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✇IRC Sanitation

Smart and targeted subsidies for sanitation and hygiene in Ethiopia

By: Anonymous —

The Federal Ministry of Health in Ethiopia has drawn up a sanitation subsidy protocol to address the sanitation needs of the poorest segment of the population

By Ekram Redwan, Director of Hygiene and Environmental Health, Ministry of Health

The Federal Ministry of Health (MoH) is committed to improving the sanitation, hygiene, and environmental health conditions of its citizens. In the second health sector transformation plan, the MoH has planned to increase the proportion of households with access to basic sanitation services from 20% (2019) to 60% (2025) through an effective and sustainable market-based system for hygiene, sanitation, and environmental health facilities and services. The ultimate goal is universal coverage by 2030 in line with the Sustainable Development Goals (SDGs). To accomplish these goals, the Ministry and development partners are working to expand sanitation marketing centres to districts to ensure access to improved sanitation products.

The National multi stakeholder platform participants with the state minister of the MoH Dr. Dereje Duguma, after the launching of the sanitation subsidy protocol, photo by Tsegaye Yeshiwas

Parallel to increasing access, the Ministry explored different financing options to ensure services for all segments of the population. The initiation of a subsidy scheme to address the sanitation needs of the poorest segment of the population is one of the proposed financing options. Accordingly, the Ministry has prepared a subsidy protocol to guide the design and implementation of a smart and targeted sanitation subsidy.

In Ethiopia inequalities in sanitation and hygiene coverage exist based on, among other factors, geography and socioeconomic status. The subsidy protocol is designed to be smart and targeted. It is smart so that it does not distort or hamper market-based sanitation or Community-Led Total Sanitation and Hygiene approaches. In addition, it is targeted to address the most vulnerable population groups who are not able to construct improved sanitation facilities on their own due to their extreme poverty and/or impending environmental factors. 

The subsidy is intended to target households that are not able to afford sanitation products through other means, and the identification of households is planned to be made in line with existing poverty alleviation programmes. The latrine improvements/construction will be delivered by the private sector; therefore, the programme will focus on areas with a well-established supply chain to support existing businesses and reduce costs. Additionally, areas where it is difficult and costly to construct a latrine and areas with internally displaced communities and refugees will be targeted. 

Implementers are required to comply with the five guiding principles outlined in the sanitation subsidy protocol:

  1. subsidies must be well-targeted,
  2. subsidies should only target latrine sub-structures,
  3. subsidies should only cover a proportion of the overall cost,
  4. subsidies should be prioritised in places with a well-established supply chain,
  5. these guiding principles apply to all stakeholders.

All stakeholders are encouraged to start piloting the sanitation protocol and share their learning with the MoH and the broader WASH community to further refine and strengthen of the sanitation subsidy protocol.

The National sanitation subsidy protocol can be accessed under 'more info' left.


About Transform WASH

USAID Transform WASH aims to improve water, sanitation and hygiene (WASH) outcomes in Ethiopia by increasing market access to and sustained use of a broader spectrum of affordable WASH products and services, with a substantial focus on sanitation.

Transform WASH achieves this by transforming the market for low-cost quality WASH products and services: stimulating demand at the community level, strengthening supply chains, and improving the enabling environment for a vibrant private market.

USAID Transform WASH is a USAID-funded activity implemented by PSI in collaboration with SNV, Plan International, and IRC WASH. The consortium is working closely with government agencies, including the Ministry of Health, the Ministry of Water, Irrigation and Electricity, the One WASH National Program, and regional and sub-regional governments.

 

✇IRC Sanitation

National sanitation subsidy protocol

By: Anonymous —

A protocol prepared to enable Ethiopia to achieve its goal of attaining Sustainable Development Goal 6.2 - universal access to basic sanitation services by 2030 and Health Sector Transformation Plan II goals by 2025.

This subsidy protocol is prepared to enable Ethiopia to achieve its goal of attaining Sustainable Development Goal 6.2 - universal access to basic sanitation services by 2030 and Health Sector Transformation Plan II goals by 2025.

The protocol specifies a clear rationale for the need to subsidize sanitation, provides guiding principles, and proposes modalities (i.e., selection criteria for beneficiaries and delivery mechanisms) for implementing sanitation subsidies in Ethiopia. The protocol gives special weight to two important features of a subsidy: smart and targeted.

