Water Supply and Sanitation for Low Income Communities (WSLIC-2) Project

7/31/2019 Water Supply and Sanitation for Low Income Communities (WSLIC-2) Project

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Contents

1. Design overview

2. Project processes

3. Project organisation4. Technical assistance

5. Current Status

6. Issues7. Questions/discussion


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Design Overview


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Objective

1. Objective: Improved health status, productivity and quality of

life.

2. To be achieved through interventions whichfocus on: Health behaviour & services related to water borne

diseases;

Providing safe, adequate, accessible & cost-effective water supply & sanitation services;

Enhancing sustainability and effectiveness throughcommunity participation.


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Key features

1. Demand responsive approach.2. Poverty & gender focus.3. Use of MPA/PHAST methodology for community

participation.

4. Villagers responsible for planning, implementation &O&M.5. Project funds channelled directly to villages.6. Community contributes 20% of village implementation

funding (4% cash, 16% in kind).

7. Government (with consultant support) role asfacilitator.

8. Participatory sustainability monitoring (MPA)


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Project components

Four components:

1. Community and local institutions capacitybuilding;

2. Improvement of health behavior andservices;

3. Provision of water and sanitationinfrastructure; and

4. Project management.


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Project location

1. Project activities in 7 provinces:Commenced 2002 (March)

East Java (500) West Nusa Tenggara (300)

West Sumatra (300) South Sumatra (260)

Bangka Belitung (40)

Commenced 2004 (June)

West Java (300)

South Sulawesi (300)

2. Operating in 34 districts and 2000 villages.


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Location map

Bangka

Belitung

South

Sumatra West Java

East Java

West Nusa

Tenggara

SouthSulawesi

West

Sumatra


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Funding

1. Financing total US$106.7 million.

Source Amount Source Amount

IDA 77.4 GOI 12.2

AusAID 6.5 Community 10.6

2. Allocation (US$ million)

Category Amount Category Amount

Village grants 62.1 Project management 3.8

Service contracts 28.6 Material/equipment 1.8

TA 6.5 Govt. support 3.9


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Project processes


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Village selection

1. Provinces preselected based on poverty index,prevalence of water borne disease; and levelof WS&S access.

2. Districts selected by provinces according

similar criteria.3. Villages long-listed by application following

road-show to village representatives atdistrict level.

4. Village short-listing based on prioritiesaccording to health (diarrheal disease index),poverty and WS&S access.


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Village planning (1 of 2)

1. Village Implementation Team (VIT) elected to managethe planning and implementation of village levelactivities.

2. Support provided by District Technical Consultants and

Community Facilitators.3. CFs work directly with villagers (through VIT) to

facilitate the preparation of a Community Action Plan(CAP).

4. MPA/PHAST are key tools for the village CAP process.

5. At the core of CAP is informed choice by communitymembers including women and the poor.


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Village planning (2 of 2)

6. CAP components include: Water supply infrastructure to level of detailed engineering design; Sanitation infrastructure; Community capacity building activities (health promotion, training).

7. Average cost of CAP is ~ Rp 200 mil (being increased to ~

Rp 250 mil in 2005). Includes community contribution.8. Allocation is approximately Rp 175 mil for WS and Rp 25

mil for sanitation and other non WS activities.9. Community WS&S facilities funded directly from CAP

budget (as grant).

10. Individual household WS connections funded byhouseholds.11. Household sanitation facilities funded by credit. Capital

provided to village as a grant.


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CAP approval

1. CAPs are evaluated and approved by anEvaluation Team at district level

2. CAP which exceed specfied financial and/or

technical criteria are forwarded to CPMU forreview and approval.

3. Bank approval required in some circumstances(water supply investment cost > Rp 200million).

4. Process monitored by PMC (CPMU - MC).


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CAP implementation (2 of 2)

3. DTC and CFs continue support tocommunity with facilitation and trainingduring implementation and for a period

post completion.

4. PMC monitors process in accordancewith project systems and procedures.


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Completion & hand-over

1. Community responsible for operation andmaintenance of completed facilities.

2. Village level WS&S management organisation(WMO) established to assume responsibility post

completion.3. Payment (water tariff) system implemented to

meet costs for sustainable O&M.

4. Assets handed over to community after completion

of construction and establishment of WMO.5. Project cycle from shortlisting to completion takes

12 18 months.


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Project organisation


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Organisation Chart

Steering CommitteeMinistry of Health

DG CDC & EH

Technical Team

Working Group

CPMU

Technical ConsultantSub-team (TC)

Management

Consultant Sub-team(MC)

Project Team

Leader (PTL)

Project Manager

(Central level)

ProvincialSecretariat

TC - Health PromotionMC - Provincial Liaison

Officer (PLO)

Project Manager

(Provincial level)Technical TeamCoordination Team

DPMU

DTC

(including CFTs)

MC - ProcessMonitoring Consultant

(PMC)

Project Manager

(District level)Technical TeamCoordination Team

STRATEGIC POLICYOPERATIONAL POLICY,

GUIDANCE, COORDINATION,

SUPERVISION

IMPLEMENTATION - PLANNING, MANAGEMENT, COORDINATION,

SUPERVISION, MONITORING & EVALUATION

DISTRICT

PROVINCE

NATIONAL

Legend:

Direction & reporting

Coordination


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Central level

1. Ministry of Health, Directorate General for CDC & EH isexecuting agency.

2. National Development Planning Board and Ministries ofEducation, Finance, Home Affairs, and Settlements &

Regional Infrastructure are key GOI stakeholders.3. CPMU at central level is responsible for day to day project

management including liaison with World Bank.

