Strategic Development for Sustainable Sanitation and Wastewater Management in Botswana A joint Water Utilities Corporation – CIT

Urban Water PDC

2012-05-30 – 2013-06-30

2013-07-01

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Final report PDC - Strategic Development for Sustainable Sanitation and Wastewater Management in Botswana

Executive summary The overall objective of this project was to develop a strategic planning process for sustainable

sanitation services in Botswana. The expected results from the PDC were the documentation of a

strategic sanitation planning process that works in the Botswana context, capacity development in

resource efficient and innovative sanitation, and indirectly to influence the policy development in

Botswana. The contracting PDC partners were Water Utilities Corporation and CIT Urban Water. A

strategic sanitation planning process was successfully introduced and used in two villages in

Botswana. A guide for choice of sanitation system is now ready for future use in Botswana and

elsewhere. Through study tours both to Sweden and South Africa, the project group got exposure to

cutting edge innovative sanitation technologies, methods and management approaches. The sector

capacity was further enhanced through the cooperation with the SIWI-DWA PDC under which

modules on strategic sanitation planning, innovative technologies, and sanitation in institutions were

implemented. The above provided a foundation for a shift in mindset within the project group,

where on-site sanitation, sanitation planning, resource efficiency, communication, education and

customer engagement all were higher on the agenda in the project group at the end of the project

compared to at the start. National policy development was not achieved under the duration of this

project, whereas it is quite certain that WUC policies on on-site sanitation will change as a direct

result of the WUC engagement in this project. The PDC has led to better inter-ministerial and

interdepartmental cooperation within Botswana, and to stronger ties between participating

partners. An application to the African Water Facility, for a phase 2 of the project, is under joint

development between WUC and CIT Urban Water.

1. Purpose and objectives of the project The overall objective of this project was to develop a strategic planning process for sustainable

sanitation services in Botswana, where the feasibility of new, innovative sanitation and wastewater

management technologies were explored alongside conventional solutions.

The project purpose was to improve capacity and knowledge within the Botswana sanitation and

wastewater sector regarding strategic planning, technology choice and design of efficient

wastewater management programs.

The contracting partners were Water Utilities Corporation in Gaborone, Botswana and CIT Urban

Water Management.

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2. Project-wide results The overall objective of this project was to develop a strategic planning process for sustainable

sanitation services in Botswana. The expected results from the PDC were focused on the

documentation of a strategic sanitation planning process that works in the Botswana context,

capacity development in resource efficient and innovative sanitation, and indirectly to influence the

policy development in Botswana. The idea behind partner driven cooperation financed by Sida is

that the cooperation will stimulate Swedish and Botswana partners’ sustainable relations, which in

the long term can contribute to poverty alleviation.

The project has produced a number of documents for further use by the PDC partners and beyond:

1. Final report

2. Workshop on the Sanitation Situation in Thamaga September 17-18, 2012. 3. Workshop on the Sanitation Situation in Letlhakeng September 19-20, 2012. 4. Baseline Sanitation Study - A product by LOCI Consultants, a Gaborone-based consultancy

firm. 5. Sanitation in Thamaga and Letlhakeng – Household and school sanitation systems presented

at the workshops in Thamaga and Letlhakeng. 6. Sanitation system sheets used at workshop 2 in Thamaga and Letlhakeng. 7. Report from School Workshops in Thamaga and Letlhakeng. 8. Capacity Development within the Joint Botswana-Sweden PDC “Strategic Development for

Sustainable Sanitation and Wastewater Management in Botswana” – Study Tour to Durban, April 14 to 19, 2013.

9. Guide to Open Planning of Sanitation Systems – A Participatory Method for Choosing a Sanitation Solution.

10. Draft application to the African Water Facility for a phase 2 of the project.

To produce this final report, more or less the full project group has participated to give their views on achievements, what is needed to keep results sustained, lessons learned, challenges etc.

2.1 Documentation of a strategic sanitation planning process Baseline: No clear process in place for planning of on-site sanitation in Botswana.

