USAID Water and Sanitation Project Quarterly Performance

This publication was produced by the USAID Water and Sanitation Project under Contract No. AID-OAA-I-14-00049/720521 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

USAID WATER AND SANITATION PROJECT Quarterly Performance Report January 2019 – March 2019

CONTENTS ACRONYMS AND ABBREVIATIONS 3PROJECT DESCRIPTION 4REPORT HIGHLIGHTS 4COMPONENT 1: INCREASING ACCESS TO SUSTAINABLE WATER SERVICES 5TASK 1.1: WATER INFRASTRUCTURE ENGINEERING SERVICES 6CAP-HAITIEN QIP 6LES CAYES QIP: 7JEREMIE QIP 8TASK 1.2: WATER INFRASTRUCTURE CONSTRUCTION 10TASK 1.3.: TECHNICAL ASSISTANCE FOR WATER SERVICE PROVIDERS 10CTE ASSESSMENT 10COLLECTION, MONITORING, ANALYSIS AND ARCHIVING (CMAA) SYSTEM TECHNICAL ASSISTANCE: 12COMPONENT 2: INCREASED ACCESS TO SUSTAINABLE SANITATION SERVICES: 13TASK 2.1: SUPPORT TO SANITATION ENTERPRISES 13RELATIONSHIP WITH DINEPA 14ENTERPRISE ACCELERATION FUND 14TASK 2.2: WASTE TREATMENT & FECAL SLUDGE MANAGEMENT ENGINEERING SERVICES16TASK 2.3: WASTEWATER TREATMENT & FECAL SLUDGE MANAGEMENT CONSTRUCTION. 16COMPONENT 3: IMPROVING THE ENABLING ENVIRONMENT FOR SUSTAINABLE IMPLEMENTATION, OPERATIONS, AND MAINTENANCE OF WATER AND SANITATION SERVICES 16TASK 3.1: TECHNICAL ASSISTANCE TO NATIONAL AND SUB-NATIONAL GOVERNMENT STRUCTURES 17ASSESSMENT OF WSS SECTOR STRUCTURE AND INSTITUTIONS 17TASK 3.2: KNOWLEDGE DISSEMINATION AND LEARNING 17CROSS-CUTTING TECHNICAL ACTIVITIES 18TASK CC1: COMMUNICATIONS 18BEHAVIOR CHANGE COMMUNICATION (BCC) AND MARKETING PLAN 18MONITORING, EVALUATION, AND LEARNING (MEL) 20BASELINE HOUSEHOLD DATA COLLECTION 21GEOGRAPHIC INFORMATION SYSTEMS (GIS) 22INITIAL ASSESSMENT 22HOUSEHOLD BASELINE SURVEY 22ENTERPRISE ACCELERATION FUND 24ENVIRONMENTAL COMPLIANCE 24GENDER AND EQUITY 25KEY PLANNED DELIVERABLES AND EVENTS NEXT QUARTER 26

CHALLENGES 26ANNEX 2: STAFFING UPDATE 31

USAID Water and Sanitation Project Quarterly Report| 3

ACRONYMS AND ABBREVIATIONS

AECID Spanish Agency for International Development Cooperation

ACAT Approche Communautaire pour l’Assainissement Total

AN Ayiti Nexus

BCC Behavior Change Communications

CMAA. Collection Monitoring and Archive

CFET Centre de Formation et d’Encadrement Technique

CTE Centre Technique d’Exploitation / Urban Water Utility

DINEPA Direction Nationale de l'Eau Potable et de l'Assainissement

EAF Enterprise Acceleration Fund

EMMP Environmental Mitigation and Monitoring Plan

GoH Government of Haiti

IDB Inter-American Development Bank

MEL Monitoring, Evaluation, and Learning

ONEPA Observatoire National de l'Eau Potable et Assainissement

OREPA Offices Régionaux de l’Eau Potable et de l’Assainissement

PEA Programmatic Environmental Assessment

PSM Project Selection Matrix

QIPS Quick Impact Projects

USAID United States Agency for International Development

WASH Water, Sanitation, and Hygiene

WSS Water and Sanitation Services


PROJECT DESCRIPTION Launched on December 4, 2017, the overarching objective of the United States Agency for International Development’s (USAID) Water and Sanitation Project (the Project) is to increase access to water and sanitation services in Haiti. Employing an approach that builds the sustainability of service delivery, the Project will target urban areas where water and sanitation services (WSS) needs are the greatest. Specifically, the Project focuses on increasing access to WSS in three communes identified by the Government of Haiti (GoH) as priority cholera “hotspot – Type A” communes (Cap-Haitien, Croix-des-Bouquets and Mirebalais) and in two communes recovering from Hurricane Matthew (Les Cayes and Jeremie), while simultaneously building the enabling environment to sustain those services.

The Project is organized in three mutually reinforcing components to support its objectives:

• Component 1 - Increased access to sustainable water supply services,

• Component 2 - Increased access to sustainable sanitation services, and

• Component 3 - Strengthened enabling environment for sustainable delivery, operation, and maintenance of water, sanitation, and hygiene (WASH) services.

Additionally, the Project has an enterprise acceleration fund (EAF) to stimulate the WSS market and promote the strengthening of local actors integral to sustainable water and sanitation services.

The Project’s main stakeholder is Haiti’s National Directorate of Potable Water and Sanitation (DINEPA), the branch of the Haitian government tasked with ensuring water and sanitation services for its citizens. Through close collaborations with, and by supporting DINEPA, the Project is laying the foundation to reach its goal of helping 250,000 people to gain access to basic water services and 75,000 people to gain access to basic sanitation services.

REPORT HIGHLIGHTS In this quarter, the project primarily focused advancing work on the Quick Impact Projects (QIPS) in Cap Haitien and Les Cayes, and finalizing activities that could act as metrics against which the project measures success, including beginning preparations for the baseline survey with subcontractor Ayiti Nexus and completing the three input reports to the commune assessments for each commune. The project also focused on working with stakeholders to develop creative approaches to sanitation by using small business enterprise.

The Project performed the infrastructure planning and identified the key investments to achieve project goals and had advanced the two QIPs to begin construction in Q3. An additional QIP was identified to be executed in FY19.

The project finalized the Sanitation Strategy with respect to the sanitation market assessments conducted in the five communes and with DINEPA. The sanitation market assessments revealed a few similar points in terms of governance, and demand and supply characteristics across the five communes. The Household Baseline Survey has been ongoing since mid-March and will present its results next quarter. Additionally, the Project consolidated the four Centre Technique d’Exploitation / Urban Water

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Utility (CTE) and infrastructure assessments – Cap-Haitien, Les Cayes, Jeremie and Mirebalais – and started a dialogue related to the potential CTE and private sector management in Croix-des-Bouquets with DINEPA. A capacity building plan is currently under development for improving the efficiency and sustainability of the CTE system. These activities are discussed in detail under their respective sections, including their outputs.

Of note during this reporting period was a significant period of civil unrest, leading to an evacuation of non-essential personnel at the US mission, as well as two project staff temporarily during the end of February. The office was closed for a total of 4 days, and while senior technical staff continued to work during this time, activities for the baseline, sanitation and CTE assessments were delayed by a week and a half. Additionally, petrol shortages during this time caused additional delays in ensuring staff could get to relevant communes around the country. Since mid-March, the situation has remained relatively stable, and the project has continued working to complete these tasks.

