2015 WORK PLAN AND BUDGET · 2016. 7. 1. · AFRICAN WATER FACILITY 2015 WORK PLAN AND BUDGET 2 1.3 PROGRESS AND PERFORMANCE IN 2014 1.3.1 This section presents an overview of the

2015 WORK PLAN AND BUDGET

AFRICAN WATER FACILITY 2015 WORK PLAN AND BUDGET

Contents

EXECUTIVE SUMMARY ................................................................................................................. ii

1 INTRODUCTION ................................................................................................................... 1 1.1 Context ................................................................................................................................... 1 1.2 Strategic Priorities for 2015 ................................................................................................... 1 1.3 Progress and Performance in 2014 ........................................................................................ 2 1.4 Structure of the Work Plan .................................................................................................... 3 1.5 Measuring Results ................................................................................................................. 4

PART I: 2015 WORK PLAN ............................................................................................................. 5

2 OUTPUTS. EFFECTIVENESS OF AWF OPERATIONS ................................................................. 5 2.1 New Project Commitments .................................................................................................... 5

3 ACTIVITIES. EFFICIENCY OF AWF OPERATIONS ...................................................................... 5 3.1 Portfolio Management .......................................................................................................... 5 3.2 Strategic Review .................................................................................................................... 6 3.3 Knowledge Management ...................................................................................................... 7 3.4 Partnerships ........................................................................................................................... 7 3.5 Communications and Outreach ............................................................................................. 8 3.6 Human Resource Management ............................................................................................. 9 3.7 Resource Mobilisation ......................................................................................................... 10 3.8 Risk Management ................................................................................................................ 10

PART II: BUDGET AND FINANCING .............................................................................................. 11

4 FUNDING REQUIREMENTS FOR 2015 .................................................................................. 11

5 PLANNED DISBURSEMENTS IN 2015 .................................................................................... 12

6 STAFFING AND ADMINISTRATION BUDGET ......................................................................... 13

7 CONCLUSIONS AND RECOMMENDATIONS .......................................................................... 16

ANNEX A. AWF BACKGROUND and OVERVIEW of 2012-2016 STRATEGIC PLAN ............................ 17

ANNEX B. AWF RESULTS FRAMEWORK WITH 2015 TARGETS ....................................................... 19

ANNEX C. AWF PORTFOLIO OF ON-GOING PROJECTS AT 30 SEPTEMBER 2014 .............................. 24


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Acronyms and Abbreviations

AfDB African Development Bank

AMCOW African Minister’s Council on Water

AWF African Water Facility

DFID Department of Foreign Affairs and International Development, UK

GC Governing Council of the AWF

GSE Gender and Social Equity

IPPF Infrastructure Project Preparation Facility

IWRM Integrated Water Resources Management

MDG Millennium Development Goals

M&E Monitoring and Evaluation

NDF Nordic Development Fund

NEPAD New Partnership for Africa’s Development

NGO Non-Governmental Organisation

NWRM National Water Resources Management

O&M Operation and Maintenance

ONEC Department Energy, Environment and Climate Change

ORPF Procurement Department of the AfDB

ORQR Department Quality Assurance and Results OSAN Agriculture Department of the AfDB

OWAS Water and Sanitation Department of the AfDB

PCR Project Completion Report

PIDA Programme for Infrastructure Development in Africa

PPF Project Preparation Facility

PPP Public Private Partnerships

RMC Regional Member Country

RWSSI Rural Water Supply and Sanitation Initiative

SADEC Southern African Development Community

SME Small and Medium Enterprises

TA Technical Assistance

TWRM Trans-boundary Water Resources Management

WSS Water Supply and Sanitation


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EXECUTIVE SUMMARY

The purpose of this document is to present the proposed 2015 Work Plan and Budget of the

African Water Facility (AWF) for review and endorsement by the AWF Governing Council,

before submission to the Board of Directors of the African Development Bank for approval,

in accordance with the AWF Operational Procedures. The document is divided into two main

sections: (i) the 2015 Work Plan which outlines the Outputs and Activities of the AWF, and

how AWF will manage its operations to deliver on its targeted developmental results for the

year; and (ii) the Budget and Financing, which examines the staffing and administrative

expenses budget, total funding requirements and specific funding requirements to be drawn

from the AWF Special Fund.

The Work Plan is consistent with the 4th

year of the AWF Strategic Plan 2012-2016. The

Guiding Principles and Priority Activities in 2015 are as follows:

Resource Mobilisation: While the AWF has sufficient funds on hand to meet planned

project commitments and administrative expenses for 2015, there will likely be a

shortfall in 2016. With the support of AMCOW and the Bank, the AWF will continue

to emphasise resource mobilisation activities in 2015 to secure continuity of

operations for the next three years (i.e. to the end of 2017).

Operations: Planned activities include:

o Developing a pipeline of preparation projects from the proposals submitted in

response to the Call for Proposals for the ‘Preparation of Climate Resilient

Water Resources Development Programmes and Projects’, which closed on

14 November 2014.

o Ensuring quality at entry in the development of new projects as well as quality

during implementation for on-going projects; and mainstreaming gender,

social equity, environment and climate change in AWF operations.

o Ensuring effective and timely start-up and implementation of projects, and

expediting disbursements.

o Improving AWF operational performance and conducting a Strategic Review

of the AWF as a basis for the revision of the Strategic Plan in 2016.

Knowledge: The Facility will continue with its ongoing focus on documenting and

disseminating results and knowledge emanating from AWF operations, and to build

strategic partnerships with water sector-related knowledge-generating institutions and

networks.

Human Resources: AWF will build on the success in the past year in retaining the

Project Staff, and continue to strengthen human resources and institutional support

from the AfDB to ensure adequate capacity to implement the Work Plan.

Communications: Enhancing communications, visibility and outreach will continue

to occupy the attention of the AWF. The Facility will expand its online presence

through enhanced use of social media tools, and participate in key international water

events.

Partnerships: The AWF will continue to fully engage with AMCOW and other

development partners to better coordinate and harmonise its activities; and to promote


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project-related partnerships to generate co-financing and leverage follow-up

investments.

The Key Targets and Planning Assumptions of the 2015 Work Plan include:

Disbursements of €15 million.