4. CPMU supported by TA for project management, technical

support and MIS/M&E.5. Project Steering Committee provides strategic policy

guidance.

6. Central Technical Team and Working Group providesupport with operational policy, coordination/liaison and

supervision.


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Provincial level

1. Provincial Secretariat headed byProvincial Health Office provides day today coordination and liaison.

2. Provincial Coordination Team andTechnical Team mirror arrangementsand the central level.

3. Provincial Liaison Officer (PLO -Consultant) assists with liaison,coordination and reporting.


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District level

1. DPMU headed by District Health Office responsible forday to day management at district level.

2. DTC provides implementation support.

3. Process Monitoring Consultant responsible forensuring implementation process accords with projectguidelines.

4. District Coordination Team and Technical Team mirrorarrangements and the central level. Important for crosssectoral liaison and coordination.

5. A subdistrict level technical team facilitates projectcoordination & liaison at the subdistrict level.


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Technical assistance


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District level(1 of 2)

1. TA support at district level provided throughDistrict Technical Consultants (DTC).

2. DTC team includes community facilitators

(CFs) and a training team.3. Intensive front end training provided plus

periodic refesher training and other capacitydevelopment events.

4. Community empowerment and MPA/PHASTmethodologies are a key focus of training.


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District level(2 of 2)

5. DTC teams are contracted on a regional/provincial basis.

6. Resources include a WS&S Engineer and aCD/Heath Consultant in each district managing

2-6 teams of CFs (CFTs).7. CFTs operate as a team of 3:

WS&S engineering, Community empowerment, &

Community health.8. Each CFT supports planning and

implementation activities in about 4 villagesper year.


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Central level(1 of 2)

1. Project Team Leader/Adviser to CPMUprovides overall project managementsupport to CPMU.

2. Technical Consultant (TC) Sub-teamprovides support to CPMU, DPMU andDTC in the key technical areas of WS&S,water quality, CD, MPA/PHAST, school& community health/hygiene promotion,capacity building/training, IEC.


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Central level(2 of 2)

1. Management Consultant (MC) Sub-teamprovides support to CPMU and DPMUwith financial management, procurement,

MIS/monitoring & evaluation, andprogress/management reporting. M&E supported by district based Process

Monitoring Consultants (PMC);

Provincial Liaison Officers (PLOs) assistwith liaison and coordination at provinciallevel.


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Status


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Physical progress

1. Implementation status as at June 2004: Elapsed implementation time based on

original project timeframe 45% (27 of 60

months field activity);

Planning completed in 708 Villages (35%);

Construction substantially completed (water

systems functional) in 424 Villages (21%).2. Overall progress estimated at 27%.


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Issues


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Implementation progress (1 of 3)

1. Progress significantly behind schedule.

2. Significant variations between provinces.

3. Changes planned including: Additional districts (increase from 34 40);

Implementation timeframe extended to2007 or 2008;

Substantial increase in number of CFs 15% increase in number of target villages

without overall budget increase.


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1. Percentage of work completed as at June 2004.

0%

10%

20%

30%

40%

50%

60%

East

Java

NTB West

Sumatra

South

Sumatra

Bangka

Belitung

West

Java

South

Sulawesi

Overall

Project


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Productivity by province (Based on 2003 Jan Dec):

0

1

2

3

4

5

6

East Java NTB West

Sumatra

South

Sumatra

Bangka

Belitung

Project


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Component 2Health Behaviour & Services

1. Health component has under-performed: Lack of integration with existing government health services and

programs; Sanitation outcomes.

2. Strategy is being reviewed/improved to: Engage with existing health services & programs (Puskesmas &

Sanitarian) Increase focus on health behaviour and sanitation in CAP; Address village-wide sanitation improvements in CAP

preparation; Strengthen training of CFs in relevant areas; Provide improved tools to support informed choice based on

broader range of technical options; Improve credit mechanisms.

3. Field trials of new approaches also planned inconjunction with WASPOLA.


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Procurement & MIS/M&E

1. Delayed procurement of TA consultantshas impacted significantly onimplementation in West Java and South

Sulawesi, and on overall progress.

2. MIS/MONEV

Slow implementation of sustainability

monitoring. MIS infrastructure not conducive to

effective use of data.


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Thank youQuestions/discussion

Documents

Water Supply and Sanitation for Low Income Communities (WSLIC-2) Project