Rounding out the Project’s accomplishments and deliverables submitted to USAID during this quarter are:

• FY19 Work Plan Gantt chart

• Q1 FY19 report

• QIP design reports for Cap-Haitien and Les Cayes, Cap-Haitien’s final plans and specifications, and Les Cayes 90% design

• Les Cayes EMMP report

• Cap-Haitien and Les Cayes assessment reports and commune-level WSS roadmaps

• The project gender strategy

• Completion of the sanitation strategy

• Completion of the sanitation market assessment

COMPONENT 1: INCREASING ACCESS TO SUSTAINABLE WATER SERVICES Component I focuses on building the technical, managerial and financial capability of water providers (Offices Régionaux de l’Eau Potable et de l’Assainissement [OREPAs], CTEs, and private operators) along with making strategic infrastructure investments aimed at increasing access to sustainable water services. Over this quarter, the project finalized work developing comprehensive assessments of the characteristics of the water supply and sanitation infrastructure of each of its target communities. This


information, in conjunction with meetings with DINEPA, OREPAs, the CTE, donors, and other stakeholders, was used to develop a list of potential water supply and sanitation interventions in each commune.

TASK 1.1: WATER INFRASTRUCTURE ENGINEERING SERVICES

The Cap-Haitien Infrastructure Assessment Report and Project Selection Matrix (PSM) table were finalized after additional meetings with DINEPA, the Inter-American Development Bank (IDB), and Spanish Agency for International Development Cooperation (AECID). The water subprojects identified for the project to complete in the commune were selected based on subsequent negotiations with the infrastructure owners and the other donors making investments in Cap-Haitien and. Les Cayes. The infrastructure assessment report and PSM table were finalized after additional meetings with DINEPA, IDB and AECID. The provisional list of selected water subprojects to be performed in the commune were selected based on several meetings with DINEPA, OREPA Sud, and Les Cayes CTE.

The ongoing infrastructure assessment work identifies the potential strategic infrastructure work to meet the Project’s goal of increasing access to basic and improved water and sanitation. In these three communes, the engineering team conducted several site visits and held meetings with both the OREPAs and CTEs, as well as other key stakeholders. The team collected data, reports, and previous engineering designs, as well as measured key hydrologic conditions to inform the upcoming subproject selection decisions. The commune assessment report is scheduled to be submitted to USAID during the first month of Q3. Data was collected in Croix-des-Bouquets (Canaan), Jeremie, and Mirebalais to finalize the infrastructure assessments, which will be submitted in Q3 of FY19.

During the quarter, the Project also focused on preparing the first Quick Impact Projects (QIPs) in Cap-Haitien and Les Cayes for execution.

CAP-HAITIEN QIP:

The Petite-Anse QIP involves the first phase of pumping station rehabilitation work. The QIP is the foundation for a larger project in the Balan well field associated both with pumping capacity and power management of the well field that DINEPA has identified as a priority. Two additional phases of upgrade activities are expected to address both additional site improvements and power upgrades. This additional work involves connecting the F8 site to power and water storage upgrades on the F10 site and provides for electrical upgrades on the F10 site itself.

For Phase I, improving the electrical power supply to the site is needed to increase daily pumping periods of three hours or less to six hours or more. The Petite-Anse F10 QIP targets small repairs

and rehabilitation to the F10 and F4 wells and associated systems. The QIP provides for pump station rehabilitation, water treatment repair, and environmental protection of the pumping site. The QIP and subproject improvements will result in increased water production and improved security of the aquifer from contamination.

Figure 1- Balan well field

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The F10 well provides potable water to two urban zones within Cap-Haitien — Petite-Anse and Fort Saint Michel. Currently, there are only 1,196 registered connections within the two zones serviced by the water system with only 877 of the connections active. Additionally, the connected households in each zone receive water once a week on average. This QIP is intended to stabilize the infrastructure and support capacity-building activities focused on the development of rigorous site operational procedures. This is expected to result in all registered clients having access to improved and more reliable water for nearly 6,000 beneficiaries during the life of the Project, and will provide water production for 25,000 people after a full system buildout.

The Cap-Haitien QIP was tendered during Q2. A mandatory site visit for prospective contractors was held in February the week after the protests in Haiti ended, and three bids were received. The most qualified bid from the contractors was selected to proceed to negotiations. Work scopes were clarified, and the contractor’s revised bid was submitted to the Project. The Project team conducted two negotiations with Foratech to discuss scope and clarify pricing. The final contract was drafted and in submittal to USAID for approval. At the time of submission, the project is prepared to sign the subcontract with the winning firm from the bid, pending a reduction in performance bonding from the mission.

In addition to the proposed infrastructure implementation, the proposed work will also support a professional culture at the pump site that aims to make the CTE operations self-reliant. Currently, poor operational practices and the malfunction of the water treatment system jeopardize water quality and safety. Part of the modernization program to be undertaken will increase the capacity of the CTE. This program will include using the mWater platform to improve monitoring and transparency, which will strengthen CTE operations and management.

LES CAYES QIP:

The Project conducted design work for Les Cayes QIP to prepare it for tender in Q3. The QIP consists of installing two solar-powered pumps to decrease the CTE’s operating cost and increase the volume of water to its system. The solar pumps will be installed in currently non-functioning wells at the Charpentier pumping station. The QIP installation of two solar-powered pumps for the F1 and F2 borehole wells will improve the system by eliminating the high cost of fuel for the two wells, for which the CTE does not have adequate financial means. The solar-powered pumps will effectively reduce the operating costs for producing and pumping water for the city of Les Cayes and provide a 41% increase in water production, which will allow for a more frequent water distribution to the three city sectors and also increase the CTE’s revenue. Improved water service will be provided to approximately 17,500 beneficiaries that currently receive irregular water service. The work also provides the foundation for other activities (i.e., in-fill connections, system extension, new kiosks, etc.) within the commune, which will result in additional beneficiaries.


Ninety percent of the Cayes QIP design for the solar pumping of two wells was submitted to USAID staff in January 2019 for initial review and comment. Les Cayes QIP will provide a solar generation panel array and pumps in two inactive wells (F1 and F2) at the Charpentier well site. The USAID team rapidly provided comments for incorporation into the final design. The infrastructure design team then mobilized an STTA electrical design engineer with extensive large-scale solar experience in Haiti and its other structural and engineering survey team.

The final designs will be completed the first month of Q3 for submission to USAID and final review by A&E Oversight Contractor (AEOC) and DINEPA. The Project’s procurement staff is preparing the tender documents while documents are up for review by the AEOC in the first month of Q3. Bids are expected to be received by contractors in early June, and the selected bid will be submitted to USAID for approval and additional review with construction beginning in Q4.

At the CTE pumping sites, the cost of energy and the poor management of the physical asset are the main consequences of the infrastructure being underutilized. Like the Cap-Haitien QIP, the Cayes QIP will pair infrastructure rehabilitation and capacity-building for more professional operations and site management of the site. The Cayes CTE is substantially better managed than the Cap-Haitien CTE, yet activity logs pertaining to water testing, frequency of water treatment, repairs and maintenance, and general management in Cayes are lacking. To assure that the Charpentier site and its new and existing infrastructure is well managed, the Project will begin pump site capacity building in the same manner as the procedures under development at the Cap Haitien QIP pumping site.

Two site-specific EMMPs, a set of mitigation measures were defined to reduce or eliminate the adverse environmental impacts of the Cap-Haitien and Cayes QIPs. Among these measures, a principle focus was to protect the groundwater from outside contamination during QIP operations.