New project Commitments of €20 million, which corresponds to about 15 project

approvals.

An Administrative Budget of € 3.914 million, of which €1.974 million is from the

AWF Trust Fund.

Achievement of fiduciary closure of 20 projects that have been completed.

A Staff complement of 15 will be maintained, which will include 9 Task Managers.

Two long term Consultants will be recruited against the vacanted position of Portfolio

Manager Officer and the previously approved position of Water Operations/Policy

Officer.

Mobilisation of at least €35 million to ensure continuity of operations up to the end of

2017.

The AWF Governing Council is invited to take note and endorse the 2015 Work Plan and

Budget for submission to the Board of Directors of the African Development Bank, including

the Administrative Expenses Budget of the AWF in an amount not exceeding €1,974,000 to

be drawn from the resources of the AWF Special Fund.


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1 INTRODUCTION

1.1 CONTEXT

1.1.1 This Work Plan and Budget outlines the operational programme of the African Water

Facility (AWF) for 2015, along with the organisational and support activities that

complement operations. It also presents the detailed Staffing and Administrative Budget

required to implement the 2015 Work Plan. An overview of the AWF and the 2012-2016

Strategic Plan is presented in Annex A.

1.1.2 In line with the Operational Procedures of the AWF, the budget proposals of the AWF

must be submitted to the African Development Bank (AfDB) Board of Directors for

approval, after endorsement by the AWF Governing Council (GC).1 The proposed 2015

Work Plan and Budget is hereby being submitted to the Governing Council for endorsement

at its Annual Meeting on 28-29 November 2014 in Tunis. Comments and observations will

be incorporated into the final version for submission to the AfDB Board for approval.

1.2 STRATEGIC PRIORITIES FOR 2015

1.2.1 The 2015 Work Plan is consistent with the 4th

year of the AWF Strategic Plan 2012-

2016, which sets out the strategic orientation of the AWF so that it can better address the

principal constraints to progress in the water sector, namely investments in infrastructure,

strengthening institutions and knowledge uptake. The Strategic Plan was developed to

leverage more resources towards achievement of the Africa Water Vision, and to sharpen the

focus and increase the impact of AWF investments.

1.2.2 The Strategic Plan 2012-2016 is based on the overarching objective of leveraging

investments through three strategic priorities:

Preparing investment projects that will attract follow-on investment (60% of

budget), and pilot innovative technologies/approaches that may lead to widespread

adoption (10% of budget);

Enhancing water governance to create an environment conducive to effective,

sustained investment, by increasing the capacity of African countries and regional

organisations to govern water resources based on IWRM principles and cooperative

arrangements (15% of budget); and

Promoting water knowledge for the preparation of viable projects and informed

governance leading to effective and sustained investment, by increasing the capacity

for informed decision-making to guide water development planning &

implementation (15% of budget).

1.2.3 The AWF will also strengthen its own core support functions, including project cycle

enhancement, knowledge management and communications, and ensure adequate staff and

consultants to effectively manage the project pipeline and portfolio.

1 The WP & B was reviewed and endorsed on November 18, 2014, by the OSC (Oversight Committee).


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1.3 PROGRESS AND PERFORMANCE IN 2014

1.3.1 This section presents an overview of the activities undertaken and the results achieved

by the AWF in 2014. It also reviews the main challenges currently faced, for which

mitigating measures have been proposed in this Work Plan.

1.3.2 Project Applications: As at 30th

September 2014, 64 applications were received and

screened. Of these, only 3 project proposals, two related to the preparation of bankable

projects and one related to water governance, were placed in the pipeline for possible

appraisal in 2015. Ongoing efforts to secure more relevant proposals, such as through the

currently active Call for Proposals for the Preparation of Bankable Projects, should help to

significantly increase the number of applications which are well aligned with AWF strategic

priorities.

1.3.3 Project Approvals: Four projects were approved as at 30th

September 2014 (2

Preparation projects with grants totalling €4.99 million, and 2 Small Strategic Investments

with grants totalling €2.54 million), together amounting to €7.53 in new commitments. This

represented 38% of the 2014 target of €20 million. Four more projects are under processing

for approval this year.

1.3.4 Disbursements: Total 2014 disbursements were €6.57 million as at 30th

September;

which represents 44% of the annual target of €15 million. Another estimated amount of €5.0

million in disbursements are expected to be made by the end of the year, bringing the total to

77%. In an effect to increase disbursement levels the AWF organised two project

implementation workshops in 2014, covering the majority of on-going projects, in order to

build awareness among Recipients and Executing Agencies of Bank rules and procedures for

project procurement and management, and thereby improve their project implementation

capacity.

1.3.5 Communications and Outreach: The AWF continued to enhance the content of its

completely redesigned website, and further developed its online presence with the launch of

an AWF Facebook page and Twitter account early in 2014. A number of new AWF

publications were prepared, and key multimedia tools and infographics were produced that

enable a more sophisticated interaction with stakeholders. The AWF participated in and

convened numerous conferences, workshops in 2014, including the Africa Water Week in

Dakar, Senegal, and the Africa Focus Day at the Stockholm World Water Week.

1.3.6 Human Resource Management: A total of 15 full-time staff were on board as at 30

September, below the expected full staff complement of 19, and at the same level as at the

end of 2013. This was due to the recruitment freeze policy adopted by the Bank. Twenty

consultants were engaged during the 2014 to fill the gap and provide specialised inputs.

1.3.7 Financial Management: As at September 2014, total contributions received by the

AWF Special Fund amounted to €151.4 million, including interest earned of €3.5 million.

Net transfers received during the year were €9.8 million. Total project and administrative

commitments stood at €123.0 million, including €4.5 million for three grants approved in

2014, leaving an uncommitted balance of €31.1 million.

1.3.8 Project Audits: Good progress has been made on mid-term and final project audits: of

57 audits contracted up to date, 44 have been completed and the remaining are on course.


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AWF also is currently recruiting auditors for 22 projects, of which sixteen are due for final

audit in 2014/2015 and the remaining six for mid-term audits.