A smart sanitation subsidy does not distort or hamper market-based sanitation and Community-Led Total Sanitation and Hygiene (CLTSH) approaches, but rather contributes to the expansion thereof. A targeted sanitation subsidy specifically addresses the most vulnerable population groups who are not able to construct improved sanitation facilities on their own due to their extreme poverty and/or impending environmental factors.

Finally, the Federal Ministry of Health is fully committed to making sure this protocol is used by all sanitation, hygiene, and environmental health stakeholders, and calls upon the private sector, entrepreneurs, and development partner organizations to use this protocol consistently for the improvement of sanitation, hygiene, and environmental health facilities and services across the country.

✇UN-Water Affiliated News

World Water Week in Stockholm 2022

By: Anna Nylander —

The 2022 edition of World Water Week will take place 23 August to 1 September online and in Stockholm, Sweden. The conference will be held on the theme ‘Seeing the 
 Read more

The post World Water Week in Stockholm 2022 appeared first on UN-Water.

✇RWSN Blog

Launch of RWSN’s 30th anniversary blog series: reflections from Dr Peter Morgan

By: RWSN Secretariat —
This year we are celebrating 30 years since the Rural Water Supply Network was formally founded. From very technical beginnings as a group of (mostly male) experts – the Handpump Technology Network- we have evolved to be a diverse and vibrant network of over 13,000 people and 100 organisations working on a wide range of 
 Continue reading "Launch of RWSN’s 30th anniversary blog series: reflections from Dr Peter Morgan"

peter-morgan

ruralwaternetwork

✇RWSN Blog

Série de blogs sur le 30e anniversaire du RWSN : réflexions du Dr Peter Morgan  

By: RWSN Secretariat —
Cette annĂ©e, nous cĂ©lĂ©brons les 30 ans de la crĂ©ation officielle du RĂ©seau rural d’approvisionnement en eau (Rural Water Supply Network). AprĂšs des dĂ©buts trĂšs techniques en tant que groupe d’experts essentiellement masculins au sein du Handpump Technology Network, nous avons Ă©voluĂ© pour devenir un rĂ©seau diversifiĂ© et dynamique de plus de 13 000 personnes 
 Continue reading "SĂ©rie de blogs sur le 30e anniversaire du RWSN : rĂ©flexions du Dr Peter Morgan  "

ruralwaternetwork

✇RWSN Blog

Serie de blogs del 30 aniversario de la RWSN: reflexiones del Dr. Peter Morgan

By: RWSN Secretariat —
Este año celebramos los 30 años de la fundaciĂłn formal de la Red de Abastecimiento de Agua en Zonas Rurales. Desde unos inicios muy tĂ©cnicos como grupo de expertos (en su mayorĂ­a hombres) la Red de TecnologĂ­a de Bombas de Mano- hemos evolucionado hasta convertirnos en una red diversa y vibrante de mĂĄs de 13.000 
 Continue reading "Serie de blogs del 30 aniversario de la RWSN: reflexiones del Dr. Peter Morgan"

peter-morgan-1

ruralwaternetwork

✇RWSN Blog

Série de blogues do 30th aniversårio da RWSN: reflexÔes do Dr Peter Morgan

By: RWSN Secretariat —
Este ano estamos a celebrar os 30 anos da fundação formal da Rede de Abastecimento de Água Rural (RWSN em ingles). Desde o inĂ­cio muito tĂ©cnico como um grupo de peritos (na sua maioria homens) – a Handpump Technology Network (Rede de Tecnologia de bombas manuais)- evoluĂ­mos para ser uma rede diversificada e vibrante de 
 Continue reading "SĂ©rie de blogues do 30th aniversĂĄrio da RWSN: reflexĂ”es do Dr Peter Morgan"

peter-morgan-1

ruralwaternetwork

✇RWSN Blog

A final personal tribute the Erik Nissen-Petersen (1934-2022)

By: RWSN Secretariat —
Dear fellow Rainwater Harvesting Enthusiasts, It is with a heavy heart that I wanted to report to this network the sad news I recently received about the recent passing of Erik Nissen-Petersen in Nairobi. While I am not party to all the details, I understand he had been in hospital for some weeks following an 
 Continue reading "A final personal tribute the Erik Nissen-Petersen (1934-2022)"

Erik

ruralwaternetwork

✇IRC Sanitation

Avis de recrutement pour IRC Mali

By: Anonymous —

Avis de recrutement -banner

Charge (e) de programme Gouvernance AEPHA au Mali - Chef de mission du projet renforcement des capacités en gouvernance communale des services sociaux de base

IRC (Centre International de Reference pour l’Eau et l’Assainissement) est une organisation internationale non gouvernementale à but non lucratif, qui travaille en collaboration avec les gouvernements, les ONG, ou des personnes partout dans le monde afin de trouver des solutions à long terme à la crise mondiale des services d'approvisionnement en eau, d'assainissement et d'hygiùne.