JEREMIE QIP

The Project is planning for the third QIP to begin design during the final month of Q3 in Jeremie. This QIP is anticipated to prevent contamination from storm water the accumulation of the stagnant water that is contaminating the Mahotière catchment and specify the construction of a parameter wall to prevent unauthorized access for the Martineau catchment, as well as for Saint Louis and Gragamora reservoirs and repair the water feeder pipe will be included in the design. According to initial estimates, approximately 12,500 beneficiaries will receive improved water quality.

QIP CONTRIBUTION TO INDICATORS: The Commune-Level Assessment Reports and the QIPs contribute to the Output Indicators by providing potential infrastructure-based subprojects and assessments that guide design and monitoring work in the target communes.

Figure 2- Mahotière catchment

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New users, as described in IND1.1, will benefit from a substantial increase in the pumping time of existing and new wells because of the water and power infrastructure upgrades and improved operational activities. Currently, the targeted communes do not have access to basic water supplies from their respective CTEs. Engineering work conducted during this quarter will increase access to water supply, improve water quality and improve system management that will result in self-reliance.

THE QIP ACTIVITIES IN Q2FY19 CONTRIBUTE TO OUTPUT INDICATORS:

• IND1.1: # of people gaining access to basic (improved) drinking water services in the target communities as a result of USG assistance

• IND1.2: Number of water infrastructure investments made under WATSAN receiving certificate of completion as a result of USG assistance

• IND1.3: # of CTEs with standard operating procedures for completed water safety plans as a result of USG assistance

• IND2.1: # of people receiving improved service quality from an existing basic or safely managed drinking water service in the target communities as a result of USG assistance

• IND2.2: # of CTEs with reliable, timely, and affordable supply chains for chlorine as a result of USG assistance

• IND2.3: # of service providers demonstrating improved management capacity, according to a Contractor proposed index as a result of USG assistance

• IND5/6.1: # of water and sanitation national/sub-national institutions received training in support of sector planning, investment, monitoring and/or regulation, as a result of USG assistance

• IND6.2: # of knowledge products supporting sector planning, investment, monitoring, sustained service delivery and/or regulation disseminated as a result of USG assistance.

DELIVERABLES, OUTPUTS AND ACTIVITIES FOR NEXT QUARTER:

• Procure and launch the Cap-Haitien and Cayes QIP constructions

• Submit Les Cayes, Croix-des-Bouquets (Canaan), Mirebalais, and Jeremie Infrastructure Assessment Reports with attached Project Selection Matrix (PSM) tables• Complete infrastructure subproject plans for the Project

• Validate the Capacity Building Plan with DINEPA

• Award and manage grants and subcontracts


• Publish the Expression of Interest (EOI) for private water supply management and evaluate applications produced by private sector firms

• Finalize the Cap-Haitien infrastructure plan for power improvements, network extension and rehabilitation, and additional work on the pumping station

• Finalize the Canaan infrastructure plan for the water infrastructure extension and private management inclusion

• Finalize the Cayes infrastructure plan for the downtown network infill connections

• Finalize the university in Limonade’s plan for a water quality laboratory

TASK 1.2: WATER INFRASTRUCTURE CONSTRUCTION

The first construction activities will start in FY19 Q3 with the QIP activities. Procurement, contracting and construction management procedures will provide the team with a framework for the rapidly expanding list of construction activities scheduled for Q4 and the following year.

DELIVERABLES, OUTPUTS AND ACTIVITIES FOR NEXT QUARTER: • Launch and complete the Cap-Haitien QIP construction for the F10 pump station improvements

• Procure subcontractor and launch construction the Cayes Solar Pumps QIP

TASK 1.3.: TECHNICAL ASSISTANCE FOR WATER SERVICE PROVIDERS

CTE ASSESSMENT:

The Project has completed four CTE assessments, Cap-Haitien, Les Cayes, Jeremie and Mirebalais. The Project also initiated a conversation with DINEPA about identifying who will be in charge of managing the Canaan system in Croix-des-Bouquets. It was concluded that the project will support the new managing entity, assess the CTE of Croix-des-Bouquets, or explore private management activities.

According to the assessment’s results and other consultations with DINEPA, a Capacity Building Plan is in process. This Capacity Building Plan aims to drive organizational change at the national level and will be adapted according to the performance levels and needs of each CTE. The Project will organize a workshop in May to validate the Capacity Building Plan with DINEPA and the CTEs. A Senior Capacity and Strengthening Specialist will be appointed at the DINEPA/CTE level to implement and monitor the agreed Capacity Building Plan. The plan targets four fields:

• Administrative and financial management

• Operations and maintenance management

• Human resource management

• Customer management.

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The technical assistance will be tailored according to the management capacity index found in each CTE. All the capacity building activities pursue one goal: interrupt and reverse the downward spiral of severely intermittent and poor-quality service in water and sanitation. Specific tools and manuals (i.e. operational and maintenance, human resource management, customer service, administrative and financial management) will be developed, tested, monitored and adapted before they can become the national policy for DINEPA.

CTE ASSESSMENT TECHNICAL ASSISTANCE CONTRIBUTION TO INDICATORS: This technical assistance contributes to achieving the Output Indicators:


• IND1.3: # of CTEs with standard operating procedures for completed water safety plans as a result of USG assistance

• IND2.1: # of people receiving improved service quality from an existing basic or safely managed drinking water service in the target communities as a result of USG assistance

• IND2.2: # of CTEs with reliable, timely, and affordable supply chains for chlorine as a result of USG assistance

• IND2.3: # of service providers demonstrating improved management capacity, according to a Contractor proposed index as a result of USG assistance

• IND 5/6.1: # of water and sanitation national/sub-national institutions received training in support of sector planning, investment, monitoring and/or regulation, as a result of USG assistance

• IND5.2: # of national or regional events on project learning involving government, civil society, private sector and/or donor partners conducted as a result of USG assistance.

The technical assistance contributes to achieving the indicators by providing key system and management information that will be used to provide substantive improvement in processes, financial management and resiliency in the system. These improvements will result in increased quantity and quality of water delivered. The improvements will also provide first time access to basic water systems by increasing the water delivery frequency to a daily program and the improving the quality of that water.


COLLECTION, MONITORING, ANALYSIS AND ARCHIVING (CMAA) SYSTEM TECHNICAL ASSISTANCE:

The CMAA is now operational in three CTEs, Cap-Haitien, Cayes and Jeremie. One CTE technician per commune is becoming familiar with the tool used to collect data and produce monthly reports. The information is sent to OREPA for verification and approval. Dynamic scoreboards with key performance indicators are used. These scoreboards are only available when approved by OREPA. The system is conceived as a decision support tool that allows a transparent, efficient and accountable management of the CTEs. This will contribute to a deep organizational change of the system and indirectly to a better water supply service. However, at the OREPA and the ONEPA levels, the

Project still needs to encourage this culture of monitoring and data-driven decision making.

mWater, the subcontractor in charge of developing the CMAA, has organized a few one-on-one and small group visits. mWater has conducted remote training over Skype to ensure that the CTE technicians are equipped to collect the data properly as well.

mWater’s initial Scope of Work (SOW) was standard. After discussion with DINEPA, the Project adapted the SOW to allow mWater to develop/upgrade other platform components. The upgrades are mainly related to the mapping of distribution networks and the existing customer database.