Activity: Testing and further development for the Botswana context of Open Sanitation Planning

and sanitation planning training under the SIWI-DWA PDC.

Has led to:

Exposure and demonstration of strength of planning method to the core Botswana group in four village/town-level workshops.

The Swedish partners improved their capacity in planning of sanitation system. The planning tool that has been developed by one of the partners, WRS, (Open Planning of Sanitation Systems) has been further developed and refined within this project.

Development of a guide for future development and use in up-scaling of approach.

Increased understanding of grey areas pertaining to sanitation in existing policies and frameworks.

Suggestions for improved sanitation services delivery.

Suggestions for innovative sanitation technologies for further demonstration.

Mindset shift on sanitation within the project group.

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The project demonstrated a participatory approach to sanitation planning, which is also in line with

the so far not implemented NOSSP – a national master plan for on-site sanitation improvement from

2003. The project made clear the necessity of looking at a wider array of different technologies when

planning for improved sanitation service delivery for Botswana small towns/villages. To use the

words of the Botswana project leader, the participation in the project presented a paradigm shift for

those directly involved in it. The importance of a proper sanitation planning process is absolutely

clear to the project participants after this PDC. It is also clear that a mindset shift has taken place in

the project group concerning sanitation, on-site sanitation, sanitation planning and resource

efficiency compared to the project group mindset at the project start.

To sustain the results achieved it is necessary

to form a Ministerial platform where the results from the PDC can be discussed,

to include the developed guidelines into existing processes for sanitation planning,

involve economic planners at local authorities,

to go to a phase 2 of the project allowing for demonstration of innovative technologies and

also to provide the possibility for the project group to anchor their new knowledge in their

organizations,

to further benchmark and exchange with Southern African actors.

2.2 Capacity development in resource efficient and innovative sanitation Baseline: Transfer of sanitation responsibilities of on-site sanitation to WUC which had no earlier

experience of on-site sanitation, but high level of competence within WUC and the sector in general in Botswana.

Activity: Exposure of innovative technologies, management and approaches through study visits to Sweden and South Africa, exchange visit from CEO of eThekwini Water and Sanitation, and capacity development conducted under the SIWI-DWA PDC.

Has led to:

Broadened understanding of innovative sanitation technologies available that technically could work in Thamaga and Letlhakeng.

The importance of customer communication and education for successful programs demonstrated, understood and appreciated.

Improved capacity within the Swedish partners to work further with sanitation issues in Botswana and Southern Africa.

Networking with leading professionals from Botswana, South Africa, Namibia, Zimbabwe, and Sweden.

Great understanding of the importance of cooperation between utilities and academia for addressing sanitation issues.

Kweneng District Council is considering the installation of a customer care unit, as a direct result of the study tour to Durban.

Twinning agreement underway between WUC and eThekwini Water and Sanitation in Durban.

To sustain the achieved knowledge and capacity it is necessary that

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Knowledge gained is communicated to the WUC non-technical members of the Corporate

Management Team, which will take place shortly,

Continue knowledge exchange with international contacts,

Implement what has been learned in a phase 2 of the project, with focus not only on

technologies but particularly also on stakeholder engagement, communication and

education,

Set up a Facebook page where experiences can be shared,

Increase the institutional collaboration,

Stronger involvement of DBES,

Increase collaboration with academia,

Knowledge and capacity within an organization are particularly vulnerable to loss of

personnel, so sustaining these improvements will require maintaining an attractive

workplace so that personnel remain within the respective organizations,

Involving other co-workers in future projects so that the knowledge is spread within the

organizations.

2.3 Policy development in Botswana Baseline: The water sector reform currently underway has left a number of grey areas when it

comes to sanitation.

Activity: Baseline study, workshops, study tours, and capacity development within the SIWI-DWA PDC.

Has led to:

Clarification of the institutionally grey areas.

Formulation of a number of recommendations to the MMEWR PS from the project group, based on the results of the PDC and its sister PDC between SIWI and DWA.