IRC opĂšre Ă  l'Ă©chelle internationale avec des bureaux Ă  La Haye, au Ghana, au Burkina Faso, en Éthiopie, en Ouganda et au Mali avec des programmes en Inde, Honduras, Rwanda et au Niger.

Nous recherchons actuellement des candidats expérimentés pour le poste de :

Charge (e) de programme Gouvernance AEPHA au Mali - Chef de mission du projet renforcement des capacités en gouvernance communale des services sociaux de base

RattachĂ© Ă  la Directrice Pays d’IRC au Mali, le (la) ChargĂ© (e) de programme Gouvernance AEPHA (approvisionnement en eau potable, hygiĂšne et assainissement) mettra en Ɠuvre des projets et programmes au Mali. Il (elle) sera responsable de la planification, la gestion, la mise en Ɠuvre, la coordination et l’établissement de rapports sur l’exĂ©cution des projets Ă  sa charge.

Entre autres tùches spécifiques, il (elle) veillera à une exécution opportune et effective des projets existants, à organiser et à participer à des ateliers de formation, à assurer la liaison avec les donateurs, le gouvernement, les partenaires et les consultants, à faire/diriger la recherche thématique, à préparer et éditer des rapports et à apporter son assistance dans la préparation des plans de projet.

Principales responsabilités et attributions

La mise en Ɠuvre et la coordination de l’exĂ©cution des programmes et projets :

  • L’élaboration, le dĂ©veloppement et l’exĂ©cution de plans stratĂ©giques ;
  • Le dĂ©veloppement et l’exĂ©cution de plans de travail du programme annuel ;
  • L’assistance des partenaires dans le dĂ©veloppement et la mise en Ɠuvre de stratĂ©gies de plaidoyer et de campagnes nationales/rĂ©gionales ;
  • L’organisation et la facilitation d’ateliers de renforcement des capacitĂ©s avec les partenaires ;
  • La supervision du travail des Assistants de programme et des Consultants ;
  • Assurer la coordination et la gestion administrative et financiĂšre de la mise en Ɠuvre du projet renforcement des capacitĂ©s de trois communes en gestion des services sociaux de base (AEPHA, santĂ© et Ă©ducation) ;
  • Assurer la reprĂ©sentation d’IRC dans les instances de concertations et de dialogues dans les communes et rĂ©gions concernĂ©es au Mali ;
  • La rĂ©daction et l’édition des rapports des projets ;
  • La rĂ©daction de rapport pour le(s) donateur(s) pour les gouvernements.

Maintenir un contact régulier avec les autres membres du personnel du programme, les donateurs, les partenaires et les consultants du programme et du projet.

Aider Ă  la mobilisation de fonds et au DĂ©veloppement du Programme Pays :
  • Contribuer Ă  la formulation de proposition, Ă  l’élaboration de documents de conception, de calendriers et plans de travail ;
  • Assister aux rencontres avec les parties prenantes (financement et mise en Ɠuvre) pour discuter et dĂ©velopper des interventions conjointes ;
  • Assister aux rencontres de collecte de fonds et de nĂ©gociation ;
  • Aider dans l’identification de nouvelles opportunitĂ©s de financement et de partenariat.

Contribution au Programme global de travail d’IRC, notamment par :

  • Le traitement des requĂȘtes et la fourniture d’informations sur le Programme ;
  • La participation et l’assistance aux rĂ©unions et autres activitĂ©s du Programme ;
  • L’élaboration et la conservation des dossiers et des systĂšmes d’information du Programme ;
  • L’appui Ă  l’élaboration des accords de partenariat avec les partenaires stratĂ©giques ainsi qu’avec les partenaires de mise en Ɠuvre.
Exigences du poste

Expérience :

