban residents. These descriptions and definitions should consider the following criteria:

Income levels and patterns of social and economic differentiation. History and legal status of the area. Layout of the area and level of planning. Development plans covering/affecting the area. Patterns of land ownership (there has to be sufficient space to construct

kiosks and lay the network extensions). Patterns of house ownership. Population density and population size. Current water supply situation. Current sanitation situation. Distance to the distribution network (the area has to be reachable). Sub-centres of main towns should not be overlooked.

4.2 Need for Technical StandardsIn order contribute the attainment of the MDGs and to ensure that the human right – access to safe water – is given serious consideration, a set of water supply and sanitation (design) standards have to be developed. These standards should consider;

Climatic variations. Variation in the levels of vandalism. Hygienic aspects (can kiosks be kept clean?). Ergonomic aspects and user-friendliness. Technical maintenance and repair. Total and per capita investment costs. Number of users. Coverage requirements. Environmental impact of the WSS infrastructure. Per capita cost of WSTF-funded projects. Coverage and adequate water supply :


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4.3 Need for Service Delivery Standards

4.3.1 Coverage The definition of coverage developed by MWI has to be operationalised in order to calculate coverage levels using the data stored in the pro-poor urban information system.

4.3.2 Mixed Supply Systems If low-income areas get connected to the water distribution network and supplied through water kiosks, a demand for domestic and commercial connections usually develops quite rapidly. Therefore, when preparing their proposals for the WSTF, WSPs should take such an emerging demand (market) for private connections into account. In other words, the WSTF-funded project should allow for the gradual, demand-driven development of a mixed system; water kiosks and private connections. Adopting a mixed-system approach can have implications for the design of the distribution network (size of pipes, layout of the network, etc.).

4.3.3 Need for Delivery Standards In addition to observing technical standards related to the water supply infrastructure, the WSP can only improve the water supply situation in low-income areas if it manages to adhere to certain supply, maintenance and customer care standards. Standards have to apply to (have to be developed for) the following:

Water quality. Water pressure. Supply hours and water redistribution/rationing procedures.

The maintenance and repair concept. The operation and sustainability of the infrastructure Customer care. Service delivery by the Kiosk Operator. Business hours of kiosks.


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5 The Pro-Poor Urban Database/Information System

5.1 Need for a Pro-Poor Information SystemA pro-poor urban database is necessary:

In order to enable the WSPs to prepare realistic WSS project proposals for specific areas.

To allow the WSTF to evaluate and prioritize proposals according to a set of criteria (number of people served, per capita investment cost, current water supply situation, etc.).

To evaluate a specific WSTF-funded project and to assess if the project offers value for money.

To enable the WSS sector to assess the current WSS situation and the impact of the WSTF-funded project and their contribution to the attainment of the MDGs and the objectives specified in the Visions 2030 document.

These objectives and data uses should guide the development of the approach, methods, techniques and data collection tools.

5.2 Preparatory Activities and Data CollectionThe following activities have to be undertaken before data can be collected at town and area level:

Prepare descriptions and definitions of low-income areas. Identify which areas are eligible to benefit from WSTF-funded projects. Develop a set of adapted technical and infrastructure management

/operation solutions. Develop a area mapping/data collection concept and approach (Who

should collect data? Should stakeholders be consulted during the development of the data collection tools? What are the data needs of the various stakeholders?).

Develop the data collection methodology and tools. Train the Data Collectors. Test the data collection tools. Evaluate the data collection tools. Prepare the database (data entry programme, user interface, etc.). Scale up the data collection exercise. Establish a helpdesk at the WSTF.

5.3 Contacting Data ExpertsIn order to ensure that the pro-poor urban information system:

is well embedded in and compatible with existing databases, attaints credibility among all stakeholders,


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an attempt will be made to involved the following stakeholders in the development of the system:

The Central Statistical Office (CSO). The decision to seek the advice of CSO will have to be taken by the Ministry of Water and Irrigation.

The Water Services Regulatory Board (WASREB). The Water Services Boards (WSBs). The Water Service Providers (WSPs). UN-habitat (which has developed an information system for a number of

western towns, including Kisumu). The possibility for cooperation with the Tanzanian water sector, which

aims at creating its own pro-poor urban database/information system, should be examined. For example, the assessment of data needs and the training of data collectors can be done in cooperation with our Tanzanian counterparts.

5.4 The WSTF Management Information System (MIS)The WSTF has plans to develop a Management Information System (MIS), which incorporates data on:

The WSPs (data obtained with the WSTF Project Application Form) and the low-income units of the WSPs.

The project area(s) (population, socio-economic infrastructure, etc). The project itself (description, activities (software/hardware),

impact, duration, pictures) Water supply/sanitation situation (without project). Water supply/sanitation situation (with project). Expenditures (total and per capita). Problems faced.

The data on the project areas (before project) can be obtained from the pro-poor urban information system. If possible a link has to be made with the Water Regulatory Information System (WARIS), which has been developed by WASREB.

5.5 Proposals to be Considered With regard to the development of the pro-poor urban information system the usefulness and achievability of following proposals should be considered:

The pro-poor information system should be an integral part of the WSTF information system.

The pro-poor urban information system should be compatible with WARIS, WASREB’s information system.