The WUC policies pertaining to the take-over of on-site sanitation will be changed as a result of the PDC.

The general opinion in the group is that the project has not managed to influence national policy yet,

but that it will happen. The policy on sanitation needs to be reviewed for grey areas, responsibility

gaps and overlaps, implementation and for improvement of clarity of roles. For WUC, which has to

come up with policy and procedure statements to address the existing national policy on sanitation,

this PDC has been very useful in providing a base for HOW the policy can be carried out. To further

gain knowledge, towards policy input, it is recommended that high-level exchange between

eThekwini Water and Sanitation, WUC and MMEWR is organized, for which there is a high interest

from WUC senior management and the MMEWR PS office. P220 million is set aside for investment in

fecal sludge depots across the country by WUC. It is possible that WUC now will invest in other types

of sludge treatment methods as a result of this PDC.

2.4 Stimulation of Swedish/Botswana partners’ sustainable relations Baseline: “Silo” behavior within ministries and organizations in the water sector in Botswana. The

Swedish partners had limited knowledge of the Botswana sanitation sector.

Activity: Well mixed project group with representation from WUC, DWA, DWMPC, MoA, KwDC,

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UB and later from DBES, workshops, study tours, and capacity development within the SIWI-DWA PDC.

Has led to:

Exposure to other ways to work which are based on inter-ministerial, inter-departmental and research cooperation to address sanitation issues,

Network of professionals within Southern Africa and Europe,

Draft phase 2 application, for submission to African Water Facility,

Improved inter-departmental, inter-ministerial and research cooperation after the completion of the PDC.

The project group states that there has been an improvement in work relations between (i) WUC-

DWA, (ii) WUC and eThekwini, (iii) DWA and SIWI, (iv) WUC and UB, (v) WUC and local authorities,

(vi) WUC, WRS and CIT Urban Water Management, (vii) DWA and SIWI, (viii) CIT Urban Water

Management and SIWI as a direct result of this project. The missing link still, for sanitation in

institutions, is DBES. DBES has been invited to all activities since workshop 1 but the attendance and

time spent from DBES have been at the lower end. A phase 2 application, for submission to AWF, is

currently under preparation, which, if it gets granted, will allow the PDC project group to continue

the successful cooperation.

From the study tour to Durban, it can be noted that the staff of eThekwini Water and Sanitation were

incredibly impressed by the competence, engagement and interest shown from the visitors from

Botswana during the full study tour, which shows both that the water sector in Botswana is highly

competent, and also that the composition of the study tour group in general and the project group in

particular was appropriate and composed of sanitation-engaged people.

2.5 One concrete example The effect on stakeholder mindsets through participation in the workshops in Thamaga and

Letlhakeng is what we have chosen to give as a concrete example of the results of the PDC.

The process of going through the evaluation using the criteria/functions, which is part of the Open

Sanitation Planning methodology (see project reports for details), makes the workshop participants,

whether professionals or representatives of the local inhabitants, reflect over sanitation systems in a

way that gave results they themselves were surprised by.

During the initial sanitation system presentations, both during workshop 1 and 2, the workshop

participants were skeptical to e.g. both urine-diversion and fossa alterna. However, during the

evaluations of these systems, the participants were surprised themselves over how these newer

systems faired compared to the more traditional and known systems, as well as how well a simple

upgrade of the existing pit toilets can generate high compliance to the identified criteria for just a

small investment. One participant was almost upset and said that the criteria used for the evaluation

simply were not fair, which he then had to realize they were, since they were identified by the

participants themselves during workshop 1. This shows the power of having the stakeholders set the

criteria by which the systems are evaluated as well as evaluating the systems against the criteria for

buy-in of results and for learning. The process of finding out important criteria for the sanitation

system will often generate somewhat similar results, from one stakeholder group to another as long

a s the groups are well composed to cover all important interests. As a consequence the planner

could be tempted to skip that step and just use generic criteria for evaluation of the systems. This is

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unwise, since the actual process of being part of deciding what the important criteria are for the

system in a given setting will increase acceptance of the results of the evaluation and open up for

new solutions.