  • Minimum 5 ans d’expĂ©riences dans l’exĂ©cution de tĂąches similaires Ă  celles dĂ©crites en lien avec la thĂ©matique Gouvernance communale de l’AEPHA au sein d’organisations professionnelles Ă  l’échelle nationale ou sous rĂ©gionale.
  • Une expĂ©rience en Afrique francophone serait un atout
  • Minimum 5 ans d’expĂ©riences en gestion de programme/projet
  • ExpĂ©rience en Ă©laboration de plan stratĂ©gique communal AEPHA
  • ExpĂ©rience en assistance technique des communes et des structures Ă©tatiques
  • ExpĂ©rience de travail au sein d’une Ă©quipe pluridisciplinaire et de collaboration avec des experts de diffĂ©rentes spĂ©cialitĂ©s et origines
Formation académique

Au moins BAC+4 en sciences sociales, sciences de l’eau et de l’assainissement, dĂ©veloppement rural, ou toutes spĂ©cialisations universitaires Ă©quivalentes en lien avec le dĂ©veloppement rural ou la gestion des services d’eau potable et d’assainissement.

Compétences et qualités personnelles

Le ou la titulaire du poste doit avoir la maturité personnelle et une expérience professionnelle suffisante pour assumer les responsabilités liées au poste.

Les principales qualités requises sont :

  • Excellente maĂźtrise de la thĂ©matique Gouvernance communale d’AEPHA avec des expĂ©riences solides et pertinentes
  • AutoritĂ© et aptitude Ă  diriger des experts pluridisciplinaires gĂ©ographiquement isolĂ©s
  • MĂ©ticulositĂ© et excellente aptitude Ă  organiser ses tĂąches et respecter les dĂ©lais
  • Excellente maĂźtrise de l'informatique, notamment les applications Word & Excel et diverses applications et interfaces de messagerie Ă©lectronique
  • Excellentes capacitĂ©s rĂ©dactionnelles en français
  • Grande Ă©loquence orale en Français
  • CapacitĂ© Ă  lire l’anglais et connaissances de base pour le parler et l’écrire
  • Excellentes aptitudes pour les relations interpersonnelles et la communication
  • CapacitĂ© Ă  exĂ©cuter sous pression un volume important de tĂąches de façon autonome et efficace avec peu d'encadrement
  • Disposition Ă  apprendre et s'amĂ©liorer
  • Rigueur et quĂȘte constante d’excellence et des rĂ©sultats de qualitĂ©
  • HabiletĂ© Ă  analyser les situations critiques et proposer les actions correctives
  • Aptitude Ă  travailler en Ă©quipe et Ă  respecter les contributions des autres membres de l'organisation
  • Excellentes qualitĂ©s de nĂ©gociation
  • Aptitude et disponibilitĂ© Ă  voyager occasionnellement dans le cadre du travail
  • Engagement crĂ©dible envers les valeurs de l’entreprise : professionnalisme, intĂ©gritĂ© et crĂ©ativitĂ©.
SynthÚse des compétences clés requises :
  • Sens de l’innovation
  • Sens de l’initiative
  • Challenge
  • CapacitĂ© de prise de dĂ©cision
  • CohĂ©sion d’équipe
  • CapacitĂ© de supervision
  • CapacitĂ© de communication et d’influence
  • RĂ©seautage
  • CapacitĂ© Ă  rĂ©sister au stress
  • CapacitĂ© d’anticipation
  • FlexibilitĂ©
  • RĂ©silience
  • FidĂ©litĂ©
  • Ethique
Ce qu’IRC attend du ou (de la) titulaire :

TĂąches : D'une maniĂšre professionnelle et diligente, effectuer le travail spĂ©cifiĂ© dans cette description de l’emploi et les tĂąches spĂ©cifiques comme convenu dans le contrat annuel de performance et revu pĂ©riodiquement avec le responsable hiĂ©rarchique.

Équipe : Travailler au sein de l'Ă©quipe pour atteindre les objectifs de l’entreprise ; Communiquer rĂ©guliĂšrement avec les principaux collĂšgues grĂące Ă  des Ă©changes rĂ©guliers, par courriel, tĂ©lĂ©phone, Skype ou des systĂšmes de communication virtuels similaires, et des rĂ©unions en personne.