CMAA SYSTEM TECHNICAL ASSISTANCE CONTRIBUTION TO INDICATORS: The CMAA technical assistance contributes to achieving the Output Indicators:


• IND1.3: # of CTEs with standard operating procedures for completed water safety plans as a result of USG assistance, IND2.1: # of people receiving improved service quality from an existing basic or safely managed drinking water service in the target communities as a result of USG assistance

• IND2.2: # of CTEs with reliable, timely, and affordable supply chains for chlorine as a result of USG assistance, IND2.3: # of service providers demonstrating improved management capacity, according to a Contractor proposed index as a result of USG assistance

• IND 5/6.1: # of water and sanitation national/sub-national institutions received training in support of sector planning, investment, monitoring and/or regulation, as a result of USG assistance

Figure 3- Jeremie CTE Dashboard example

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• IND6.2: # of knowledge products supporting sector planning, investment, monitoring, sustained service delivery and/or regulation disseminated as a result of USG assistance.

The CMAA technical assistance contributes to the indicators by providing information on the capacity of the CTEs and OREPAs that will improve the management and resiliency in the system. It will be an important tool to increase people gaining access to basic water systems, as well as gaining access to improved service quality. This will result in self-sufficiency in conducting maintenance planning, financial recovery, disaster planning and water quality safety planning.

DELIVERABLES, OUTPUTS AND ACTIVITIES FOR NEXT QUARTER: • Validate the Capacity Building Plan with DINEPA

• Complete the recruitment process for the Capacity Building and Strengthen Specialist

• Start the Capacity Building Plan in Cap-Haitien and Les Cayes

• Finalize the expanded mWater platform for cadastre and the customer service database

COMPONENT 2: INCREASED ACCESS TO SUSTAINABLE SANITATION SERVICES:

TASK 2.1: SUPPORT TO SANITATION ENTERPRISES

In this quarter, the Project’s sanitation implementation strategy was finalized after a period of review with DINEPA and DAI Home Office. This document provides how the Project will implement the sanitation component.

This quarter, the project launched the sanitation market assessment (SMA) for five communes with the support of two expat consultants. The Project organized extensive training for the research team on the methodology and tools to be used and mobilized a team of ten individuals, with support from the Centre de Formation et d’Encadrement Technique (CFET) Institutional Liaisons. The market assessment started in Cap-Haitien on January 11, 2019 and ended in Croix-des-Bouquets on March 16, 2019. On the demand side, 59 focus group discussions were conducted, reaching out to 415 heads of household (215 men and 200 women). On the supply side, 321 interviews took place with

private sector enterprise owners/workers related to sanitation (masons, septic tank cleaners, hardware stores, excavators, seat producers, etc.). Discussions with key sanitation stakeholders at the communal and departmental levels also focused on sector governance and sustainable environment for the sanitation subsector. Details and findings will be presented in the Commune Level Assessments and associated annexes submitted next quarter.

Figure 4- Women's focus group in Les Cayes


The Project faced several challenges with these assessments due to the sociopolitical instability, as it halted work for more than ten days. Furthermore, Canaan is a problematic area for NGO intervention due to the community’s past NGO experiences and the community leaders’ greater expectations. Much mediation was needed to conduct different activities.

RELATIONSHIP WITH DINEPA

As part of the celebrations for sanitation month, the Project contributed technically to the National Workshop Bottleneck Analysis for the sanitation subsector. The workshop was organized by the

government stakeholders February 28 - March 1, 2019 in Moulin Sur Mer.

The objective of the National Workshop Bottleneck Analysis was help establish an enabling environment and improve the governance of Haiti’s sanitation sector. Sector bottlenecks and causes were identified to determine key actions as well as to draw up a detailed forecast budget for the next three years. The work plan will be presented to the government stakeholders of

DINEPA, OREPA, URD, MSPP, MDE, MICT, MEF, MENFP, UEH, as well as to the key sanitation donors and actors like UNICEF, CDC, Helvetas, and others.

The Project is regularly represented at DINEPA’s national sanitation platform to provide updates on project activities and initiatives.

ENTERPRISE ACCELERATION FUND

Discussions took place this quarter with the two potential grantees. The Project communicated a provision of support to future grantees to help them elaborate their proposals, which is a critical step in the EAF process. So far, only the Soil proposal has been submitted for evaluation and approval to the executive committee team who will conduct environmental, organizational, and financial evaluations using the DAI grant manual. The Spiral Group's proposal will be submitted next quarter, as more discussions and clarifications are needed with OREPA. Spiral Group aimed to intervene in the fecal sludge treatment in Limonade, though IDB and AECID have already initiated the work.

The Project has disseminated the APS to a wide audience using communication channels such as newspapers and websites. In addition to these methods, the Project is promoting APS through activities (i.e. workshops) to encourage institutional representatives to display and share the information widely. The Project is expecting to receive more concept papers in relation to its objectives by the end of June.

Figure 5- Participants of the National Workshop Bottleneck Analysis at Moulin-sur-Mer

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In addition, March 22 was World Water Day. To commemorate this day, the USAID Water and Sanitation Project launched a challenge to local organizations to seek out innovative solutions that are community-driven, pilotable, and replicable, and that will get first-time or improved access to drinking water to community residents, and/or increase safely managed sanitation for communities within the Project’s five target communes. This contest has been published and the deadline for applications is June 21.

The Project will also evaluate the willingness and capacity of financial institutions to create a specific financial product that targets the enterprise as a first step. A customized financial product would improve the capacity of the supply side. Based on the evaluations, the Project team will work with the financial institutions to develop financial products facilitating household access to basic sanitation products and services. In this regard, a semi-structured interview guide was developed to explore opportunities with financial institutions. Interviews to gauge interest will start in May with Le Levier and Fonkoze. Interviews will allow the project to develop an RFA for sanitation loan targeting, and specifically, financial institutions in the next quarter.

SANITATION SERVICES CONTRIBUTION TO INDICATORS

The sanitation activities contribute to achieving the Output Indicators

• IND3.1: # of people gaining access to a basic sanitation service as a result of USG assistance

• IND3.2: % of sanitation infrastructure investments made under WATSAN receiving certificate of completion as a result of USG assistance

• IND3.3: % of WHO/GoH quality compliant wastewater and/or byproduct test results from commissioned infrastructure as a result of USG assistance

• IND4.1: # of people gaining access to safely managed sanitation services as a result of USG assistance

• IND4.2, IND4.3: # of FSM entrepreneurs and/or SMEs supported as a result of USG assistance

• IND 5/6.1: # of water and sanitation national/sub-national institutions received training in support of sector planning, investment, monitoring and/or regulation, as a result of USG assistance.

The sanitation activities contribute to the indicators by providing the foundation for activities across the sector that create an access to basic and safely managed sanitation. In particular, the EAF grant activities are expected to provide access, additional infrastructure construction, compliant wastewater results and fecal sludge management (FSM) operator support. Training will be supported through planned sanitation work in both Cap-Haitien and Les Cayes.