1.3.9 Resource Mobilisation: The AWF welcomed the Nordic Development Fund (NDF)

who is about to become the 16th

member of the Facility in 2014, with a commitment of €6.0

million into the AWF Water Fund. However, despite strong efforts, replenishment of the

AWF Fund from other donors has been elusive. Current estimate for resource requirements

over the next 3 years (i.e. up to the end of 2017) amounts to about €66 million, of which

about €35 million still needs to be secured to fund AWF operations. There is an urgent need

to mobilise additional resources to ensure continuity of operations.

1.3.10 Summary: 2014 has been a challenging year for the AWF in view of the major Bank

wide efforts associated with the return to the AfDB headquarters in Abidjan. AWF activities

have equally been affected, as reflected in the somewhat lower than anticipated levels of

disbursement and project approvals. However, the AWF has seized the opportunity to prepare

a basis for enhanced operational performance in the last quarter of the year and into 2015,

through activities such as the retreat workshop held in June to discuss ways of improving

effectiveness. The AWF has also concentrated on cleaning up its project portfolio by closing

many more projects. The permanent staffing situation has been stabilised, with no departures

so far this year despite the move to Abidjan, and the AWF is making plans to recruit the

additional staff needed as soon as the hiring freeze in the Bank is lifted. Some progress has

been made on resource mobilisation - with the Nordic Development Fund committing to

become the 16th

member of the AWF Water Fund, and Austria pledging an additional

contribution by the end of 2014 - although this has been far short of needs. Related to this, a

significant level of efforts were put into the negotiation and development of the joint call for

Proposal with the NDF for the Preparation of Climate Resilient Water Resources

Development Projects, which was launched in September.

1.3.11 As AWF moves forward in the implementation of its Strategic Plan 2012-2016, the

key challenges facing the AWF include enhancing the rate of project implementation and

associated disbursements; building the pipeline with relevant projects related to the core

AWF strategic priority of bankable project preparation; reaching a full staff complement of

19 with the right skills mix; and securing the additional funding needed to ensure continuity

of AWF operations in 2016 and beyond.

1.4 STRUCTURE OF THE WORK PLAN

1.4.1 The Work Plan is structured around the new AWF Results Framework for 2012-2016

(please refer to Annex B), which defines four levels of results that relate to the stages through

which AWF inputs are transformed into results.

Levels 1 and 2: Delivery of Development Results: Level 1 Impacts - AWF’s

contribution to the African Water Vision, and Level 2 Outcomes - Key Results from

completed AWF projects.

Level 3: Outputs. Operational Effectiveness: The appraisal of new operations under

the main areas of intervention defined in the Strategic Plan 2012-2016: bankable

project preparation, small strategic investments, water governance and water

knowledge.


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Level 4: Activities. Efficiency of AWF Operations: Ensuring project quality at entry,

during implementation and at exit; improving project implementation and

disbursements; mainstreaming gender, social equity, environment and climate change

in AWF operations; refining operational processes and knowledge management; and

efficiently managing partnerships, coordination with AMCOW, communications,

outreach, human resources, finances and resource mobilisation.

1.4.2 As an operational Work Plan, it focuses on Level 3 Outputs and Level 4 Activities,

which will, over time, contribute to Outcome-level results (Level 2) and influence Impact-

level results (Level 1).

1.4.3 The AWF Work Plan and Budget is made up of a main report of seven sections, and

three Annexes with detailed information to support the report. Section 1 provides a brief

introduction on the purpose of the document, and the strategic priorities and guiding

principles that shape the operational focus and the targets for 2015. The Work Plan is

presented in Part I: Sections 2 and 3, as it describes all project-related and organisational

activities to be undertaken in 2015. Part II: Sections 4 to 6, presents the Budget proposal for

staffing and administrative expenses to implement the Work Plan, along with total funding

requirements for 2015 and anticipated disbursements. The main conclusions and

recommendations are summarised in Section 7.

1.5 MEASURING RESULTS 1.5.1 In response to guidance received by the Governing Council at the 2013 GC meeting in

Harare, the AWF has revised its Results Framework, as shown in Annex B. These changes

are being put forward as a proposal for review by the Governing Council.

1.5.2 The main revision is the incorporation of proposed new Impact level indicators which

relate to the downstream results from follow-on projects that are directly attributable to AWF

funded preparation studies and the scaling up of Small Scale Investment Projects. These

impacts address the amounts of financing leveraged for the implementation of follow-on

projects, the actual or anticipated number of beneficiaries from these projects, and the

infrastructure that will be realised.

1.5.3 In addition, some new indicators are proposed at the Outcome, Output and Activity

levels, and the wording has been revised for some existing indicators. Targets have been

provided for new indicators, or updated where necessary for revised indicators.

1.5.4 To give a better indication of what the new indicators will present, the results

achieved for some of them, particularly at the Impact level, have been provided. However, it

must be realised that this represents a work in progress. Based on advice from the Governing

Council, the Results Framework will be further revised and all results compiled for inclusion

in the 2014 Annual Report.


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PART I: 2015 WORK PLAN

2 OUTPUTS. EFFECTIVENESS OF AWF OPERATIONS

2.1 NEW PROJECT COMMITMENTS

2.1.1 In 2015, the AWF will continue to support the identification and appraisal of new

projects in accordance with the Strategic Plan 2012-2016. The guiding principles for project-

related Outputs in 2015 are as follows:

The AWF will aim to achieve €20 million in new project commitments, with the

budget allocation among strategic priorities guided by the Strategic Plan: 60% to

Bankable Project Preparation, 10% to Small Strategic Investments, 15% to Water

Governance and 15% to Water Knowledge, as far as possible, based on proposals

received. AWF will continue to be a demand-driven responsive programme.

The Facility aims to approve up to 15 new projects in 2015, a level considered

achievable since many of the 9 proposed projects in the pipeline are already under

assessment and the call for proposals on climate change is expected to generate some

interesting innovative projects (see below). The actual number of projects will depend

on the size of project budgets.

To augment the pipeline of Bankable Project Preparation projects, the AWF will

quickly process the proposals received in response to the Call for Proposals for

‘Preparation of Climate Resilient Water Resources Development Programmes and

Projects’, which closed on 14 November 2014. It is anticipated that this will lead to 8

or more new projects in the pipeline, for appraisal and approval in 2015 and 2016. In

addition, the AWF will promptly respond to new project preparation proposals

received, or re-align potentially interesting proposals towards project preparation

wherever possible, in the normal course of interaction with applicants. The Facility

will also undertake identification missions to facilitate additional project preparation

proposals, if necessary.