Individuel : AdhĂ©rer Ă  nos principes et valeurs ; Maintenir et dĂ©velopper votre propre efficacitĂ©, y compris prendre la responsabilitĂ© de votre santĂ© ; votre bien-ĂȘtre gĂ©nĂ©ral et investir dans votre propre dĂ©veloppement professionnel en ce qui concerne notre vision et notre mission ; Soyez prĂȘt Ă  vous adapter Ă  l'environnement changeant que nous, en tant qu'entreprise de dĂ©veloppement ; Porter Ă  notre attention les problĂšmes qui pourraient affecter notre capacitĂ© Ă  atteindre nos objectifs, y compris vos besoins d’appui dans votre propre rĂŽle.

Ce que le ou la titulaire peut attendre d’IRC :

  • Un salaire et des avantages sociaux Ă©quitables, compĂ©titifs, abordables et conformes au statut d'entreprise sociale d’IRC
  • Des ressources raisonnables pour faire votre travail (bureau, Ă©quipement, budget, etc.), dans le respect de nos contraintes
  • Une bonne initiation, un soutien continu et des Ă©valuations rĂ©guliĂšres par votre supĂ©rieur hiĂ©rarchique (y compris les ressources financiĂšres et le temps pour votre propre dĂ©veloppement professionnel)
  • Collaboration et travail d'Ă©quipe de vos collĂšgues dans une ambiance conviviale et professionnelle
Conditions du poste

Intitulé du poste : Charge (e) de programme Gouvernance AEPHA au Mali
Contrat : CDD de droit Malien 1 an renouvelable selon performances - Emploi Ă  plein temps
Localisation : Bamako – Mali, avec des frĂ©quents dĂ©placements dans les rĂ©gions de Koutiala, Sikasso, Mopti et Koulikoro
Prise de service : 01 Aout 2022
Supérieur hiérarchique : Directrice Pays d'IRC au Mali
Salaire : Selon la grille IRC
Autres avantages : Dotation communication, Assurance maladie SANLAM & (AMO), Formation et coaching pour le développement professionnel, etc.

Candidature :

Les candidats intĂ©ressĂ©s par cette offre peuvent soumettre leur dossier de candidature composĂ© d’un CV minimum 2 pages et maximum 5 pages et d’une lettre de motivation Ă  l’adresse mail recruitmentmali@ircwash.org  avec comme objet de l’e-mail « Candidature au poste Charge (e) de programme Gouvernance AEPHA au Mali » au plus tard le 22 Juillet 2022 Ă  17h00.

La lettre de motivation et le CV peuvent ĂȘtre rĂ©digĂ©s en Anglais ou en Français. La lettre est essentielle pour la candidature - sans la lettre de motivation, le CV sera rejetĂ©.

Les dossiers reçus dans les dĂ©lais prescrits feront l’objet d’un accusĂ© de rĂ©ception. Il ne sera donnĂ© suite qu’aux candidatures pour lesquelles IRC aurait trouvĂ© un intĂ©rĂȘt. Les entretiens avec les candidats seront programmĂ©s dans la semaine du 25 Juillet. Vous trouverez de plus amples informations sur notre organisation Ă  l'adresse www.ircwash.org.

✇UN-Water Affiliated News

Youth Vision for Water on the road to UN 2023 Water Conference

By: Anna Nylander —

The World Youth Parliament for Water (WYPW) has developed a ‘Youth Vision for Water’, encapsulating the change the Parliament wants to see before, during and after the UN 2023 Water 
 Read more

The post Youth Vision for Water on the road to UN 2023 Water Conference appeared first on UN-Water.

✇RWSN Blog

Stop the Rot – Stakeholder perspectives on handpump corrosion and quality – Part 1ïżŒ

By: kerstinldanert —
A summary of discussions at the RWSN webinar (April 2022) Handpump reliance, rapid corrosion, component quality and supply chains in sub-Saharan Africa (SSA) were the subject of the trilogy of reports from the ‘Stop the Rot’ published in 2022. The research looked specifically at the main public domain handpumps – the India Mark Pump, and 
 Continue reading "Stop the Rot – Stakeholder perspectives on handpump corrosion and quality – Part 1ïżŒ"

kerstinldanert

✇UN-Water Affiliated News

The ‘Dushanbe Declaration’ from the second High-level Conference on the International Decade for Action

By: Anna Nylander —

The ‘Dushanbe Declaration’ has been issued from the Second High-level Conference on the International Decade for Action “Water for Sustainable Development” 2018-2028, held from 6-9 June 2022 in Dushanbe, Tajikistan. 
 Read more

The post The ‘Dushanbe Declaration’ from the second High-level Conference on the International Decade for Action appeared first on UN-Water.