DELIVERABLES, OUTPUTS AND ACTIVITIES FOR NEXT QUARTER

• Launch a communal coordination for sanitation in Cap-Haitien and Les Cayes

• Enroll private enterprises to support the sanitation market in Cap-Haitien and Les Cayes

• Develop training modules for enterprises

• Network and train entrepreneurs and SMEs on business development and marketing

• Complete the EAF paperwork for approval from the DAI Home Office and USAID

• Start work with at least 2 grantees

• Initiate discussion with financial institutions (levier/FONKOZE and others) to explore ways to

• Offer new financial products to household and sanitation enterprises

TASK 2.2: WASTE TREATMENT & FECAL SLUDGE MANAGEMENT ENGINEERING SERVICES

The Infrastructure Team continued the evaluation of Les Cayes’ fecal sludge management facility (FSM) and began the evaluation of the Morne à Cabrit facility as part of the infrastructure assessment. The Morne à Cabrit facility is an underutilized FSM with significant maintenance and business operational issues. The opportunity exists to reopen the facility based on improved infrastructure, business and sludge management practices.

TASK 2.3: WASTEWATER TREATMENT & FECAL SLUDGE MANAGEMENT CONSTRUCTION The Project will assist IDB and AECID in their reestablishment of the Fecal Waste Treatment Capacity in Cap-Haitien by conducting critical evaluations of components such as transfer stations and trucking schemes to facilitate the establishment of a complete sanitation sector that is safely managed.

COMPONENT 3: IMPROVING THE ENABLING ENVIRONMENT FOR SUSTAINABLE IMPLEMENTATION, OPERATIONS, AND MAINTENANCE OF WATER AND SANITATION SERVICES The achievements for the enabling environment component in Q2FY19 are the completion of Jeremie and Mirebalais’ CTE assessments (section 1.3), the one-on-one training for one technician in each CTE responsible for collection through the CMAA (Collection Monitoring Analyses and Archive) platform at CTE level (section 1.3), and the development of the Capacity Building Plan draft. To be noted, data

Figure 6- Cayes Fecal Sludge Management Facility

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collection is a collaborative effort in each CTE, one technician is responsible to enter data but the entire CTE team is contributing to the data collection.

TASK 3.1: TECHNICAL ASSISTANCE TO NATIONAL AND SUB-NATIONAL GOVERNMENT STRUCTURES

After the consultation with DINEPA, the Project agreed to provide technical assistance to the National Observatory of Drinking Water (ONEPA), the Directorate of Water (DirEP), and Directorate of Sanitation (DA) at the national level in key areas. Some examples are defining, amending as necessary,

and ensuring the implementation of the public drinking water policy; and defining the framework and modalities for the decentralization of potable water services. At the regional level, the Project will support the OREPA upon confirmation from DINEPA that the capacity building will be implemented via several options: imbedding experts; peer-to-peer, on-site trainings; and local and external exchange visits.

ASSESSMENT OF WSS SECTOR STRUCTURE AND INSTITUTIONS

The Project began an exploratory dialogue with private institutions interested in investing or introducing new services for WSS delivery. The preliminary investigations concern integrating microcredit institutions in financing sanitation products and services in collaboration with the private enterprise to deploy a prepaid system for water delivery in Canaan. In Canaan, the Project is planning to complete and rehabilitate water infrastructure that would then be leased to a private operator. Prepaid kiosks and direct connections to households would be managed by a private sector operator. Conversations are conceptual at this stage and will be advanced in Q3.


• Extend the use of the CMAA platform to the Mirebalais CTE

• Finalize and launch the Agreed Capacity Building for the CTEs and OREPAs

• Review the CMAA platform and upgrade

• Continue working on knowledge and dissemination learning

TASK 3.2: KNOWLEDGE DISSEMINATION AND LEARNING

With the expertise of the subcontractor Ayiti Nexus, the Project finalized the framework for Collaboration, Learning and Adaptation (CLA) mentioned in the Q1 FY19 report. The CLA framework will be implemented towards the end of FY19, in conjunction with the BCC Specialist and the Gender Specialist.


Ayiti Nexus and the project have repeatedly tried to recruit for the position of the Collaboration, Learning, and Communication Specialist, but have struggled to find local candidates who are well positioned for the role. Once the recruit is completed, the CLA framework will contribute to the dissemination of learning as well as the development of tools and processes to communicate information about the Project to all the relevant water and sanitation stakeholders in Haiti. This will also support the collaboration of different communities of practices and improve the knowledge management of the Project’s implementation.


• Recruit a Collaboration, Learning and Communication Specialist

• Implement the CLA Framework

CROSS-CUTTING TECHNICAL ACTIVITIES

TASK CC1: COMMUNICATIONS

Main outputs from the Communications Manager during this quarter included the quarterly report, a success story on the impacts of mWater’s work, weekly updates to the mission, preparations for the first Roadmapping event, and assembly for two of the commune assessment reports.

The Communications Manager resigned during this quarter. The project is currently using a short-term consultant as a mitigation measure during her absence, and is currently recruiting for the new position. The project plans to onboard the Communications Officer and Communications Assistant during the next quarter.

For the next quarter, the project intends to hire short term technical assistance on the communications team to develop a photography and video portfolio of the project that can be shared with relevant stakeholders and the mission. The project has identified this person at the time of submission of this report. The team also intends to develop new communications materials that can be shared with a variety of stakeholders over the next two quarters.


• Photography and video portfolio for project

• Complete remaining commune-level roadmap reports

• Develop and submit FY19 Q3 quarterly report

• Create new communication materials

BEHAVIOR CHANGE COMMUNICATION (BCC) AND MARKETING PLAN

During this quarter, the BCC specialist interviewed representatives from DINEPA, OREPAs, CTEs, MSPP, MCDF and Zanmi Lasante. Interview participants provided their BCC experiences and insight into challenges faced in the water and sanitation sector. DINEPA, with the support of its partners like

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Zanmi Lasante, has had success with ACAT (Approche Communautaire pour l’Assainissement Total) in several communities around Haiti. However, ACAT, a community-led total sanitation method adapted for Haiti, is best implemented in rural areas. ACAT is also time-intensive, with one ACAT cycle taking between 6 months and 1.5 years to complete. As the Project is focused on urban and peri-urban communities, ACAT is not an ideal BCC method for the Project. In Q3FY19, the Project will work with partners to create BCC action plans more appropriate for densely populated communes.

Additionally, the project conducted focus groups in Les Cayes and Jeremie to validate the findings presented in the desk reviews and by the stakeholders. Cap-Haitien, Croix-des-Bouquets (Canaan), and Mirebalais focus groups will take place in the following quarter. The most consistent findings among the focus groups is that the population does not trust government service providers. This distrust is the underlying reason for customers not paying their water bills and damaging DINEPA water systems. This major hurdle will be addressed in CTE customer service workshops (discussed below). In Q3FY19, the Specialist will create a BCC analysis based on the interviews and focus groups in addition to data produced by the Project’s sanitation and engineering teams.

Based on the outputs of the interviews and focus groups, the BCC Specialist developed two types of campaigns over the last quarter, and is planning on engaging relevant stakeholders early in the new fiscal year. For water, the BCC intervention will aim to change the behaviors of service providers (i.e. CTE agents) through hosting BCC customer service workshops that will train CTE agents on how best to interact with consumers. Improved customer service will increase the community’s trust in the CTEs, which will improve customer payment rates and increase the acquisition of new customers. The workshops are expected to be piloted in either Cap-Haitien or Les Cayes in June 2019. This BCC intervention will support Outcome Indicators 1.1 and 2.2.