2.1.2 The appraisal of 15 new projects, along with the supervision of up to 42 active

projects and closure of 20 projects, is deemed achievable during 2015. This is justifiable by

the fact that the AWF achieved a similar level of performance in 2013 with about the same

number of staff.

3 ACTIVITIES. EFFICIENCY OF AWF OPERATIONS

3.1 PORTFOLIO MANAGEMENT

3.1.1 Quality at Entry: The AWF will continue to emphasise project quality through:

continued use of screening processes to ensure that only highly relevant projects are selected

for appraisal; enhanced internal review of projects to ensure that they fully respond to the

new strategic alignment and are designed to be innovative; and systematic consideration of

the issues of gender and social equity, environment and climate change.

3.1.2 Project Implementation and Disbursements: The AWF will take appropriate action

to improve implementation and increase the rate of disbursements. This will entail closer


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project implementation support, in particular to ailing and complex projects, through

supervision missions and performance monitoring, with particular attention to disbursement-

related issues. The AWF will focus more attention on the quality of project deliverables,

streamline project audit processes, and initiate cancellations where needed to clean the

portfolio of aging projects.

3.1.3 Project Supervision and Closure: With up to 15 new projects and the 20 projects

expected to be completed during 2015, the active portfolio is expected to decrease from 42

projects at the end of September 2014 (see Annex C) to 37 by the end of 2015. Each of these

projects will require at least one supervision or launching mission during the year. The AWF

also plans on closing about 20 more projects in 2015 (project fiduciary closure after

completion requires the submission of an AWF PCR, a final audit, and closure of the Special

Account). These supervision and closure activities will require considerable staff time and

administrative costs, and the active involvement of AfDB field offices and departments.

3.1.4 Mainstreaming Climate Change: The AWF will take additional steps in 2015 to

mainstream climate change considerations in new projects. This will be based on the

provisions enshrined in the draft AWF Climate Change guidelines, the AWF Procedures, and

the Bank's policy and procedures on the Environment and Climate Change (such as the

Climate Safeguard System and Climate Finance Tracking). Key climate change activities of

AWF will encompass: (i) appraisal of 8 to 10 projects arising from the dedicated call for

proposals for ‘The Preparation of Climate Resilient Water Resources Management and

Development Programmes and Projects’; (ii) rigorous reporting on dedicated climate finance;

and (iii) finalisation of the AWF Guidelines to Mainstream Climate Change into Operations

along with the development of an AWF climate change action plan.

3.1.5 Fragile States are intended beneficiaries of about one-third of AWF resources, in

accordance with its mandate to support all African countries in a balanced manner (Fragile

States comprise about 18 of the 54 RMCs in the continent). The projects shown in the

pipeline involve four Fragile States (Democratic Republic of Congo, Madagascar, Sierra

Leone, and Zimbabwe). AWF will continue to give attention to Fragile States in 2015 to

further enhance its pipeline of projects in these countries. For example, since they often have

limited capacity to identify and prepare projects, the AWF may undertake missions to support

them in project identification and preparation.

3.1.6 Reporting: The AWF will prepare a Progress Report (to 30 Sept.) and a 2015 Annual

Report (in March 2016). These are the primary tools for AWF results reporting which allow it

to fulfil its commitments to management for results and increased accountability to the AWF

Governing Council, the AfDB, stakeholders and the public at large. The AWF will also

present a Work Plan and Budget for 2016 to the Board of Directors of the AfDB for approval,

once its Governing Council has endorsed it. In addition, a semi-annual update will provide a

snapshot of AWF performance at mid-year.

3.2 STRATEGIC REVIEW

3.2.1 The AWF plans to undertake a comprehensive assessment of the implementation of

its Strategic Plan 2012-16. This will also include a review of the relevancy of the AWF in the

context of Africa’s current needs for the development and management of its water resources,

and the changing architecture of support being provided by governmental bodies at

national/regional levels and the multitude of development partners.


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3.2.2 In particular, the Strategic Review will assess and define how the AWF can further

enhance its current role as a Project Preparation Facility (PPF) that is fully integrated with the

rapidly changing landscape for infrastructure development in Africa, such as the AfDB’s new

Africa50 fund or the new Global Infrastructure Fund. The Review will also look at how the

AWF can better coordinate its activities and partner with the many PPFs currently operating

in Africa. The review will assess how the AWF can significantly enhance its catalytic role in

securing private sector participation in water infrastructure development, and water and

sanitation service delivery, such as by working in partnership with the Bank’s private sector

department and RMCs to identify and prepare PPP projects.

3.2.3 The Review will also assess how the AWF can enhance upon its mandate to mobilise

financing for the development of Africa’s water resources. This may include possible AWF

involvement in water financing mechanisms such as investment guarantee or revolving debt

instruments, venture capital and equity participation, on-lending to financial intermediaries to

support SMEs, or the identification of mechanisms to support the provision of water and

sanitation services by Social Enterprises, etc. Given that this is a totally new direction for the

AWF, identification of possible partnership opportunities with experienced financial sector

organisations will form a key part of the Review process.

3.2.4 The outcomes of the Strategic Review will be a clear set of recommendations which

will be presented to the Governing Council in 2016 for review, and which will form the basis

for the preparation of the next five year Strategic Plan 2017-2021.

3.3 KNOWLEDGE MANAGEMENT

3.3.1 In 2015, the AWF will invest additional time and resources to improve knowledge

management to capture best practices and lessons learned in order to better support its clients,

increase AWF effectiveness, and advance knowledge in the sector. Systematically

documenting and disseminating results and intelligence emanating from AWF operations will

provide a credible base on which to build.

3.3.2 The AWF will organise one workshop on sanitation to disseminate knowledge gained

through its sanitation projects, and one workshop on Integrated Urban Water Management to

familiarise AWF staff and train high level decision makers on this approach. One study will

also be launched on The Impacts of AWF Investments in Water on Inclusive and Green

Growth, which will analyse the strategic role of the AWF in promoting an IWRM approach

to water security and climate change adaptation/mitigation, and to assess its potential to

spearhead the process of an inclusive green growth agenda in Africa.