In order WASREB receives the data from the WSPs and WASREB must ensure that WSPs do receive feedback from WASREB.

The proposed approach, methodology, techniques and tools can be discussed during a one-day workshop attended by stakeholders.


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MWI should clarify the role of the WSBs and the WSPs on maintenance and coverage in terms of financial implications.

5.6 Issues to be Discussed Is there need to use a participatory approach, which seeks the active

participation of the various stakeholders, when it comes to the assessment of data needs and the development of data collection tools?

Is there need to involve the WSBs and the WSPs during the development of the approach and the data collection tools?

Should the WSBs and the WSPs be involved in data collection? If the answer is yes; How should data collectors be trained? How should the data collection exercise be monitored and managed? How should the quality of data be assessed? Should the WSTF offer helpdesk services?

Should data collection also focus upon the willingness and ability to pay for safe water? Or is it preferable to develop a basic needs basket approach?

5.7 To Do’s The following preparatory activities should be undertaken:

Organize an internal pro-poor urban information system meeting (WSTF, GTZ).

Organise meetings and file visits aimed at identifying low-income urban areas and to prepare definition.

Organise a meetings to discuss how the existing WSS coverage definitions can be operationalised.

Make an appointment with UN habitat on the data collection programme which it developed and implemented.

Definition of pro-poor areas. Data collection concept (encompassing the entire urban area?)


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6 Documents to be Prepared for the Urban Poor WSS Toolkit

6.1 Need for a Urban Poor WSS ToolkitThe Urban Poor WSS Toolkit contains tools which enable stakeholders (WSTF, WSBs, WST, Task Team, Contractor, participating CBOs and NGOs, etc.) to prepare, implement and operate WSTF-funded projects.The Toolkit will focus upon water supply and public sanitation.The Toolkit will consist of a number of modules, which are linked to the project phases. In other words, the tools are grouped according to the phases of the WSTF Project Cycle. The project cycle is part of the Urban Poor Concept (UPC). The Toolkit covers the following phases of WSTF-funded projects:

Preparation of project proposals. Project implementation and commissioning. Project operation (operation of the WSS infrastructure). Project evaluation.

In the following sections, these phases of the WSTF Project Cycle are discussed in more detail.

6.2 The WSTF Project Cycle

6.2.1 Project Proposal Preparation This phase consists of the following activities:

Call for proposals issued by the WSTF. Mapping and data collection and the use (interpretation) of data (WSP). Assessment of needs (is there a demand for safe water?). The

assessment should adopt a participative approach. Area identification and selection on the basis of a set of criteria. Preparation of the project proposal (WSP assisted by the WSB and

WSTF). Proposal evaluation by the WSTF. Awarding of the proposal or advice concerning ways to improve the

proposal (WSTF). Note:The Project Proposal has to address the land issue. In other words, the proposal has to show clearly whether the WSP will have access to the land required to extend the network and construct the kiosk, the public sanitation facility and other supporting infrastructure. The proposal should also include a letter from the Council or a Memorandum of Agreement signed by the Council, the WSB and the WSP, stating that the council will waiver all fees, including land/infrastructure lease fees. Leas fees on WSTF infrastructure are a threat to the sustainability of the project.


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6.2.2 Project Implementation This phase of the project consists of the following activities:

Identifying WSP staff members who will participate in the project and who will be responsible for the operation of the kiosk system.

Establishment of a Task Team. Disbursement of funds. Procurements of materials and services. Project monitoring by the WSTF and support from the WSTF framework

consultants. Preparing project progress reports (WSP). Preparation of a community mobilisation, sensitisation and participation

programme. Develop and implement a social marketing concept advantages of safe

water and of improved sanitation. Design of a kiosk management system (rights, procedures, contracts,

etc.). Mobilisation and sensitisation of the residents of the project area. Construction works. Financial control by the WSTF. Metering of existing domestic and other connections. Identification and selection of Kiosk Operators. Training of Kiosk Operators and of local WSP staff. Establishing a firm local presence of the WSP. Designing and implementing a customer care concept, tools and

procedures. Integrate the operation of the kiosks into the billing system of the

company. Commissioning the infrastructure constructed /rehabilitated by the project

(kiosks public sanitation facilities, etc.). Preparation of the final report (for the WSTF) Inauguration of the kiosks.

6.2.3 Project Operation On-the-job training of Kiosk Operators. Operation of the WS infrastructure. Monitoring the performance of the kiosk system (revenue, collection

efficiency, maintenance and repair requirements and costs, etc.) and of the private connections in the project area.

6.2.4 Project Evaluation Preparation of project evaluation concept and tools. Evaluation of the project.


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Monitoring of the operation and management of the project (hardware and software component).

6.3 The Urban Project Cycle and the ToolkitThe previous sections show clearly that the WSTF Project Cycle consists of a large number of activities and requires the input of a number of stakeholders. The Urban Poor WSS Toolkit will contain the tools which will assist these stakeholders to make valuable contributions to the project. This implies that some tools are meant to be used by specific stakeholders. The Toolkit will be used by the following stakeholders:

The WSTF. The WSBs. The WSPs. The Project Task Team. The Contractor. Local NGOs/CBOs that have been contracted by the WSP. The Public Health Officer and/or the CHEW. The Kiosk/Public Sanitation Facility Operator.