✇WSUP Blog

Neil Jeffery: Departing reflections from WSUP’s Chief Executive

By: Rogerio Simoes —

By Neil Jeffery

Today is my last day at WSUP after eight years as Chief Executive. I let the Board know of my decision to step down at the end of last year. The substantial notice period allowed for a stable and ordered handover to the new CEO, Ed Mitchell, a very knowledgeable and experienced individual. I am delighted to have been able to organize the transition in such a way to maximize stability for the business. Ed and I have spent the last fortnight visiting most of WSUP’s main funders and supporters to ensure an ‘in person’ handover of each relationship. This period has provided an invaluable opportunity to discuss in detail the future opportunities for WSUP.

Over the weekend I was clearing out papers from my office and came across a presentation on achieving scale that I had prepared for the WSUP Board in 2014. This set me reflecting on the journey that WSUP has been on over the last eight years, and the scale we have managed to achieve over that period.

Achieving impact at scale is the “holy grail” of social enterprises. Many talk about seeking or planning to achieve scale, but far fewer manage to reach a level of scale in their operations. WSUP recently celebrated the milestone of improving the lives of 30 million low-income residents in Africa and Asia through improved water, sanitation, and hygiene services. These women, men, and children have benefited through access to sustainable and financially viable services provided by local utilities and private sector providers working under the mandate of the utility. In 2014 WSUP had successfully worked with 4 million individuals, so achieving the target of assisting 30 million required a transformation in the organization’s ability to operate at scale.

I am extremely proud of having been able to lead WSUP through this period of sustained growth in impact. This achievement is down to many factors, not least WSUP’s remarkable, talented and experienced global staff. 80% of WSUP team members work in, and are from, Africa and Asia. This impressive pool of talent and expertise has been fundamental in building and maintaining positive relationships with governments, partners, and communities. It has allowed us to be entrepreneurial, agile, and responsive in the face of external shocks such as COVID or severe climatic events.

However, to reach scale, we needed to help these teams achieve even more. Over the last few years, we have worked to increase the autonomy and agility of our international teams in a framework of strengthened assurance, to allow them to achieve greater and faster impact. As part of this initiative, we established a three-year training and mentoring programme to strengthen the capabilities of our Africa and Asia country managers to prepare them to lead much larger multidisciplinary teams as WSUP grew. In parallel to this, we created new Africa-based senior roles to lead our international influencing strategy.

To grow, funders and investors needed to have confidence that we were able to credibly deliver on time, at scale, and in complex scenarios. I recognised early on that this belief must be underpinned by a high level of confidence from external stakeholders in our internal systems. As a result, I set about transforming our systems to prepare the business to achieve impact in a fundamentally different and more efficient manner. Over a number of years, we completely transformed WSUP’s finance, talent, risk, and IT management systems, and established new learning & development procedures. Additionally, we introduced a “cradle to grave” contract management process for all WSUP’s operational contracts. These professionalised systems, combined together, allowed us to increase support to our global teams and strengthen assurance and accountability, whilst empowering staff to deliver impact at scale.

Equally important was a clear, realistic, and inspiring vision for staff and external stakeholders of WSUP’s trajectory for growth. It was essential to ensure that all believed in the mission and stayed connected to the journey. Articulating the values of the social enterprise and those who worked in it was a critical aspect of this process. For the first time we were able to establish a set of organisational values that truly reflected the aspirations of our staff. We accomplished this through an extensive consultation process with all global teams, collating their perspective of WSUP’s unique contribution and value. This ultimately allowed us to announce six new organisational values to coincide with the 2020-2025 Business Plan.

Finally, an engaged Board was essential for achieving success. The involvement of the Board in each business plan process has increased steadily over my eight years at WSUP. The Board participated actively in defining the strategic direction of the 2020-2025 Business Plan. Based on reflections and suggestions collected through 50 detailed stakeholder interviews conducted with staff and external partners, the Board elaborated five strategic objectives as the basis of the plan. In 2019 the Board travelled as a group, for the first time, to conduct a deep dive into one of WSUP’s most successful operations and finalise the strategic goals for the plan.

Others may point to additional critical factors, but if the experience of the last eight years has taught me anything, it is that you must get the basics right before you can “soar” as a social enterprise. Impact at scale is definitely achievable, but it requires strategic focus, analytical rigour, determination, and passion.