3.4 PARTNERSHIPS

3.4.1 The AWF will continue to fully engage with other development partners to align their

respective efforts to address Africa's water priorities. In this regard, the AWF will maintain

close coordination with the African Ministers’ Council on Water (AMCOW) to harmonise

AWF activities and related strategic initiatives.

3.4.2 The AWF will also build on its contribution to the NEPAD-led PIDA programme,

remaining closely involved in intensive consultative efforts to define the Priority Action Plan


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to 2020; championing the preparation of some of the water projects; and engaging with

NEPAD IPPF and other partners to jointly undertake and co-finance their preparation.

3.4.3 In its project-based operations, the AWF will continue to promote upstream and

downstream partnerships with donors, the private sector, civil society, etc., to generate co-

financing, leverage follow-on investments, and strengthen project management and

implementation.

3.4.4 To enhance its knowledge management efforts, the Facility will also build new

strategic partnerships with water sector-related knowledge-generating institutions and

networks such as the International Water Management Institute (IWMI), Water Resources

Group (WRG), Global Water Partnership (GWP), Water Research Commission (WRC) of

South Africa, and Climate and Development Knowledge Network (CDKN).

3.4.5 The AWF will continue to receive operational support from AfDB in specialist areas

including procurement, legal, financial control and translation in order to support AWF

operations. To improve its regional presence, the AWF will pursue closer liaison with AfDB

decentralised staff in its field offices and Regional Resource Centres.

3.4.6 The AWF will, where appropriate, ‘Task Share’ activities related to project appraisal

and supervision with other Bank operational staff, including the Agriculture and Agribusiness

Department, and the Water and Sanitation Department. The AWF will also pursue co-

financing opportunities and collaborative project development with other existing project

preparation facilities within, and hosted by the Bank, including NEPAD-IPPF, the African

Legal Support Facility (ALSF), Climate Investment Fund (CIF), Middle Income Countries

(MIC) TA Fund, Fragile States Unit, and Congo Basin Forest Fund (CBFF).

3.5 COMMUNICATIONS AND OUTREACH

3.5.1 To enhance its visibility, improve transparency, increase outreach, strengthen

partnerships, manage reputational risks and advance its business objectives, the AWF will

continue improving its communications in line with its Communications Strategy, and in

collaboration with AfDB Communications Department and AMCOW. More specifically, the

AWF will continue updating and upgrading the website it finalised in 2013 and launched

early 2014, coordinating postings and announcements with publications on Facebook,

LinkedIn, YouTube, Twitter, its electronic newsletter and blog. The plan for 2015 is to

produce an animation about the AWF to help improve understanding of what AWF is and

does, and in the longer term, to continue pursuing the highest level of sophistication for AWF

to maintain world class communications standards.

3.5.2 The 25th

of March 2015, will mark the 10th

anniversary of the African Water Facility.

The AWF will be organising an event between May and June to celebrate the occasion, in

collaboration with AMCOW and AfDB. AWF is planning to host a special one-day event that

should bring together its founding members, AMCOW, members of the AWF Governing

Council, donors, AfDB management and other major stakeholders to mark the day through a

formal celebratory event during which a retrospective review of the AWF will be presented.

3.5.3 The AWF will continue to participate in a number of international events of

importance including AMCOW’s AfricaSan, the AfDB Annual Meetings, AMCOW 10th

General Assembly, and the Stockholm World Water Week. In addition, the AWF will

continue engaging in media outreach activities for project approval and signing, for donor


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roundtables, and other events of public interest. Also, the AWF will continue documenting

projects and events of importance through photos and videos, currently made available on its

website. The AWF also plans to launch a climate change/green growth publication, along

with a few case studies, in partnership possibly with the Korean agency K-Water.

3.6 HUMAN RESOURCE MANAGEMENT

3.6.1 The AWF plans to have 15 staff by the end of 2015, consisting of 11 professionals (9

Task Managers and 2 support service staff), 2 administrative staff, a Coordinator and a

Director, this is at the same level as in 2014. A summary of 2015 staffing plans by source of

funding is shown in Table 3.1. In accordance with the Bank’s directives during the period of

the recruitment freeze, the AWF plans to recruit two long term Consultants to cover currently

vacant positions. These consist of (i) a Portfolio Management consultant to replace the AWF

Portfolio Manager Officer who resigned in 2012; and (ii) a Climate Change Consultant, held

against the previously approved position of Water Operations/Policy Officer, who will

support the Facility in the management of the call for proposals. The recruitment of the

previously approved positions of Water Resources Economist, and Agricultural Water

Management Officer will not be given priority during 2015, because of the recruitment

freeze.

Table 3.1: Summary of 2015 Staffing Plans, by Source of Funding

September

2014 End of 2015 Comments

Management (AfDB funded) 2 2

Professional

AfDB funded 5 5 5 task managers

AWF funded 4 4 2 task managers, 2 support

Donor funded TA 2 2 2 task managers

Administration

AfDB funded 2 2

TOTAL STAFF 15 15 9 task managers, 2 support

3.6.2 Attaining a full staff complement of 19 has been challenging for AWF in each of the

last three years, with the number of staff fluctuating between 14 and 15. This has been due in

part to difficulties in retaining AWF-funded staff (half of the number of staff of AWF are

supported from the AWF Special Fund), since the contract packages offered are less

attractive than those offered to AfDB staff. The move made by AWF to request the Bank to

cover AWF Project Staff Positions could not be pursued at this moment since the Bank is in

the process of rationalising its staff numbers. The solution to disparity of the conditions of

service will have to be pursued through the change of policy guiding the management of

Project Staff members. Despite these difficulties, the AWF has been able to retain all of its

existing Project staff in 2014.

3.6.3 To meet possible staffing shortfalls, and in accordance with the Bank’s directives

during the period of recruitment freeze, the AWF will back-up its resident capacity with long-

term consultants, as required, to fill approved operational positions pending recruitment of

full-time staff (see 3.6.1). The AWF will also recruit short-term consultants as needed to

provide specialised skills to complement those of existing staff..