6.3.1 Sensitisation of the WSBs and WSPs It will be necessary to hold workshops at WSB level to introduce and explain the Urban Poor Concept. This entails:

Introducing the WSTF Project Cycle and the Toolkit. Introducing the WSTF urban up-scaling concept. Explaining the Call for Proposal Procedure? Emphasising the need to collect and use reliable data on low-income

areas. Stressing the necessity for all WSBs and WSPs to adopt a pro-poor

approach and to develop a Strategic Plan which includes the low-income areas found within their service area.

At WSP level, adopting a pro-poor approach involves establishing a firm presence in the low-income areas and the creation of a low-income areas unit (in many cases such a unit can consist of a single staff member).

6.4 Specific Issues which will be Addressed by the ToolkitThe evaluation of the Kiosk Pilot project should provide us with an insight into the tools that have to be developed. Our current experience indicates the need for the following tools:

6.4.1 Proposal Preparation The Toolkit will also have a guideline, which will assist the WSP when they

are preparing their project proposal (when they are filling in the WSTF


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Application Form). WSPs need to be given the assistance with the preparation of the project proposal.

A set of proposal evaluation criteria and a proposals evaluation procedure. The final version of the WSTF Application Forms. This should be done on

the basis of the experience acquired during the pilot projects. The evaluation of the current version has to be carried out together with the WSPs that were involved in the pilot study.

Prepare the layout of the Funding Contract. An assessment of the availability of water once the kiosks have been

commissioned. This assessment should be reflected in the Application Form.

The WSTF has to ensure that all issues related to land (land ownership, land use, access to land, land acquisition and the Council Development Plan) are adequately addressed by the WSTF Application Form.

Mapping/data collection should be an integral part of the project cycle and data on the proposed project area should be included in the Application Form.

6.4.2 Project Monitoring A project timeline and sequence schedule which includes all technical

activities and all accompanying measures. A template for a Project Implementation Work Plan (in MS Excel) which

covers the period between procurement and commissioning of works. The Work Plan should guide technical works and accompanying measures such as community sensitisation and the identification and training of Operators.

The WSTF should develop an activities recording sheet. This will facilitate project monitoring and project evaluation.

6.4.3 Construction Supervision There is need for a clear construction supervision concept. This concept

should be able to deal with contracted labour as well as with in-house construction works.1

The construction supervision concept should specify the roles and responsibilities of: the WSB, the WSP, the Task Team, the Contractor and the WSTF (Framework Consultant).

The WSTF should develop a short guideline on site meetings. His guideline should emphasise the participation in these meetings of the Task Team.

6.4.4 Task Team and Stakeholders The WSTF will prepare a document that discusses the role and

responsibilities, within WSTF-funded projects, of the various stakeholders (Community, WSP, WSB, DWO, Council, Chief, Task Team, NGO,

1 According to John Orwa, WSPs should at least construct one kiosk themselves.


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WSTF/Consultant, WASREB, Public Health Officer, NEMA, etc.). This document will also consider the various interfaces.

The Toolkit should include a set of proposed procedures pertaining to the management of the Task Team and the organisation of meetings (Task Team meetings, site meetings, WSTF meetings, etc.).

The role and responsibilities of the various stakeholders during the various project phases (WSP, WSB, Council, Public Health Department, Task Team). The WSTF should prepare a small folder which specifies these roles, responsibilities and contributions.

Develop a tool to facilitate the coordination between stakeholders. Question: Should the contractor be part of the Task Team?

6.4.5 Community Mobilisation and Sensitisation The Toolkit will include a guideline for the preparation of a targeted

community mobilisation, sensitisation and participation programme (including the preparation of a budget) by the WSP/Task Team. This programme will be presented in the form of Activity Cards or Activity Tables.

The WSTF will prepare a community participation approach based upon the involvement of the TaskTeam and if possible on the participation of local NGOs.

It is necessary to define community and explain the advantages and limitations of community participation.

The Toolkit will also include a guideline for the establishment, by the WSP, of a Social Welfare Assistance Scheme (SWAS) that allows the WSP to reach the poorest of the poor who cannot afford to pay for water.

The WSTF will develop a template for the organisation of public meetings (Barazas). It can be useful to combine a Baraza with the ground breaking ceremony.

A clear set of guidelines for drama groups. These guidelines should explain:o Message(s) of the sketch.o Duration of the sketch.o Quality of the performanceo Does the sketch captivate the audience?o Do the messages come across?

6.4.6 Identification, Selection, Training and Management of Operators The Toolkit will contain a set of Kiosk Operator identification/selection

criteria and a procedure for the identification, selection and training of Operators of kiosks and public sanitation facilities. For example, the position of Public Sanitation Facility Operator could be advertised. Subsequently shortlisted applicants are informed on the operation of the


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facility. The WSP will select the Operator.2 Another way to identify operators is to put up posters, which clearly states the criteria candidates have to meet).

The Toolkit will contain a sample WSP – Kiosk Operator Contract that includes a code of conduct.

When defining the criteria for the identification and selection of Operators a distinction will be made between:

o Individual and group Operators. o Water kiosks and public sanitation facilities.

6.4.7 Project Reporting (WSP > WSTF) The Toolkit will also include a set of reporting templates, which can be

used by the WSPs to prepare project reports (progress reporting, final report).