The Specialist also developed a BCC sanitation campaign for vulnerable communities that revolves around people’s aspirations. During desk reviews, the Specialist found that the urgency to change behaviors regarding sanitation has slowed down due to the perceived decrease in cholera cases in Haiti. Although Haitians are likely to know cholera and its connections to fecal matter, they are less likely to understand the long-term health implications of mismanaged waste and make associated changes. Therefore, the Project is working on developing a behavior change campaign that taps into people’s aspirations outside of health implications (i.e. to be tall and intelligent) to increase the demand for toilets without repeating the same themes from previously executed cholera and WASH campaigns. The next step is to present the BCC campaign to DINEPA and local partners in each commune. This aspirational campaign is expected to begin in January 2020 and will support Outcome Indicators 3.1 and 4.1.



• Create a BCC analysis based on field work and data produced by the Project’s sanitation and engineering teams

• Develop a BCC customer service training for CTEs

• Implement a customer service training piloted by one of the CTEs

• Create a BCC action plan for each commune

MONITORING, EVALUATION, AND LEARNING (MEL)

Over the past quarter, the MEL team has been primarily focusing on setting up and implementing the household survey, which will feed into the baseline survey to be submitted at the end of the next quarter. The Household Baseline Survey focuses on Outcome Indicators 1 and 3 as well as Output Indicators 1.1, 2.1, 3.1, and 4.1. The baseline values will be used to measure changes in these indicators over time in the target areas.

As mentioned in the last quarter, Ayiti Nexus (AN) is subcontracted by DAI to carry out the Household Baseline Survey for the Project. During the first quarter Y19, the Project worked closely in collaboration with Ayiti Nexus to complete the following documents and execute the activities mentioned below:

• Finalization of field manuals and other documents: As part of the baseline, MEL staff assisted Ayiti Nexus in the review of technical documents written by Ayiti Nexus’s technical staff, in particular, the methodology, field manual for supervisors and enumerators, Data Quality Assurance Plan, and Data Treatment and Analysis Plan.

- The baseline methodology: outlines the survey sample methodology used to conduct the baseline household water and sanitation survey in every geographical area targeted.

- The field manual describes the roles and responsibilities of the field staff and outlines the chronology of fieldwork; including training, piloting the questionnaire, pre-testing the survey, and data collection.

- The Data Quality Assurance Plan: ensures data quality throughout data collection, management, and analysis.

- The Data Treatment and Analysis Plan: shows how and when data will be entered into the database using the existing project software, Fulcrum.

• Pilot test of questionnaire, clearance, and report (MEL): Two main piloting tests of the questionnaire in Cap-Haitien, Mirebalais, Cayes, and Jeremie, were conducted by supervisors under the supervision of the M&E specialist on March 1 and March 6 - 8, 2019. Recommendations related to the questionnaire were drawn from these piloting tests.

• Training enumerators and supervisors and report (Support to AN): As part of the Household Baseline Survey, Ayiti Nexus organized two training workshops, one for the supervisors in Cap-Haitien,

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March 12 -14, 2019 and another in Port-au-Prince, March 11-16, 2019, for the supervisors as well as 40 enumerators who were selected to work on the Project’s household survey. These workshops trained the supervisors and enumerators on the survey’s key aspects, the software to be used, the proper use of the questionnaire, and best practices for the management of the survey.

• Finalization of questionnaire and translation (MEL) The baseline questionnaire is developed to collect data through six of the Project’s indicators. However, other questions cover communication and socioeconomic aspects. The final version of the questionnaire was updated on Fulcrum in mid-March 2019.

BASELINE HOUSEHOLD DATA COLLECTION

The data collection in the field started on March 26, 2019. On March 29, 2019, a total of 591 surveys were completed, using tablets provided by the Project, and uploaded to Fulcrum. The table below gives an overview of the progress:

Zone Target Realized Percentage to date

Cap-Haitien 702 333 47%

Croix-des-bouquets 352 61 17%

Jeremie 118 69 58%

Cayes 222 54 24%

Mirebalais 48 49 102%

Canaan 405 25 6%

TOTAL 1,847 591 32%


• Complete the Baseline Household Survey. Data collection, raw Data Treatment & Cleaning, and preliminary report of baseline household survey.

• Track all data related to indicators of the Project and the planned activities for the next quarter.

• Organize at least one M&E meeting with all managers.


GEOGRAPHIC INFORMATION SYSTEMS (GIS)

During Q1FY19, the Project used customized tools to analyze and map out water infrastructure systems that determine where water points are located and store survey data pulled from the V3 Engineers’ technical sheets. During Q2FY19, the Project used GIS as a powerful spatial planning tool to overlay several spatial datasets (water supply network, urban area, groundwater, random sample points) with specific assessment criteria for each, to produce a map indicating suitable and unsuitable areas. A mobile app was used to distribute gathering sample GIS data within urban target zones. It helped to improve the efficiency of the field operations as well as made the data accurate and up-to-date. The two significant activities are the initial assessment and the Household Baseline Survey.

INITIAL ASSESSMENT

The initial assessment addressed three aspects: plan site drawing, spatial analysis, population size and urban growth.

• Plan site drawing: Drawing and revision of the Cayes plan site has been conducted using a designed plan of DINEPA, ground observations, and a metric survey. The revised plan has been discussed with V3 Engineers to consider infrastructures projection. The plan site drawing is related to Indicator 1.2: # of water infrastructure investments made under WATSAN receiving a certificate of completion as a result of USG assistance.

• Spatial analysis: Land use analysis of Charpentier, Fort Saint-Michel, Petite-Anse and Madeline, and surroundings has been determined considering first-level classification (mangroves, urban, agroforestry, crops, sand, pastures grassland, river, sea, water) to support initial assessment activities, and EMMP using pre-processed Landsat 2017 satellite imagery. The Cap-Haitien land use analysis, performed in 2013, has been revised considering the latest data source. Land use analysis allows highlighting of urban areas in the target communities. This is useful in the sampling method to collect data of Indicator 3: % increase of households in the target communes using a basic sanitation facility, and indicator 1: % increase of households in the target communes using a drinking water source.

• Population size and urban growth: Selected zones in Canaan have been refined to meet urban water and sanitation zone extensions. Population estimation and projection has been determined in Canaan-II using IHSI Census data, 2017 land use data, and buildings footprints extracted from OSM. This data update is related to Indicator 1.1: % of people gaining access to basic drinking water services in the target communities as a result of USG assistance.

HOUSEHOLD BASELINE SURVEY

The Project uses GIS to improve the data collection quality in the Household Baseline Survey. The Project organized a training session for the supervisors and the enumerators. Data management and data processing are used to ensure data accuracy.

• Data management: A cohesive structure for organizing spatial data in a relational database is continually revised which allows for smooth data sharing with Ayiti Nexus and strengthen GIS capability to support the use of spatial data in the field via mobile data collection. This data management process is related to Indicator 6.2: # of knowledge products supporting sector planning,

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investment, monitoring, sustained service delivery and/or regulation disseminated as a result of USG assistance.

• Data processing: Deployment zones of the Household Baseline Survey have been defined using natural limits (roads, rivers, hills) and OSM data (points of interest, buildings). Earlier land use data analysis performed in target communes have been used, and urban areas have been filtered to accurately address survey zones inside the neighborhoods. A geoprocessing model has been built to systematically create random sample points clustered in each urban area.