The Thamaga workshop 2 ended by an influential participant, who earlier on had demanded that

Thamaga needs sewering to solve the sanitation problem, holding a speech, acknowledging that the

workshop had been one of learning and that he understood that sewering might not be the best

solution after all for Thamaga, in spite of his strong-voiced opinion on the same at the onset of the

workshop. This is another example of the power of this methodology, challenging pre-set ideas in a

non-confrontational and non-condescending way but through the use of stakeholder-identified

criteria and evaluation in the planning process.

3. The overall goal of Swedish development aid – poverty reduction The global sanitation crisis and its importance to meet the MDGs is clear. In 2011, UN launched a

drive called “Sanitation for All” to accelerate the progress towards the target of reducing by half the

proportion of the population without access to improved sanitation. In order to achieve that target

massive investments need to be made all over the world, also in Botswana which is considered to be

on track to meet the sanitation target. Even so, 38% of its rural population still practiced open

defecation in 2010 and almost 40% of the population, on national level, only has access to

unimproved sanitation/open defecation. It is important that the investments made for sanitation

improvement are made in systems that are promoting sustained use and services but also systems

that are economically, environmentally, socially and technically sustainable. The project at hand has

contributed to the development of a strategic sanitation planning process, adapted for the Botswana

context, which will, when implemented to its full first in Thamaga and Letlhakeng, and later in other

similar towns/villages, contribute to the planning and implementation of sanitation systems for those

un-served today and also to improved service delivery for all in the concerned villages. The direct

contribution towards improvement of poor people’s lives is insignificant today, but the project has

certainly paved the way for direct improvement of people’s lives in Thamaga and Letlhakeng in the

first place and for the citizens of other villages later once the next steps are taken in a Phase 2 of this

project (proposal for Phase 2 currently under development).

4. Challenges

4.1 Organizational challenges High stress level especially on Botswana project manager because of high demands both

from line and project duties.

Low participation by one important stakeholder for sanitation in institutions: DBES, in spite

of hard work from the project group.

Communication and responsiveness on project questions by email.

Compliance to decided plans and communication about revised ideas of plans (including

attendance to decided meetings).

Without the consultant on-site, Sten Stenbeck, it would have been very hard to complete the

project.

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Time constraints – too short a time between workshops 1 and 2. This was a result of trying to

also adapt to the SIWI-DWA PDC and its schedule for which the spring held three modules for

sanitation capacity development.

Email communication – necessary with phone call follow-ups, since email alone did not work.

Lengthy processes for government travel approvals made some key people unable to attend

the study tour to Durban, especially from DWMPC.

Too little time budgeted for workshops and other activities within the project.

Internal communication within the participating institutions did not always work smoothly.

4.2 Content challenges Mindset within both the population and professionals on the preference of sewer systems.

Working within and around gaps in responsibilities in the sanitation sector.

Mobilizing stakeholders.

Political support.

5. Lessons learned

5.1 Organizational lessons learned With a dedicated and competent project group great work can be achieved. This project has,

in spite of challenges mentioned above, been an enormous success, and a great joy to work

with.

WUC is a highly competent organization, and was very dedicated in spite of line duty

challenges. Internal communication within WUC worked well.

Local presence of a person without line duties to drive the process forward is absolutely

necessary. Email alone does not work.

Patience and flexibility.

The importance of cooperation between departments/institutions to achieve better results.

Time planning more than a week ahead is difficult for Botswana stakeholders.

Too little time available for the different workshops and activities. It was solved by

transferring reimbursable funds to time and by changing time set aside for the preparation of

a technology competition towards workshop 2. It was considered a strategic decision

because the sanitation market in Botswana is probably not mature enough for a technology

competition at this point, something we did not know when planning the project.