6.4.8 Access to Land The WSTF will prepare a Memorandum of Agreement (MoA) template

(Council, WSP, WSB) which addresses the land issue (drawing approval, site plan approval, trading license, land lease fees, etc.). The MoA should make a distinction between Council land and classified road reserves that are owned by the Ministry of Roads and Public Works. This template should also take into considerations that all assets put in place within the framework of the WSTF programme, are owned by the WSB.

The Toolkit will also address the land issue (accessibility to land and land lease fees). The Toolkit will contain a land acquisition procedure and a template for a Memorandum of Agreement to be signed by the Council, the WSB and the WSP, stating that the Council will waiver all (lease) fees.

The Toolkit will include approaches towards the owners of private boreholes and other water sources (focussing upon price and water quality).

6.4.9 Kiosk Sites The Toolkit should include a guideline on construction/site

adaptations/adjustments. Adaptations made by the WSP/WSB after project has been approved usually have cost implications. The WSP has to explain the cost implications of the proposed adjustments? Proposal: all costs have to be borne by the WSP. In case of changes (change of site or infrastructure orientation), the WSTF has to be informed. To prevent costly adjustments it is important to involve the various stakeholders in the identification and selection of the sites based upon a set of clear technical, social, public health (including safety) criteria.

The Toolkit will contain detailed site selection criteria/procedure for water kiosks.3 4

2 Proposal made by Mr. Ndiritu, the managing Director of the Naivasha Water Supply and Sewerage Company.


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One toll will consist of site selection criteria/procedure for public sanitation facilities (this tool will be prepared together with the GTZ Ecosan team). The sanitation site selection criteria and procedure should also address the use of biogas and the disposal of sludge.

The final siting of water kiosks should be carried out by the Company, the Council and the Public Health Officer.

6.4.10 Outsourcing of Activities Outsourcing concept : The Toolkit will contains a set of tools that will

enable the WSPs to (partly) outsource some of the project activities such as:

o Preparation of the project proposal (data collections, needs assessment).

o The training of Operators.o The preparation and implementation of the community mobilisation,

sensitisation and participation programme.o Construction work.

The objective of outsourcing is to involve the public sector and to make use of the expertise of local organizations (NGO) and of Governmental Departments and the Council. A detailed outsourcing concept will be developed on the basis of the evaluation of the WSTF and GTZ/DED kiosk pilot projects. The concept should address such issues as:

o Project cycle activities which can be outsourced.o Should these activities be outsourced to local NGOs and CBOs?o Should outsourcing be linked to a public-private partnership

concept (PPP)? Should the PPP be established at national (WSTF) level at WSB level or at WSP level?

o How should outsourcing be presented in the Application Form? The WSTF will prepare, for the WSPs, a template which they can use for

contracting out technical works.

6.4.11 Disbursement, Financial Management and Procurement Priority: An important part of the Toolkit will be a set of tools developed

for the WSPs which focus on banking, disbursement, procurement, tendering and on financial reporting. The WSTF, therefore, will prepare a project-planning concept and template for the WSPs, which includes activities such as the opening of bank account, preparation of procurement plan (Procurement should start even before the disbursement of funds), planning of technical works and sensitisation

3 The criteria should address accessibility, land use and land ownership, public health and public safety, vandalism, distance, technical constraints, costs, environmental constraints (erosion, runoff water), etc.4 The procedure should indicate the stakeholders (WSP, WSB, Council, residents, Public Health Officer, contractor) that have to be involved in site selection and should also explain how participation can be given meaning and can be organised.


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activities, reporting, financial management (including receipt keeping) and internal (between the various Departments and Sections of the WSP) and external communication (with the TaskTeam, the Council, NGO, etc.).

Priority: Prepare disbursement, procurement and accounting and supervision procedures, forms and schedules (templates and other tools) (For example, a disbursement request template for WSPs, a completion certificate which is issued by the WSTF) . The starting point should be the review of the WSTF (rural) and DTF financial and procurement procedures and reporting requirements. The outputs should be prepared on the basis of brainstorming meetings within WSTF.

Prepare a WSTF disbursement schedule template. Disbursement: develop a clear rule and procedure for second and third

disbursements. When should a disbursement request be made and when should the WSTF disburse? Should the WSTF limit the number of disbursements or move towards (fixed) monthly disbursements?

Procurement: Consider the development of a threshold matrix. Procurement: Do the WSPs have the necessary capacity to procure goods

and services? Procurement: The procurement procedure has to tie to the Funding

Agreement (need for synchronisation).

6.4.12 Public Sanitation Priority: Prepare “Checklist for Public Sanitation Facilities and Facility

Operators”. The Toolkit will contain a special sanitation facility cleanliness guideline and checklist. For example, the use of disinfectants to clean the toilet bowls of a biogas facility is not advisable as it has a negative impact upon the production of biogas. The checklist will also specify the inspection and cleaning frequency.

6.4.13 Kiosk/Public Sanitation Facility Operation Transfer of assets to the WSB/ procedure to be used by the WSP. A procedure which enables the WSP to embed the newly constructed

kiosks in the billing system of the Company. This procedure should also specify to what extent the WSTF can support this process (through inputs by a framework consultant) or if this service can be delivered through a PPP.