Working with Ed over the last couple of weeks has demonstrated that he has the passion, energy, and vision to lead the organization to even greater impact at scale. I know he is enthusiastically committed to assisting more low-income residents to access sustainable water and sanitation services. I wish Ed and all the WSUP team across the globe the very best for WSUP’s next stage of growth.

Top image: Neil Jeffery and WSUP managers in Dhaka, Bangladesh, in 2018

Read also: WSUP welcomes new CEO

More about WSUP's governance

✇UN-Water Affiliated News

World Bank: Course on Water Utility Financing

By: Anna Nylander —

Water Utility Financing e-learning is a new, free, self-paced online course from the World Bank Water Global Practice that explains why adequately financed utilities are imperative to achieving universal access 
 Read more

The post World Bank: Course on Water Utility Financing appeared first on UN-Water.

✇IRC Sanitation

Town sanitation plans for four towns in Kabarole District, Uganda

By: kabarungi —

Each town sanitation plan is a strategic and integrated documentation of sanitation interventions and services tailored to Kasenda, Mugusu, Kijura and Kiko Town Councils

Kijura Town Council working on the Town Sanitation Plan

Kabarole District has set its vision on achieving 100% coverage of water sanitation and hygiene (WASH) services for all by 2030. This vision is outlined in the Kabarole District WASH master plan 2018-2030, which describes elements that need to be addressed and prescribes the strategies on how to address the gaps in WASH services in line with Sustainable Development Goals (SDGs) by 2030. IRC has collaborated with Kabarole District Local Government as a core district partner since 2006, and supported efforts to research, develop and publish a district WASH master plan for Kabarole District. IRC in its programming continues to facilitate implementation of the WASH master plan, with Kabarole district in the lead.

IRC supported the development of integrated and sustainable Town Sanitation Plans for four town councils in Kabarole namely, Kasenda, Mugusu, Kijura and Kiko Town Councils.

These plans providing a strategic framework to deliver and improve sanitation in the selected towns through short-, medium-, and long-term goals. Town Sanitation Plans aim at coordinating and integrating various sanitation-related measures at the town council level including physical planning, sanitation marketing, Behaviour Change Communication (BCC), local private sector involvement, law enforcement, and full stakeholder participation, among others.

Each town sanitation plan is a strategic and integrated documentation of sanitation interventions and services in the town councils. This is not a conventional technical sanitation master plan focusing on engineering and financial aspects, rather it sets out the strategies, objectives, targets, operational actions, and resources needed to achieve the vision and objectives for improvements along the sanitation value chain in the town councils.

The planning process and the results are derived from consultation with local stakeholders; capturing realities and proposing solutions that are locally generated by the stakeholders and not technocrats outside the town council.  The target groups are technical and non-technical stakeholders (residents, Community Based Organisations and funding agencies based in Kijura or the region, Non-Governmental Organisations, National Water and Sewerage Corporation, Kabarole District Local Government and Town Council) who have an interest in improving sanitation at the local level.

The actions and interventions presented in the plan are focused on improving sanitation in households, public schools, public places (e.g., markets, bus/taxi stops), and healthcare facilities. In addition, the plan proposes interventions to improve the collection and treatment of faecal sludge in the town. The planning horizon is set until the year 2040.

The plans also outline estimates on the required investments to be made either by the Town Council, Kabarole District Local Government (KDLG), and/or donor agencies for improvements along the sanitation value chain.       

The development of the Town Sanitation Plans (TSPs) was facilitated by IRC Uganda with funding from the Conrad N. Hilton Foundation for Kijuura and Mugusu Town Councils, and the Waterloo Foundation for Kasenda and Kiko Town Councils.

✇IRC Sanitation

Town sanitation plan for Mugusu Town Council, Uganda

By: Anonymous —

A costed strategic approach towards achieving improved sanitation services for households and institutions and the entire service chain.

Kabarole District has set its vision on achieving 100% coverage of water sanitation and hygiene (WASH) services for all by 2030. This vision is outlined in the Kabarole District WASH masterplan 2018-2030, which describes elements that need to be addressed and prescribes the strategies on how to address the gaps in WASH services in line with Sustainable Development Goals (SDGs) by 2030. IRC has collaborated with Kabarole District Local Government as a core district partner since 2006, and supported efforts to research, develop and publish a district WASH master plan for Kabarole District. IRC in its programming continues to facilitate implementation of the WASH masterplan, with Kabarole district in the lead. It is upon this background that IRC supported the development of integrated and sustainable Town Sanitation Plans for four town councils in Kabarole namely, Kasenda, Mugusu, Kijura and Kiko Town Councils.