5.2 Content lessons learned Participatory planning fits well into the Botswana tradition of public debate and discussion

and has proven successful as far as tested under this project.

Sanitation needs the same level of importance as water supply.

Social acceptability is very important.

Business approach to sanitation and water service delivery is important.

Ring-fence wastewater as a profit center.

The crucial importance of stakeholder engagement and community participation in

sanitation projects and decision-making.

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Importance of innovation to solve sanitation problems.

Upstream control to improve wastewater treatment processes.

Given water-scarcity, on-site sanitation makes more sense for a semi-arid country as

Botswana.

Cooperation with universities is important.

Importance of strategic sanitation planning.

Importance of setting criteria with the stakeholder group.

Consideration of a broader spectrum of technologies in the sanitation planning is important.

School sanitation is a huge challenge that needs to be addressed by Botswana stakeholders.

Public awareness and education are needed to make systems work properly.

Huge opportunities for knowledge sharing within Southern Africa, which should be used

more strategically.

Urine and wastewater can be used as fertilizers.

Technical knowledge is not what is most needed from the Swedish partners, it is the process

knowledge like the planning methodology etc.

6. Partner-Driven Cooperation See 2.4 above.

7. Benefit to the partner organizations See 2.1 and 2.2. The benefits to the partner organizations are plentiful as a result of this project.

Some specific benefits mentioned are

Exposure to best practices in terms of sanitation planning,

Exposure to innovative sanitation technologies,

Benchmarking possibilities with other sanitation actors regionally and internationally,

Potential changes in sanitation approaches in WUC, DWA and Kweneng District Council as

results of this PDC.

Improvement of the Open Sanitation Plannning approach,

A deeper understanding of development perspectives in an African setting.

Understanding of partnership management, development challenges and governance issues

in sanitation in Botswana.

A better understanding of how to run projects in Botswana.

Improved knowledge of how to adapt technologies to the local context.

Strengthened capacity to lead project in Southern Africa settings.

8. Side effects/spin-off effects MSc thesis by Andrin Fink from ETH in Switzerland, downloadable at http://www.susana.org/docs_ccbk/susana_download/2-1741-msc-thesis-sanitation-botswana--andrin-

finksusana.pdf.

Urban Water Management has been asked by SIWI to organize a study tour, similar to the

one done under this project, for a group of professionals from Georgia.

Improved workshop methodology developed for Open Sanitation Planning.

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Connections between project group, eThekwini Water and Sanitation, and SIWI with the

Botswana Innovation Hub, which potentially can lead to interesting future cooperation.

The huge influence from the project on the current WUC plans for sanitation, which will

change how on-site sanitation is implemented in Botswana, and its future implications.

Future collaborations made possible through exposure and networking with national,

regional and international partners.

9. The thematic priorities

9.1 Gender Sanitation is a critical health and dignity issue for both men and women, but women often assume a

larger responsibility for the maintenance and improvement of sanitation services than men. Women

are generally in charge of housekeeping, caring for the sick and in Botswana increasingly filling the

role of “head of household”. The project thus per se addresses an issue of high priority to women.

The water sector in Botswana, as in large parts of the rest of the world, is largely dominated by men.

It is therefore unfortunately unavoidable to have a higher proportion of men than women in working

groups etc. Nevertheless, the Swedish PDC team consisted of 60% women (however, also reflecting a

gender shift that has taken place in the Swedish water sector among professionals now going

towards senior levels) whereas the Botswana PDC team consisted of 22% women. About the same

percentage women participated in the capacity development event organized, also a reflection of the

sector’s gender skewedness in Botswana.

The project as such worked with the introduction of participatory planning approaches in the

Botswana setting. The planning approaches was tested and developed in four workshops in two

villages. A wide invitation was made to the civil society in each village for the workshops, and extra

emphasis was put on gender balance among the invitees from the Botswana project group. At the

workshops about 20% of the participants were women. The workshops were highly group work

oriented (proper workshops) and gladly enough it was often women who presented the results that

the groups had achieved.