The WSTF will develop a set of guidelines and options (including job descriptions) that will enable the WSP to establishing a firm presence in the project areas (and eventually in all low-income areas). Experience shows that kiosk systems operate better and are more sustainable if the Company has a presence in the low-incomes areas it is supplying. Customer Services Assistants can be made responsible for the following tasks:

o Customer care.o Monitoring of operators and kiosks.


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o Identification of illegal connections.o Reporting damage (leakages, etc.).o Carrying out minor repair and maintenance works.o Delivery of bills. o Etc.

6.5 To Do’s The WSTF has identified the following priorities:

6.5.1 Evaluation of Tools and Procedures by a Legal Expert It will be important to have all WSTF tools (Application Form, MoA, etc.)

evaluated and adapted by a WSTF legal expert.

6.5.2 Procurement and Financial control The WSTF will have to assess the quality of the procurement and the

financial monitoring tools prepared by the WSBs.

6.5.3 Technical works The WSTF has to develop a strong and feasible concept for the

supervision of technical works. This concept should focus upon:o The role and responsibilities of the Contractor, the Supervisor, the

WSB and the WSP. o The need to carry out construction works according to drawings. o The supervision of works during crucial activities (mixing of cement,

etc.).o Reporting of irregularities and poor quality work.

6.5.4 Accompanying Measures The coordination of technical works and the accompanying measures

(community mobilisation, sensitisation and participation as well as training of WSP staff and facility Operators), is an often a real challenge. The WSTF should develop a programme and a set of guidelines that can be used by the WSP to plan the various project activities, to coordinate technical works and accompanying measures and to prevent or deal with delays.

7 The WSTF Urban Poor Concept and the Project Cycle

7.1 Introduction The following sections clearly show that the UPC is more than the mere financing of water kiosks and the network extensions required to supply these kiosks with safe water. The main objectives WSTF-funded water supply projects are to:

Make safe water accessible for the urban poor.


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Reduce unaccounted for water (UFW).Reducing UFW not only involves the rehabilitation of existing and the construction of new infrastructure, but may require the following interventions:

Metering of existing private connections in the project area. Disconnection of all illegal connections in the project area. Improving the presence of the WSP in the low-income areas in order to

ensure the performance of the kiosk system, to maintain and repair the WSS infrastructure, to prevent the proliferation of illegal connections and to provide customer care. This may require the reallocation and training of staff.

7.2 Projects and Infrastructure Funded by the WSTFThe construction and/or rehabilitation of the following infrastructure can be funded within the framework of he WSTF-funded projects:

Water kiosks (open, closed and transportable concrete kiosks). Yard taps. Public sanitation facilities (biogas facilities, etc.). Network extensions. Overhead tanks. Valves and valve chambers. Rehabilitation of sewer lines. 5

7.3 Support Offered by the WSTFThe WSTF also offers assistance to the WSP and project Task Teams during the preparation, implementation, operation and evaluation of the project.

1. Project preparation: Assistance during the preparation of the Project Proposal. Training of WSP staff in the collection of data on low-income areas and

the prioritisation of these areas.

2. Project implementation: Community mobilisation and sensitisation. Development and implementation of a facility & Operator management

and operation concept. Construction supervision and technical advice. Development and implementation of a pro-poor customer care concept

(instead of community management). Residents should be regarded as customers.

5 Provided the project proposal meets the requirements of the WSTF.


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Assisting the WSP in reorganizing its workforce in such a way that a firm presence is established in the project areas.

Development and introduction of decentralized operation, maintenance and customer care.

Training of WSP staff. Identification, selection and training of facility Operators. Creation of a database on low-income areas.

3. Project operation: Management of the kiosk/public sanitation facility Operators. Management and operation of the infrastructure. Monitoring of the operation.

4. Project evaluation: Preparation of project evaluation tools. Carrying out, or outsourcing, the evaluation of WSTF-funded projects and

ensuring that the stakeholders are informed on the lessons learned and that necessary improvements are included in the Toolkit, the terms of reference of framework consultants, etc.

The support offered to the WSPs and the project TaskTeams will be through: The preparation of the Urban Poor Concept (UPC). The preparation of a detailed project cycle which is part of the UPC. The preparation of a Toolkit, which covers the activities that constitute the

project cycle. The support provided to WSPs by WSTF framework consultants.

7.4 Preparing the Roll Out of WSTF-Funded Urban ProjectsThe roll out of WSTF urban operations implies that an up-scaling concept is part of the Urban Poor Concept (UPC). In order to up-scale and roll out its urban operations, the WSTF will have to develop a large-scale implementation strategy.The up-scaling/roll out concept of the WSTF has to be an integral part of the Strategic Plan of the Fund. In order to prepare for the roll out of the WSTF urban programme the Fund needs to consider:

How it intends to monitor a large number of WSTF projects. Will the WSTF adopt a similar strategy as the Zambian DTF, which has employed a sufficient number of technical and socio-economic framework consultants?

Should the WSTF also appoint a framework consultant who works on the operation and sustainability of the kiosk system (Post commissioning).

Should framework consultants also assist the WSP with the preparation of project proposals?


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What are the roles of the framework consultants? Support to the WSPs, informing the WSBs and monitoring by the WSTF?