10

3.6.4 The movement to Abidjan started in 2014 and is progressing smoothly. The AWF

staff movement is well phased, with 5 staff already relocated by September 2014 in Abidjan

and one in SARC-Pretoria. Another 3 staff have been confirmed to move before the end of

2014, and 2 staff confirmed to move in 2015. The relocation of the two Technical Assistant

staff at post is currently being discussed with Bank management, in view of the completion of

their current contracts during 2015.

3.6.5 To support the delivery of core support functions, and to enable the uptake of new

operational procedures, the AWF will support staff development in accordance with a

regularly updated staff training plan.

3.7 RESOURCE MOBILISATION

3.7.1 Good practice entails that the AWF should have adequate funds on hand to sustain

operations for a period of at least 3 years into the future, particularly to enable the AWF to

undertake the necessary recruitments to maintain staffing levels (this is the basis behind

Indicator 4.6.4 shown in Annex B).

3.7.2 For 2015, adequate financial resources are available to fund the proposed 2015 Work

Plan (see analysis in Section 4). While resource requirements for 2016 and 2017 remain to be

clearly defined, for the purposes of estimating funding needs it can be assumed that similar

levels of project commitments and administrative expenses as planned in 2015 will apply for

each of these two years, amounting to about €44 million in total. However, given the €9.15

expected carry-over at the end of 2015 (see Table 4.1), it is likely the AWF will run short of

funds in the second quarter of 2016, and that approximately €35 million still needs to be

mobilised to enable the AWF to continue operations up to the end of 2017.

3.7.3 One of the main activities of focus in 2015 will be resource mobilisation to sustain

operations to the end of 2017 and beyond. To secure the €35 million still needed, the AWF

will continue to implement the Resource Mobilisation Action Plan that was approved by the

AWF Governing Council in 2010. Specific activities to be undertaken, with the support of

AMCOW and the AfDB, in 2015 to secure new contributions to the AWF Fund include (i)

pursuing replenishments by current donors such as the European Union and DFID; and (ii)

seeking new funding partners, such as those African countries who have expressed interest in

contributing to the Fund, including Uganda, Angola, Kenya, and South Africa. The AWF will

also explore opportunities for project co-financing from, for example, the various climate

funds both within the Bank and externally. A number of resource mobilisation missions will

be fielded to engage current and/or potential donors; key destinations will be African,

European and Scandinavian countries.

3.8 RISK MANAGEMENT

3.8.1 The main risks the AWF may face and which may jeopardise the realisation of the

2015 Work Plan are the following:

Project implementation capacity: The low capacity of Executing Agencies to

effectively undertake AWF-funded projects is a significant risk in many countries and

regions. This risk will be mitigated by: thoroughly assessing the capacity of Executing

Agencies during project preparation and appraisal, and including suitable support in

AWF grants where appropriate; continuing to systematically organise launching


11

workshops at project start-up; and follow up on the gains of the two special

implementation workshops organised in 2014 for Executing Agency staff.

Fragile States: The AWF is mandated to support all African countries in an equal

manner; this includes the 18 Fragile States in Africa. However, given the often very

limited capacity of Recipients and Executing Agencies in Fragile States to manage

projects, it is AWF experience that they often suffer from considerable delays in

implementation. As a result, many AWF projects in Fragile States are being flagged

for cancellation since they are delayed in accordance with the standard indicators that

the Bank uses to monitor the implementation progress for all its projects, irrespective

of capacities for project implementation. This risk will be mitigated by engaging with

the Bank to accept special indicators for AWF projects in Fragile States. The AWF

will also strengthen its actions to ensure more efficient implementation, beyond what

is indicated in the above noted risk on Project Implementation Capacity. For example,

the AWF will further enhance its project supervision and support, and take actions to

strengthen Recipient capacities by routinely using project funds for Technical

Assistance personnel to support Executing Agencies. In certain situations, the AWF

will even take on the role of Executing Agency for the implementation of preparation

projects, such as it is doing in Somalia.

AWF operating and human resource capacity: The efficiency of AWF depends

primarily on the quality and adequacy of its human resources. However, given the

ongoing hiring freeze within the Bank, there is a risk of continued staff shortages.

This will be mitigated by task-sharing with AfDB operations departments and field

offices, and by using consultants to meet clearly defined needs.

Resource Mobilisation: Given the expected carry-over of €9.15 million at the end of

2015 (see 4.2) the AWF is expected to face a shortfall in funds in the second quarter

of 2016. There is an urgent need to ramp up resource mobilisation efforts to address

this critical issue, and the AWF will require full support from the AfDB and

AMCOW in implementing its resource mobilisation action plan.

PART II: BUDGET AND FINANCING

4 FUNDING REQUIREMENTS FOR 2015

4.1 The AWF aims to approve 15 new projects in 2015 with expected commitments

totalling €20 million (see section 2.1). In addition, the AWF component of Administrative

Expenses amounts to approximately €1.46 million, and a further expense of €0.51 million is

required to finance project-related costs (see section 6 for details). Total requirements from

the AWF Special Fund for programme financing and administrative expenses thus amount to

€21.97 million (Table 4.1).

4.2 Adequate financial resources are available to fund the proposed 2015 Work Plan. The

total funding requirements of €21.97 million will be met by a carryover of about €21.1

million (balance available in Sept of €31.1 million less expected commitment during the 4th

quarter of €10 million) from 2014 and €0.02 million in earned interest (Table 4.1), plus

additional planned donor contributions of €10.0 million in 2015. At the end of 2015, there

will be a balance to be carried forward to 2016 of about €9.15 million. This amount

corresponds to about five months of operations (assuming that overall funding requirements


12

in 2016 are similar to the proposed 2015 Budget of €21.97 million), underscoring again the

urgency of mobilising additional resources.

Table 4.1: Summary of Funding for the 2015 Work Plan (million Euros)

Description of Funding Amounts

(million Euro)

i) Funding Requirements Project commitments 20.00 Administrative expenses (AWF Fund) 1.46 Project related expenses (AWF Fund) 0.51

TOTAL AWF Fund requirement in 2015 21.97 ii) Funds available in 2015

Balance brought forward from 2014(1) 21.1 Expected contributions 2015 10.0 Interest earned 0.02

TOTAL Funds available in 2015 31.12 iii) Estimated balance to be carried forward to 2016 9.15

(1) This represents the €31.1 balance available for new commitments at 30 Sept. 2014 less estimated €10 for

new projects during 4th quarter 2014.