Given the results from workshop 1, pointing towards the disastrous sanitation status in schools, the

project held two school workshops, where the groups of students together with teachers and care

takers participated. Thus, the project group got a better understanding of the challenges of school

sanitation from both the students’ and teachers’ perspective.

9.2 Environment Improved access and use of sustainable sanitation solutions, an ultimate impact of this project in the

long run, is per se an environment improvement. Poor access to, and poor O&M of existing

sanitation systems both contribute to environmental degradation. The project has introduced a

sanitation planning approach where all different aspects of sustainability are considered, in a

participatory manner, and the successful roll-out of this planning approach will contribute

significantly to an improved environment in Botswana.

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9.3 Democracy/Human Rights Access to basic water and sanitation has been declared by the UN as a human right. Thus, the project

is in itself addressing a human right. The project also worked with the introduction of a participatory

approach to sanitation planning which is, when applied, a way to increase communication between

the utility and its customers as well as an empowerment of the citizens. Moreover, the project made

a study tour to Durban where eThekwini Water and Sanitation (EWS) are working successfully with

service delivery to all types of customers. The project group got exposed to and very interested in

eThekwini Water and Sanitation’s application of the South African President’s call on “Raising the

Citizen’s Voice”. Under this call EWS is working with user platforms which is a set-up to improve the

communication between EWS and its customer base and to educate the citizens on legislation, rights

and responsibilities, water and wastewater policies among other things.

10. Financial reporting A summary of the project finances is shown in Table 1.

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Table 1: Financial report for the PDC Strategic Development for Sustainable Sanitation and Wastewater Management in Botswana.

Activity Rate (SEK) Count Approved

budget Actual outcome

(days) Actual

outcome (SEK) Difference

(SEK) Comments

Phase 1

Project start-up 888000

Establishment of project team & advisory group (agreement on strategic approach, calender, roles, etc.)

112000

CIT staff days 8 000 10 80000 3,5 28000 52000 Jennifer on maternity

leave so more time done by consultants

consultant days for strategic approach 7 200 4 32000 6,25 45000 -13000 Jennifer on maternity

leave so more time done by consultants

Botswana staff days 6 000 14

Study visit in Sweden 362000

CIT staff days 8 000 7 56000 5 40000 16000

consultant days for study visits 7 200 7 56000 12,5 90000 -34000 Under-budgeted

consultant time in original budget

International flight to Sweden 11 000 10 110000 93863 16137 Over-budgeted

Accomodation and subsistance per day 2 000 60 120000 74242,29 45757,71 Over-budgeted

Venue hire 4 000 5 20000 5000 15000 Over-budgeted

Workshops (A) in Thamaga and Lethlakeng

414000

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International Travel to Botswana 12 000 2 24000 33847 -9847 More expensive tickets

than budgeted for

Accomodation and subsistance per day 1 500 40 60000 14474,63 45525,37 over-budgeted

subsistence

Regional travel in Botswana 4 000 4

CIT staff days 8 000 20 160000 10,25 82000 78000 Over-budgeted item

consultant days for workshops 7 200 20 160000 23,84375

171675 -11675

Under-budgeted consultant time in

original budget

Local planning and coordination days 4 000 50

Accommodation during training (resource staff)

1 000 8

Material production/communication 10 000 1 10000 1086,37 8913,63 Over-budgeted in

original budget

Venue hire (per day) 1 000 4

Baseline data collection 160000

Assessment of sanitation-related perceptions of problems and potential incentives

160000

CIT staff days 8 000 5 40000 1,125 9000 31000

Over-budgeted for CIT in original budget, some

time spent by consultants but

registered under Workshop A instead

consultant days for assessments 8 000 15 120000 152796 -32796 Under-budgeted

consultant time in original budget

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Local resource staff days 4 000 40