Most WSPs are new organisations, which lack certain capacities, especially when it comes to working with urban communities. The WSTF should develop an outsourcing concept, which the WSPs can adopt if they lack capacities or human resources. Certain activities such as construction supervision, training of operators, community mobilisation and sensitisation could be outsourced to local NGOs, the local private sector, and/or local government institutions.

7.5 WSTF, WSBs and WSPsDuring the first WSTF-WSB meeting, the proposal was made that each WSB appoints a contact person who deals with the WSTF-funded projects. This person also keeps the other staff of the WSB informed and communicates frequently with the WSPs concerned. Each WSP should also have a contact person for the WSTF-funded project. This person has to be a member of the project TaskTeam. One of the main responsibilities of the WSB should be to advance the UPC, to provide support to the WSPs and to provide feedback to the WSTF and WASREB.

7.6 Note Regarding the UPCThe UPC should include a risk assessment for each phase of the project cycle.

7.7 Outputs Related to the UPC and the Project CycleThe WSTF will prepare the following outputs:

A brochure which presents the UPC. Tools which are stored in a Toolkit. Procedures which are part of the project cycle and of the up-scaling/roll

out concept . A clear sequence of activities. A description of al stakeholders, their contributions, responsibilities and

rights. Financing procedures and conditions.

8 Internal WSTF Activities

8.1 List of WSTF-Oriented Activities The WSTF will have to prepare itself for the up-scaling of WSTF urban operations. This will involve the development of guidelines, procedures and tools. The following activities will be undertaken by the WSTF:

Preparation of a Water Supply and Sanitation Toolkit


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Finalising the project proposal tools (WSTF Application Form, Memorandum of Agreement template, etc.).

Preparing the first Call for Proposals. Development and implementation of a project monitoring and evaluation

concept (How will the WSTF support the WSPs with the implementation of projects and how are projects to be monitored by the Fund).

Recruitment of an accountant/financial expert for the WSTF (urban section)?

Assess the capacity building requirements of WSTF staff. Preparation of an urban water supply, sanitation and public health

literature database and reference centre/libraryfor the WSTF.These issues should be discussed by the WSTF during the preparation of its Strategic Plan.

8.2 Development of the WSTF Management Information System (MIS)The WSTF should continue working on its management information system (MIS). The MIS should include data:

on the urban projects that are funded by the Fund. which has been collected with the urban mapping exercise.

8.3 Internal Communication Communication within the “ Urban Wing” (should we have another name?)

of the WSTF and communication and coordination between the Urban Wing and WSTF management and shared services can be kept at optimal levels by holding – and institutionalising - WSTF (Friday?) meetings.

8.4 A Communication Concept for the WSTFIn order to establish a strong and uniform corporate image, the WSTF has to develop a clear communication and branding concept. This will involve the following activities:

Preparation of a WSTF urban brochure. The finalisation of the WSTF sanitation documentary. Preparation of a MS PowerPoint template. A meeting during which presentations techniques are discussed. Preparation of a WSTF-Urban Wing reporting template.

8.5 The WSTF BrochureThe WSTF brochure should explain:

The objectives and the pro-poor urban approach of the WSTF. The history of the WSTF. The cooperating partners that are supporting the WSTF. The types of rural and urban projects it is funding.


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Who can access funds and how project proposals have to be prepared. The Urban Poor Concept (UPC) and the project cycle. The support it is providing (to the WSBs and the WSPs) during the

preparation of proposals and during the implementation of projects. The involvement of the urban communities (community mobilisation,

sensitisation and participation) and the cooperation with local NGOs. The public-private partnership (PPP) concept of the WSTF. How the Fund it giving content to certain cross-cutting issues (HIV/AIDS,

gender) and human rights.

8.6 The WSTF Urban Web PagesThe WSTF should develop a number of web pages which are entirely devoted to the urban programme. These websites should also be used to present a number of downloadable key documents and relevant articles. The web pages should also put the spotlight on a number of cross-cutting issues such as HIV/AIDS, gender, public health and human rights.

8.7 WSTF Reference Centre and Literature CD-RomThe WSTF has the ambition to become a centre of reference on water supply and sanitation for the urban poor. In order to achieve this objective the WSTF will:

A pro-poor urban database/information system. Establish a library/documentation/reference centre. Prepare a DVD-Rom, which contains articles on pro-poor urban water

supply and sanitation. An elaborate urban poor water and sanitation photo archive.

The WSTF will have to develop a data collection concept, which includes: Detailed Internet searches. The collection of relevant documents and publications from key institutions

and organisations such as the Ministry of Water and Irrigation, the Ministry of Health (Health Reform), the Ministry of Lands, NEMA, WSP/World Bank, KFW, EU, GTZ/DED, UN-Habitat, CARE International, etc.

8.8 The WSTF Photo ArchiveThe WSTF intends to create a detailed photo archive which is constituted around the following keywords;

Water supply. Sanitation. Solid waste. Drainage. Public health. Pro-poor.


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Urban. Urban life and living conditions.

The archive will be topic oriented and organised according to the following string: Topic (for example, water supply) > Country > WSB service jurisdiction

area > WSP > town > urban area.