5 PLANNED DISBURSEMENTS IN 2015

5.1 The AWF plans to disburse €15 million in 2015, based on a project-by-project

assessment of expected disbursements. This is a modest increase over the €11.74 million

disbursed in 2013 and the same level as budgeted in 2014 (actual as at Sept €6.56 million).

Using this data, two different types of disbursement rates will be reported upon:

i. Ratio of “Total amount disbursed” over “total planned disbursements”. This ratio

shows how well the on-going projects have progressed during the year, and is the

primary ratio that the AWF has been using in the past few years. The target for 2015

is 100% (vs. 44% in Sept. 2014; 82% in 2013; and 80% in 2012).

ii. Ratio of “Total amount disbursed during the year” over “undisbursed balance of on-

going projects at the end of 2014”. This is the disbursement ratio used by the AfDB,

which gives another picture of the progress of on-going projects. For 2015, the target

AWF disbursement rate is 39.9% (vs. 16.7% in Sept 2014, 34.5% in 2013, and 34% in

2012).

5.2 The estimated cash balance available by the end of 2015 is €64 million (Table 5.1).

This information has been requested by AWF donors since it shows the total amount of

funding which has not yet been disbursed on projects or administrative expenses.


13

Table 5.1: AWF Special Fund Cash-Flow Balance (€ 000s)

AWF Fund Account 2012 2013 2014

(Sept)

2015 (Estimate)

Estimated Disbursements

Disbursements (projects) 13,523 11,737 6,565 15,000

Disbursements (admin costs - AWF only) 1,350 1,257 1,229 1,974

Funds returned from completed projects (992) (298) (219)

Total estimated disbursements 13,881 12,696 7,575 16,974

Funds available for disbursements

Balance from previous year 85,628 77,907 75,019 70,906

New funds received (Net of refund to donors)

6,073 9,794 3,405 10,000

Interest earned 86 14 57 20

Total funds available for disbursement 91,788 87,715 78,481 80,926

Cash balance 77,907 75,019 70,906 63,952

6 STAFFING AND ADMINISTRATION BUDGET

6.1 Administration of the AWF is funded through: (i) support provided by the AfDB as

part of the hosting arrangement; and (ii) the Administrative Expenses Budget allocated from

donor contributions and Technical Assistant grants to the AWF Special Fund Account. The

proposed Administrative and Project-related Budget for 2015 is detailed in Table 6.1. It is

estimated at €3.914 million, comprising an amount of €1.974 million (50%) from the AWF

Special Fund, of which €1.464 million is for staffing and administrative expenses and €0.51

million for project-related activities (project audits, project completion reports, studies and

knowledge products); and €1.940 million (50%) from the AfDB. The overall increase of 7%

in administrative budget from 2014 is due mainly to the cost of hiring auditors for projects

which has gone up, increases in staff costs due to relocation of remaining two Project Staff in

Tunis and the Bank’s palliative measure for higher cost of living in Abidjan, and two long

term Consultants to be hired against vacant positions. The budget without project related

costs increased by less than 1% to amount €3.404 million.

6.2 In order to provide a smooth transition for staff during the return to Abidjan and to

alleviate the higher cost of living, a number of support measures have been approved by the

AfDB Board for all staff, including AWF Project staff, which include transportation of

personal effects, travel cost for staff and family, temporary accommodation, an installation

allowance and return allowance amounting to 26% of salary. These measures were applied to

the staff that were relocated in 2014, while an amount of €37,500 each has been provided in

the budget to cover the two remaining staff under the Project Staff category.


14

Table 6.1. Proposed Administrative and Project-related Budget 2015 (Euros)

2013 2014 2015

Actual € Budget € Actual € Budget €

(after audit) to Sept

ADMINISTRATIVE COSTS

AfDB funded (1)

Staff including benefits (2) 920 221 910 000 676 646 880 000

Operation support (legal, finance, IT, etc.) (3) 550 000 560 000 416 398 570 000

Individual Consultants 75 261 90 000 83 989 70 000

Missions (flights, accommodation, miscellaneous) 115 890 40 000 55 904 50 000

sub-total staff cost & missions 1 661 372 1 600 000 1 232 937 1 570 000

Overhead costs (office, etc.) (3) 310 000 440 000 327 170 370 000

Meetings - bank Business 23 770 0 0 0

Hospitality 0 0 0 0

Entertainment- non employees 0 0 0 0

sub-total other admin costs 333 770 440 000 327 170 370 000

Total AfDB administrative costs 1 995 142 2 040 000 1 560 106 1 940 000

AWF funded

Staff 414 574 380 000 342 847 520 000

TA 69 847 100 000 81 740 0

Individual consultants 276 906 350 000 220 273 500 000

Missions (flights, accommodation, miscellaneous) 136 481 260 000 112 402 140 000

sub-total staff cost & missions 897 808 1 090 000 757 262 1 160 000

Workshops & seminars 92 414 180 000 148 191 200 000

Governing council 37 874 25 000 16 226 40 000

Resource mobilization 0 10 000 0 10 000

Communication 51 319 30 000 40 986 50 000

Audit AWF 0 4 000 3 800 4 000

sub-total other admin costs 181 607 249 000 209 203 304 000

Total AWF administrative costs 1 079 415 1 339 000 966 465 1 464 000

Total AWF + AfDB administrative costs 3 074 557 3 379 000 2 526 571 3 404 000

PROJECTS RELATED COSTS

Consultancy (firms) -67 455 50 000 155 946 100 000

Project audits 312 220 180 000 100 877 360 000

Studies 0 50 000 5 610 50 000

Total AWF project related costs 244 765 280 000 262 433 510 000

Total AWF costs 1 324 180 1 619 000 1 228 898 1 974 000

Grand Total (AfDB + AWF) 3 319 322 3 659 000 2 789 004 3 914 000

Grand Total (AfDB + AWF) without project related costs 3 074 557 3 379 000 2 526 571 3 404 000


15

(1): The AfDB budget is approved in Units of Account; Euro amounts are calculated based on the Sept. 2014 rate

(1 UA = 1.15 Euro); (2):

Benefits are estimated at 55.4% of the salaries (3)

: Operational support and overhead costs are not formally included in the AfDB budget of the AWF. The

overhead costs are estimated at the end of the year by the Bank proportionally to the number of AWF staff;

operational support cost estimates are based on project commitments, with a 2% increase relative to 2014. In

order to estimate the administrative costs as accurately as possible, they are taken into account in the AWF

budget. (4)

: In accordance with Bank’s procedures, the AWF may move budgeted amounts among line items as required

for proper execution of the budget.