This Town Sanitation Plan for Mugusu Town Council provides a costed strategic approach towards achieving improved sanitation services for households and institutions and the entire service chain in Mugusu Town Council. To ensure the sustainability of this plan, a Sanitation Task Force was formed and trained to build their capacity in handling hygiene and sanitation-related issues. A Sanitation Stakeholders Forum was also formed comprising of different stakeholders relevant in the WASH sector to validate the baseline findings and support the implementation of the Plan.

✇IRC Sanitation

Town sanitation plan for Kijura Town Council, Uganda

By: Anonymous —

Ensuring proper handling of human waste both within the households and institutions.

Kabarole District has set its vision on achieving 100% coverage of water sanitation and hygiene (WASH) services for all by 2030. This vision is outlined in the Kabarole District WASH masterplan 2018-2030, which describes elements that need to be addressed and prescribes the strategies on how to address the gaps in WASH services in line with Sustainable Development Goals (SDGs) by 2030. IRC has collaborated with Kabarole District Local Government as a core district partner since 2006, and supported efforts to research, develop and publish a district WASH master plan for Kabarole District. IRC in its programming continues to facilitate implementation of the WASH masterplan, with Kabarole district in the lead. It is upon this background that IRC supported the development of integrated and sustainable Town Sanitation Plans for four town councils in Kabarole namely, Kasenda, Mugusu, Kijura and Kiko Town Councils.

The objective of the Kijura Town Sanitation Plan is to ensure proper handling of human waste both within the households and institutions. To ensure the sustainability of this plan, a Sanitation Task Force  was formed and trained to build their capacity in handling hygiene and sanitation-related issues.

✇IRC Sanitation

Town sanitation plan for Kiko Town Council, Uganda

By: Anonymous —

Achieving universal access to sustainable sanitation for a clean, healthy and productive urban environment by 2040 through active participation of all stakeholders.

Kabarole District has set its vision on achieving 100% coverage of water sanitation and hygiene (WASH) services for all by 2030. This vision is outlined in the Kabarole District WASH masterplan 2018-2030, which describes elements that need to be addressed and prescribes the strategies on how to address the gaps in WASH services in line with Sustainable Development Goals (SDGs) by 2030. IRC has collaborated with Kabarole District Local Government as a core district partner since 2006, and supported efforts to research, develop and publish a district WASH master plan for Kabarole District. IRC in its programming continues to facilitate implementation of the WASH masterplan, with Kabarole district in the lead. It is upon this background that IRC supported the development of integrated and sustainable Town Sanitation Plans for four town councils in Kabarole namely, Kasenda, Mugusu, Kijura and Kiko Town Councils.

The vision of the Kiko Town Sanitation Plan is: "Achieving universal access to sustainable sanitation for a clean, healthy and productive urban environment by 2040 through active participation of all stakeholders".

The vision will be achieved through 15 objectives with targets in the short term until 2025, mid-term until 2030 and long-term until 2040. 

✇IRC Sanitation

Town sanitation plan for Kasenda Town Council, Uganda

By: Anonymous —

Achieving a healthy tourism town with universal access to sustainable sanitation and an improved community livelihood for all by 2040 through engaging all stakeholders.

Kabarole District has set its vision on achieving 100% coverage of water sanitation and hygiene (WASH) services for all by 2030. This vision is outlined in the Kabarole District WASH masterplan 2018-2030, which describes elements that need to be addressed and prescribes the strategies on how to address the gaps in WASH services in line with Sustainable Development Goals (SDGs) by 2030. IRC has collaborated with Kabarole District Local Government as a core district partner since 2006, and supported efforts to research, develop and publish a district WASH master plan for Kabarole District. IRC in its programming continues to facilitate implementation of the WASH masterplan, with Kabarole district in the lead. It is upon this background that IRC supported the development of integrated and sustainable Town Sanitation Plans for four town councils in Kabarole namely, Kasenda, Mugusu, Kijura and Kiko Town Councils.

The vision of Kasenda Town Sanitation Plan is: "Achieving a healthy tourism town with universal access to sustainable sanitation and an improved community livelihood for all by 2040 through engaging all stakeholders."

The vision will be achieved through 17 objectives with targets in the short term until 2025, mid-term until 2030 and long-term until 2040.

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