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9 Pilot Project Specific Activities

9.1 Activities to be Carried out by the WSTF Revive the rotational meeting with the pilot project WSPs. Prepare disbursement, procurement and accounting and supervision

procedures. Monitoring of the financial management of the pilot projects and recording

the lessons learned. Discuss the reports (Including the template prepared by the WSTF) and

reporting requirements. Discuss the proposed kiosk management system with WSPs. Discuss with the WSPs, the operation and management of the kiosks and

the other connections in the project areas. Who will be responsible for the supervision of Operators and kiosks, who will carry out maintenance and repair work and how will be responded to reported damage and customer complaints?

Discussions with the WSPs on the Application Form and its supporting documents.

An evaluation, together with the WSPs, on the project implementation concept. What are the lessons learned? The following issues have to be addressed:

o The Task Team approach (establishment and timing, size, composition and expertise, mobilisation, tasks, effectiveness, financial compensation, management, support by the WSP and by the WSTF, etc.).

o The coordination between construction activities and accompanying measures.

o The capacities of the WSP.o Is there need to outsource certain activities?o Construction supervision and construction according to drawing.o The design of the kiosks.o The kiosk sites and the number of kiosks (sufficient?)o The kiosk management concept.o Cooperation with the Council and with other local stakeholders.o Reporting requirements.o Project coordination and support provided by the WSTF.

Follow up the progress made on the sanitation documentary by Ace communications.


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A number of documents prepared by the WSTF have to be evaluated, and if necessary adapted, by the legal expert.

The WSTF has to finalise the sensitisation programmes (water supply and public sanitation) for the WSPs (posters to inform the population on the project, use of drama groups, use of a megaphone to disseminate messages, etc.).

Prepare overall sensitisation budgets (sheets were given to the WSPs, check if Mavoko-EPZA received the documents)

Explain the Activity Cards to the WSPs.

9.2 Activities to be Carried out by the WSPsThe WSPs are expected to carry out the following activities:

All WSPs need to obtain the written approval from the Councils regarding the kiosk sites.

Working towards a stronger presence in low-income areas and the creation of an Low Income/Informal Settlements Unit.

Prepare overall sensitisation budget (sheets were given to the WSPs, check if Mavoko-EPZA received the documents).

Explain the Activity Cards to the WSPs. Prepare sensitisation programmes for the WSPs (posters to inform the

population on the project, drama group performances and public announcements, etc.).

10 Certain Issues Concerning WSTF-Funded Projects

10.1 Community-Managed WSS ProjectsThe WSTF-funded projects are managed and operated by the WSP. The WSTF does not support community-managed water supply schemes because:

NGOs and communities cannot be held responsible and accountable. Experiences with a number of large and small community-managed

schemes,6 show that these schemes are not sustainable. The schemes are not regulated, tariffs are high, maintenance work is not carried out,

6 The word community is often used by project implementers and NGOs to give the impression that all residents of an area participate in a project and that all residents have a say. In reality however, one has to conclude that only a relatively small number of residents take part in project activities and in the management of a community-managed project. It is important, therefore, to use the word community carefully. It may also be necessary to assess whether the word community can be used to describe the residents of a specific urban low-income settlement.


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water quality is not monitored, there is not transparency as far as financial management is concerned, etc. In many cases community-managed schemes become dependent upon the WSP (Commercial utility or CU in Zambia) as far as maintenance, repair and water supply are concerned.

The WSTF, however, has to explore alternative kiosk scheme management options and consider the possibility of promoting PPPs (WSPs and the private sector). In this context, it will be important to study the Kisumu delegated management model and to exchange ideas with the WSP. This will require the further profiling of the PPP approach. The following principles should be adopted:

The entity (organisation, business, etc.) responsible for the operation of the kiosk scheme, or for the sale of water in a given area, has signed a performance and operation contract with WSP. The WSP can terminate the contract if regulations are not observed.

The scheme falls under the regulatory framework of WASREB. This means that the tariff, service level, water quality and finances are monitored by the WSP and by WASREB.

Why should residents of low-income areas be made dependent on the ability of their community to manage a water supply scheme? Why should they be deprived of the product and services of a specialised organisation?

10.2 Community ParticipationThe fact that the community is not involved in the management and operation of the scheme does not mean that it cannot actively participate in the design, implementation and operation of “their” project”. Residents and their representatives can be involved in:

Finding appropriate sites for the kiosk. Community mobilisation and sensitisation. The identification and training of kiosk Operators. Preventions of vandalism. Reporting customer complaints. Proposing network extensions and an increase in the number of kiosks.

The involvement of residents in the project should result in a sense of ownership and responsibility. It will be the responsibility of the WSP and the project Task Team to ensure that residents are heard and are given the opportunity to participate in the various activities.

10.3 Customer CareOne of the reasons for the creation of community-managed schemes is that the populations of low-income areas, who have long been ignored by the Councils and the WSPs, have to be empowered. The fact that the WSTF-funded schemes are managed and operated by the WSP does not mean that the customers living in the project areas do not have the same rights as other WSP customers. The WSP customer care concept should cover all customers; customers with domestic connections and kiosk customers alike. The WSTF considers the


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development and extension of an effective customer care concept to be an important way of emancipating and empowering residents of low-income areas.

10.4 Cross-Cutting IssuesThe WSTF intends to pay attention to and integrate in its approaches, concepts and tools the following cross-cutting issues:

The fight against HIV/AIDS. Gender. Human rights. Climate change. Peace building and reconciliation.