• Training: The data was uploaded into the tablets and a training session on the use of OsmAnd wasvheld from March 13 -15, 2019 in Port-au-Prince. OsmAnd is a mobile map and navigation application that can work offline. The primary goal of this mission was to give the Household Baseline Survey supervisors and surveyors a tool for quick spatial deployment in the field. It was one of the first GIS missions organized to support the MEL team in collaboration with the Project’s subcontractor Ayiti Nexus. During this mission, the Project once again noted the considerable lack of updated field data (neighborhood, road) and many subtly different levels of audience understanding. To remedy this situation, the Project emphasized the use of navigation, deployment tools, and a turnover presentation and explanation by supervisors. A deployment manual was shared with participants to help them recall critical points for successfully driving to random points within their clusters and neighborhoods. A test has revealed that 90% of the surveyors mastered the OsmAnd app for field deployment. The surveyors and supervisors were able to navigate with their smartphones and load their random points inside their clusters and neighborhoods, and toggle visibility of layers and labels, which is a crucial point when assigning a surveyor to a cluster. This training session is related to Indicator 6.2.


• Continue to refine and advance the use of geospatial data to achieve greater cadastral water distribution.

• Research new approaches to spatial data collection and other analytical and operational refinements to determine what lines of water infrastructure networks feed specific communities and customers. This includes the integration of mobile technologies through the mWater surveyor app, which will enable real-time data capture. If a problem is identified, a quick spatial analysis will determine which customers will be impacted, and how water might be routed to them from a different source.

• Follow-up with the Social Impact team and adapt to procedures concerning data collection and management, and mapping to address performance indicators accurately through the Household Baseline Survey.

• Consolidate and adapt the capacity to accurately deliver a more comprehensive portfolio of services: data collection, management, visualization, production of static and dynamic maps, remote sensing


analysis, and supporting the connection of the web-based water distribution system developed by mWater with the Project mapping system.

ENTERPRISE ACCELERATION FUND

The Enterprise Acceleration Fund is available for use in both sanitation and water sectors. The Project currently is emphasizing its use to advance services and supply availability in the sanitation sector, as discussed in Task 2.1.


• Launch RFA for sanitation loan facility

• Provide support to the potential grantees to help them in their proposals

• Plan and conduct workshops or training sessions for the potential grantees in Cap-Haitien

• Award first grants towards the Q3FY19 through both APS launched

• Meet with financial institutions (Le Levier and Fonkoze)

• Start to provide technical assistance activities (e.g., business advisory services, development of communication strategies, and program management support) to the grantees once awarded in collaboration with CFET, AN, and the Project’s business development and marketing unit

• Establish the M&E framework to measure performance and results and ensure that the grantees implement appropriate monitoring and evaluation plans

• Use data from sanitation market assessment to target SMEs and artisans for EAF support in all communes

ENVIRONMENTAL COMPLIANCE

During the second quarter of the Fiscal Year 2019 (Q2FY2019), the Project has progressed in the production of the key deliverables expected under workplan subtask 4.1: Environmental review. The site-specific Environmental Mitigation and Monitoring Plan (EMMP) for the Petite-Anse QIP completed during the previous quarter, has been revised to address USAID’s comments. After revision and resubmission, this EMMP has been approved by USAID. It is now ready to be annexed to the amended version of the Project-level EMMP. Simultaneously, the Project developed a site-specific EMMP for the QIP, entitled “Charpentier Pumping Station QIP,” which is in the Commune of Les Cayes.

In early January 2019, a field visit was made to the Cayes QIP site. One of the key steps of the EMMP preparation process was to gather information for establishing the environmental baseline of this site and its surroundings. The final draft of this document was submitted to USAID on January 22. A few days later, the Project received USAID’s comments and addressed them to submit a revised version for USAID’s approval. Once approved, this site-specific EMMP will be also annexed to the amended version of the Project-level EMMP.

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Since most of the mitigation measures will be implemented by the subcontractor hired for QIP operations, the Project organized a pre-bid conference, during which mitigation measures and responsibilities of the subcontractor in the implementation of these measures were presented to pre-bidders. As required under the site-specific EMMPs mentioned above, a more detailed presentation will be done for the hired subcontractor before launching QIP operations.

Based on a conversation with the COR and alt. COR regarding the status of the Environmental Scoping Statement (ESS), the project sent a list of planned water infrastructure construction sites to the COR so that she could submit a request for an IEE amendment for sub-components 1.1 and 1.2 to the BEO. This amendment would change the determination from positive to negative with conditions for these two sub-components. Also, based on this conversation, the project will submit a detailed description of planned sanitation infrastructure construction sites to the COR so that a decision can be made regarding whether each of these sites will require an EA or whether all sites could be covered by a PEA. Submission of this detailed description is planned for late May or early June.


• Monitor the mitigation measures for Petite-Anse and Les Cayes QIPs

• Draft the EMMPs for the Jeremie QIP

• Draft the EMMP for the water infrastructure sub-projects in Les Cayes and in Canaan

• Develop the EMMPs for sanitation enterprise support (component 2.1) activities

GENDER AND EQUITY

During this quarter, the Project conducted gender-centered focus groups and key interviews in Les Cayes and Jeremie, and key interviews in Cap-Haitien as well. The goal was to ensure that gender and social inclusion are taken into account in the communes’ initial assessments and that they are appropriately addressed in the gender and social inclusion (pro-poor) strategies implementation plan. A positive point was the submission of the gender strategy document to USAID in January.

According to USAID guidelines, the EMMP Gender section must demonstrate the extent to which intervention can inhibit the equal involvement of men and women and if the results of the intervention will disproportionately benefit men. The EMMP Gender section must also propose measures to mitigate the negative impacts. To respond to this recommendation, an EMMP Gender section was developed for the Cayes QIP to include gender and social inclusion measures to mitigate gender impacts.

To complete the CTE initial assessment in every commune with a deeper gender analysis, the Project developed a specific questionnaire to evaluate the CTE gender capacity in areas such as coordination, communication, human resources, budget, planning, implementation, monitoring, evaluation, and


perceptions. Another aim of this evaluation is to include, according to the identified needs, a chapter on gender capacity building into the strengthening plan.

The Environmental Monitoring Table of the QIPs does not include gender. A gender-monitoring table was developed to ensure that the measures proposed in the EMMP were applied.

The activities below were supposed to be realized in this quarter. Because the household baseline survey was not completed, the following activities will be reported in the next quarter.

• Finalize the gender and social inclusion strategies implementation plan

• Implement gender and social inclusion training for the WATSAN staff

• Begin gender awareness training with CTEs in the five communes and EAF-selected enterprises

• Start monitoring progress towards gender and poverty indicators once QIPs begin

KEY PLANNED DELIVERABLES AND EVENTS NEXT QUARTER The following major activities are slated for the next quarter:

• Procure and launch the Cap-Haitien and Cayes constructions of the QIPs • Complete the final commune assessment reports • Complete infrastructure subproject plans for the Project • Validate the Capacity Building Plan with DINEPA • Award and manage grants and subcontracts • Present Household Baseline Survey results

CHALLENGES For ten days, February 7 - 16, the project office was locked down due to political and civil unrest. Business activities throughout the country were halted because of the daily protests and riots. Two Project staff members were evacuated, and the Project Business Development and Marketing team were stranded in Mirebalais and Port-au-Prince until the situation calmed Additionally, the Project’s subcontractors V3 and Ayiti Nexus evacuated their expats and TCNs following the mission’s evacuation of non-essential personnel. The security and mobility issues were further aggravated by the three subsequent gasoline shortages that impacted Haiti after “Operation Lock Down” ended. The political and gasoline crises created several project delays in the household survey, the infrastructure assessments, and the sanitation assessments.