Village-wide survey 10 000 2

System Options 439000

Workshops (B) in Thamaga and Lethlakeng

319000

International Travel to Botswana 12 000 2 24000 23070 930

Accomodation and subsistance per day 1 500 30 45000

27304,01 17695,99 Over-budgeted in

original budget

Regional travel in Botswana 4 000 4

CIT staff days 8 000 15 120000 12,375 99000 21000

consultant days for workshops 7 200 15 120000 25,53125 183825 -63825 Under-budgeted

consultant time in original budget

Local planning and coordination days 4 000 40

Accommodation during training (resource staff)

1 000 8

Material production/communication 10 000 1 10000 3407

3407 6593 Over-budgeted in

original budget

Venue hire (per day) 1 000 4

Design of Technology Competition 120000

CIT staff days 8 000 10 80000 0 80000

Transferred to Workshop B in

accordance with budget change cleared by Sida

in 2012

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consultant days for design of technology competition

7 200 5 40000 0 40000

Transferred to Workshop B in

accordance with budget change cleared by Sida

in 2012

Capacity development and IEC 494000

Capacity devlopment module 1 319000

CIT staff days 8 000 20 160000 23,9375 191500 -31500 Under-budgeted in

original budget

consultant days for developing capacity modules

7 200 10 80000 6,125 44100 35900

International Travel to Botswana 12 000 2 24000 31654 -7654 Ticket for high-level meeting in June was

expensive

Accomodation and subsistance per day 1 500 30 45000 12846,41 32153,59 over-budgeted

Botswana staff days 6 000 10

Local planning and coordination days 4 000 10

Participant costs 1500 75

Venue hire (per day) 4 000 5

Regional travel in Botswana 4 000 10

Material production/communication 10 000 1 10000 208 9792 over-budgeted

IEC program 175000

CIT staff days 8 000 10 80000 6,8125 54500 25500

consultant days for IEC 7 200 10 80000 8,125 58500 21500

Botswana staff days 6 000 20

Material production/communication 15 000 1 15000 7 047 7 953

Administration Phase 1 188900

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CIT Administration (1 per salary including OH)

36 000 7,5% 32400 32400 0 CIT overhead for 8

months of project time

WUC administration 20 000 7,5%

Yearly project audit 26 500 1 26500 26500 Audit not done yet

Advisory group (yearly budget/organisation)

10 000 5 50000 4778 45222

Our advisors have provided advice free of

charge and only charged for travel costs from Durban to Gaborone

Development costs to secure further funding

80 000 1 80000 14 115000 -35000 under-budgeted, draft

application exists at end of project

Internal project admin - CIT (time not budgeted for initially but skivved off all of the budgeted for activities)

8 000 0 0 31,69 253500 -253500

No time provided for in original budget for

project administration. Time skivved off each

item to provide time for project adm.

Internal project admin - consultants (time not budgeted for initially but skivved off all of the budgeted for activities)

7 200 0 0 6,78125 48825 -48825

No time provided for in original budget for

project administration. Time skivved off each

item to provide time for project adm.

Total Phase

1 2169900

2032449

Table 2: Analysis of the financial result.

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Sum difference reimbursable costs 188 950

Sum difference outcome CIT personnel costs 18500

Sum difference outcome consultant days -106721

Sum baseline study -32796

Sum audit, adm and advisory group 71722

As shown in Table 1 the project was completed within the approved budget. The approved budget did not have administration time available neither for CIT

nor for the consultants. Meetings, budget control, reporting etc are necessary elements of project management, so time has been used towards project

management, see Table 1. An analysis of the result is provided in Table 2. As can be seen in Table 2, the original budget was under-funded on time for

consultants to implement the activities and also under-funded in terms of costs for the baseline study that was made under the project, whereas the time

budgeted for the CIT input was, overall, balanced. It is also clear that the project was over-funded on the reimbursable costs for almost each activity. See

Table 1 for details per activity. Without the Sida approval to use the reimbursable funds towards time to cover for additional time for consultants it would

have been very difficult to complete the project.

All contracts made were in SEK so there are no exchange rates changes to be reported.