The WSTF needs to assess how these cross-cutting issues can be given meaningful content within the projects it is funding. At this point, however, we are able to present the following ideas that will receive further attention:

Closed water kiosks (which are equipped with shelves, can be used as selling points of a number of health products such as condoms, treated mosquito nets, budizas, etc. 7

Water kiosks can be used as sensitisation points (knowledge dissemination centres). Posters can be attached on the inside of the window shutter.

When developing more user-friendly designs of water kiosks and sanitation facilities, special attention will be given to the needs and wishes of women.

Making water cheaper means that households and women in particular, have more financial resources available for other household needs.

Bringing water nearer to homes means that women have more time for household work, social activities or income generating activities.

The WSPs will be encouraged to recruit women as kiosk and public sanitation facility Operators.

Encouraging residents to fetch water at the kiosk can be done by pointing out that there is not need to boil the water supplied by the WSP. His will result in less use of firewood or charcoal.

In areas supplied through the distribution network there is no longer need for the services of tanker trucks.

10.5 Access to Safe Water is a Human RightAccess to safe water is indeed a human right. It is necessary, however, to consider the factors which constitute the concept of accessibility:

Price. Distance (between dwellings and the nearest kiosk).

7 The WSTF should also explore to what extend this cross-cutting issue can be given shape by seeking the participation of specialised organisations such as the Bill and Melinda gates Foundation or the Global Health Alliance.


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Waiting period. Service level (business hours, service and assistance provided by the

Kiosk Operator). Customer care and responding to customer complaints and reported

damage. Hygiene (Cleanliness of the infrastructure).

The WSTF-funded projects will result in shorter dwelling – safe water outlet distances. In many cases, WSP kiosk water will be cheaper than the water, which is currently sold by the owners of private boreholes and the owners of domestic connections. Many kiosks in Kenya are characterised by their user un-friendly design and choice of materials. As a result water container have to be placed on the ground (instead of on a fetching by), or customer have to stand in a drain when lifting their containers. Ensuring that kiosk design are customer-friendly and address ergonomic requirements and the wishes of women, is another way of translating human rights into concrete measures. The WSTF intends to evaluate the kiosks that were constructed within the framework of a number of pilot projects.

10.6 Water and Sanitation Projects, Peace Building and Reconciliation Many post election unrests started in the urban low-income areas. Many of these areas have ethnically mixed populations. The WSTF-funded projects can contribute to a better understanding and cooperation between the various communities because:

All residents are invited to participate in certain project activities such as the siting of the kiosks and Barazas.

The project Task Team is a mixed team which consists of residents, the Chief(s), the PHO, WSP staff, etc.

Barazas organised by the WSP and the Task Team offer the opportunity to communicate a message of peace, cooperation and development.

Making safe water accessible contributes to the improvement of living conditions, especially among poor tenants.

WSTF-funded projects are ethnically blind.


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11 Remaining Issues and Ideas

11.1 To Do’s Prepare the CD-Rom for the WSBs. This CR-ROM contains the

presentations and conclusions of the WSTF – WSBs meeting. Check the Naivasha public sanitation facility management document and

include the comments made by André and Hagen. Copy, distribute and discuss the GFA ToR and the GFA Proposal. Prepare Contracts for the Operators. Revive the rotational meeting with the pilot project WSPs.

11.2 Ideas and Thoughts Would it be useful to promote the establishment of a Kiosk Operators

Association? If households are to pay 5% of their average monthly income for water

and sanitation, how can we measure household incomes? How can Tariff structure :

o Pro-poor discourse, cross subsides versus sustainability.o Consider the financial and commercial interests of the customer, the

Operator and the WSP. o When discussing the tariffs and cross-subsidies the interests of the

Operator should not be overlooked. Consider the need for an overall WSP investment plan on which priority

areas can be identified for WSTF-funded projects. Technology: What are the advantages and constraints of linking a septic

tank to the kiosk for the collection and storage of waste water. Should the WSTF eventually develop a more holistic approach to low-

income areas and also support activities aimed at improving drainage and solid waste management?


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Glossary and List of AbbreviationsBaraza: Public meeting Budiza: A white transparent water storage container equipped with a tap.________________

AIDS: Acquired immune deficiency syndromeCBO: Community-based organisationCHEW: Community Health Extension Worker CSO: Central Statistical OfficeCuAD: Customer-Aided DesignDED: German Development ServiceDTF: Devolution Trust Fund (Zambia)DWO: District Water OfficeEcosan: Ecological sanitationEPZA: Export Processing Zone AuthorityEU: European UnionGTZ: German Technical CooperationHIV: Human immunodeficiency virusKFW: German Development BankMDG: Millennium Development GoalMIS: Management information systemMoA: Memorandum of AgreementMS: MicrosoftMWI: Ministry of Water and IrrigationNAIVAWASS: Naivasha Water, Sewerage and Sanitation CompanyNEMA: National Environmental Management AuthorityNGO: Non-governmental organisationPPP: Public – private partnershipSWAS: Social Welfare Assistance Scheme (Zambia)UFW: Unaccounted for waterUPC: Urban Poor ConceptWARIS: Water Regulatory Information System WASREB: Water and Sanitation Regulatory BoardWS: Water supplyWSB: Water Services BoardWSP: Water Service ProviderWSS: Water supply and sanitationWSTF: Water Services Trust Fund________________________________


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