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ANNEX 1: INDICATOR PERFORMANCE TRACKING TABLE (IPTT)

PERFORMANCE INDICATORS BASELINE RESULT Q4 FY18

TARGET FY18

RESULT FY 2018

TARGET FY19

TARGET FY20

TARGET FY21

TARGET FY22

LOP TARGET

Outcome IND 1: Percentage increase of

households in the target communes using a

basic drinking water source

TBD N/A N/A N/A 0 10 % (over

the baseline)

20% (over

the baseline)

20% (over the

baseline)

20% (over

the baseline)

Outcome IND 2: Number of service providers

demonstrating at least a 10 % increase in cost

recovery as a result of USG assistance

0 0 0 0 0 2 2 1 5

Outcome IND 3: Percentage increase of

households in the target communes using a

basic sanitation facility

TBD NA N/A N/A 0 10 % (over

the baseline)

20% (over

the baseline)

20% (over the

baseline)

20% (over

the baseline

Outcome IND 4: Number of SMEs

demonstrating increased sales of sanitation

products and services as a result of USG

assistance

0 0 N/A 0 2 4 6 3 15

Outcome IND 5: Percentage of staff in target

sector institutions self-reporting increased

ability to perform effectively in assigned job

28% NA N/A NA 35% 55% 65% 70% 75%

Outcome IND 6: Number of agreed

strategies/plans for improved water and/or

sanitation service delivery being implemented

0 0 0 1 1 1 1 1



TARGET FY18

RESULT FY 2018

TARGET FY19

TARGET FY20

TARGET FY21

TARGET FY22

LOP TARGET

at the national, regional and/or commune level

as a result of USG assistance

IND 1.1: # of people gaining access to basic

(improved) drinking water services in the

target communities as a result of USG

assistance

0 NA N/A NA 5,000 20,000 50,000 50,000 125,000

IND 1.2: Number of water infrastructure

investments made under USAID Water and

Sanitation Project receiving certificate of

completion as a result of USG assistance

0 NA N/A NA 2

TBD (after

USAID’s

approval)

TBD (after

USAID’s

approval)

TBD (after

USAID’s

approval)

IND 1.3: # of CTEs with standard operating

procedures for completed water safety plans

as a result of USG assistance

0 0 0 0 1 2 1 1 5

IND 2.1: # of people receiving improved

service quality from an existing basic or safely

managed drinking water service in the target

communities as a result of USG assistance

0 0 0 0 0 25,0000 75,000 25,000 125,000

IND 2.2: # of CTEs with reliable, timely, and

affordable supply chains for chlorine as a result

of USG assistance

0 0 0 0 2 1 1 1 5

IND 2.3: # of service providers demonstrating

improved management capacity, according to a

contractor-proposed index as a result of USG

assistance

0 0 0 0 1 1 1 1 4

IND 3.1: # of people gaining access to a basic

sanitation service as a result of USG assistance 0 0 0 0 7,500 12,500 12,500 5,000 37,500

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TARGET FY18

RESULT FY 2018

TARGET FY19

TARGET FY20

TARGET FY21

TARGET FY22

LOP TARGET

IND 3.2: % of sanitation infrastructure

investments made under USAID Water and

Sanitation Project receiving certificate of

completion as a result of USG assistance

N/A N/A N/A N/A 0 66% TBD TBD TBD

IND 3.3: % of WHO/GoH quality compliant

wastewater and/or by product test results

from commissioned infrastructure as a result

of USG assistance

N/A N/A N/A N/A 80 % 80 % 80% 80% 80%

IND 4.1: # of people gaining access to safely

managed sanitation services as a result of USG

assistance

0 0 0 0 7,500 12,500 12,500 5,000 37,500

IND 4.3: # of FSM entrepreneurs and/or SMEs

supported as a result of USG assistance 0 0 0 0 4 4 5 2 15

IND 5/6.1: # of water and sanitation

national/sub-national institutions receiving

training in support of sector planning,

investment, monitoring and/or regulation, as a

result of USG assistance

0 3 0 0 3 1 1 1 6

IND 5.2: # of national or regional events on

project learning involving government, civil

society, private sector and/or donor partners

conducted as a result of USG assistance

0 0 0

0 1 1 1 3



TARGET FY18

RESULT FY 2018

TARGET FY19

TARGET FY20

TARGET FY21

TARGET FY22

LOP TARGET

IND 6.2: # of knowledge products supporting

sector planning, investment, monitoring,

sustained service delivery and/or regulation

disseminated as a result of USG assistance

0 0 0

RESULT Q 2018

1 1 1 2 5

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ANNEX 2: STAFFING UPDATE

During the reporting period, the project continued to refine its management structure and staffing to meet project deliverables better. Efforts focused on improving project implementation by providing higher quality technical services and improving daily operation and logistics activities.

During Q2FY2019, a new driver was hired to support increased staff travels for field activities. Additionally, a new Senior Procurement Officer (SPO) was brought on board to manage the procurement of goods and services in the main Project office in Cap-Haitien and to assist with procurements taking place in the sub-regional office in Port-au-Prince. The SPO will lead the execution of all approved procurement activities and, in coordination with the Director of Operations, will provide targeted training and other support to technical, finance and administration personnel to raise the knowledge level on approved procurement policies and procedures. They will also support strict compliance with USAID procurement rules and regulations for both Project partners and future grantees.

The water and sanitation team has also positioned itself for a significant increase in work starting early in Q2FY2019, which will go through the end of the fiscal year. Two Business Development Officers (BDOs) and three Business Development Assistants (BDAs) were hired, on an interim basis, to support the business development unit’s assessment of the current market for sanitation products and services. They are organizing and facilitating workshops and focus groups throughout the Project’s five areas of intervention. The BDOs and BDAs are conducting surveys on the demand and supply side requirements for products and services that respond to consumers’ preferences. The field-based data they are compiling from focus groups and interviews will be inserted in the M&E database and used to design and refine the Project’s market-based interventions.

Three engineering STTAs were also engaged to support the ramping up of the Project’s infrastructure activities. A Utility Solar System Specialist conducted site visits in-country, assessing the design of an intended Project-supported water supply project. This Specialist brings significant, Haiti-specific experience important for the development of a solar-powered micro-grid. The development of such a system is critical for enhancing water facility operators’ ability to be self-reliant and ensure the sustainability of Project interventions. Two Civil Production Engineers were also engaged, providing the Project with ongoing civil engineering and AutoCAD production support from the US. The scope of these engagements will span site planning, production, and construction supervision phases throughout the life of the Project.

With the departure of the Communications Manager in the reporting period, an STTA Communications Officer was hired to provide leadership to the Project’s communications efforts. The Communications Officer is responsible for developing timely reports and other publication materials, including quarterly progress reports, weekly notes, and Success Stories. The STTA Officer is also working on the


preparation of commune-level Roadmap Workshops and Commune Roadmaps, which will be finalized in mid-Q3FY2019.

DELIVERABLES, OUTPUTS, AND ACTIVITIES FOR NEXT QUARTER

• Onboard a Public Utility Management Specialist to lead the CTE capacity building activities in operations, financial management, and organizational management

• Finalize the process for recruiting a Grants Officer who will be hired in Q3FY2019

• Finalize the recruiting process for a Project Management Officer and a Communications Assistant

Documents

USAID Water and Sanitation Project Quarterly Performance