6.3 Additional explanatory notes to the proposed 2015 Budget are as follows:

(i) Staff costs are estimated based on the staffing requirements developed in para. 3.7.1,

taking into account the probable date of assumption of duty. The monthly budget per

staff has been revised to reflect the recent years average costs.

(ii) Technical Assistance: The last three months of the contract of the “Monitoring and

Evaluation Specialist (funded by the Agence Française de Développement)” is

covered by the remaining budget from previous years for this TA. The secondment of

a “Water Resources and Climate Change Specialist” is covered directly by the

Austrian Development Agency and is therefore not included in the budgeted amount

for TAs. However, the thirteen person-months remaining in the current contracts of

these two TAs have been used in estimating other operations related budget lines.

(iii) Individual consultancy costs (AfDB + AWF budget) are mainly linked to various

consultancies that would be engaged during the year. A total of 76 months is

estimated for all the consultants. This includes 9 months for a Portfolio Management

consultant to be held against the vacant Portfolio Management Officer position, and

12 months for Water Resources and Climate Change consultant to be held against the

vacant position of Water Operations/Policy Officer, both due to the current freeze on

recruitment by the Bank.

(iv) Mission costs are decreased (from €300,000 in 2013 to €190,000 based on the

combined AWF and AfDB mission budget), reflecting planned rationalisation in the

number of missions and an increased use of Bank Regional offices for project

supervision and closure.

(v) Consultancy (firms) costs are specifically related to the Strategic Review.

(vi) Project audits: Approximately 20 Audits are budgeted to be carried out in 2015,

grouped together by region. This is in addition to on-going processes started in 2014.

(vii) Resource mobilisation costs: the budget will mainly cover costs related to specific

events, preparation of different promotional tools and other related activities.

(viii) Communication: related costs correspond to the development of a newsletter, social

media, brief templates, publications and animations.

(ix) Workshop and seminar costs will pay for the AWF 10th

anniversary event, IUWM

Workshop and a sanitation workshop.


16

7 CONCLUSIONS AND RECOMMENDATIONS

7.1 The 2015 Work Plan and Budget has been prepared by the AWF as it continues to

implement its Strategic Plan 2012-2016; the document is consistent with the 4th

year of the

Strategic Plan, defining in more detail the objectives and corresponding actions and funds

required to achieve these objectives.

7.2 The Key Targets and Planning Assumptions of the 2015 Work Plan include:

Resource Mobilisation:

Mobilisation of approximately €35 million as contributions to the AWF Trust Fund.

Projects:

Disbursements of €15 million.

New project Commitments of €20 million, which corresponds to about 15 project

approvals.

An Administrative Budget of €3.914 million, of which €1.974 million is from the

AWF Special Fund.

Achievement of fiduciary closure of 20 projects that have been completed.

Staffing:

A Staff complement of 15 will be maintained in view of the current Bank’s

recruitment freeze. Two long term Consultants will be recruited against the vacant

position of Portfolio Manager Officer and the previously approved position of Water

Operations/Policy Officer.

7.3 The AWF Governing Council is invited to consider and endorse the 2015 Work Plan

and Administrative Expenses Budget of the AWF in an amount not exceeding €1,974,000 to

be drawn from the resources of the AWF Special Fund for submission to the Board of

Directors of the African Development Bank for approval.


17

ANNEX A. AWF BACKGROUND AND OVERVIEW OF 2012-2016

STRATEGIC PLAN

Background: The African Water Facility (AWF) was created in 2004 as an initiative of the African

Ministers’ Council on Water (AMCOW), to assist African countries to mobilise resources for the

Water and Sanitation sector in order to meet the MDG related to water and sanitation, and the goals of

the Africa Water Vision 2025. The MDG objective for water is to halve by 2015 the proportion of

people without sustainable access to safe drinking water and basic sanitation. The Africa Water Vision,

which was created by the United Nations Economic Commission for Africa (UNECA) and adopted by

the African Union in 2000, envisioned “An Africa where there is an equitable and sustainable use and

management of water resources for poverty alleviation, socio-economic development, regional

cooperation and the environment.”

At the time, the continent was struggling to find ways to manage a looming water crisis – the

development of an African water sector able to meet the needs of its people was severely constrained

by inefficient management and inadequate investment. The vision was designed to avoid the disastrous

consequences of water threats and lead to a future where the full potential of Africa’s water resources

could be unleashed to stimulate and sustain growth in the region’s economic development and social

well-being. It called for new ways of thinking about water and new forms of regional cooperation. At

the regional level, it called for fundamental changes in policies, strategies and legal frameworks, as

well as institutional arrangements and management practices. The framework for achieving the vision

included four imperatives: strengthening governance of water resources, improving water wisdom,

meeting urgent water needs and strengthening the financial base for the desired water future (these

became the strategic priorities adopted by the AWF in its 2012-2016 Strategic Plan).

Management and Administration: At the request of AMCOW, the AWF was hosted and managed by

the AfDB when it became operational in 2006, with policy directions and operational activities guided

by a 13-member Governing Council (GC) composed of five members appointed by AMCOW, five

appointed by Donors, and one member each appointed by the AfDB, African Union (represented by

NEPAD), and UN-Water/Africa.

The AfDB Board of Directors is responsible for the general operations of the AWF, including approval

of the annual Administrative Budget, and approval of AWF grants of over €2 million. The Board has

delegated approval authority to the AfDB President for grants between €500,000 and €2 million, and to

the Director of OWAS (Water and Sanitation Dept. of the AfDB) for grants below €500,000. The

OWAS Director is the administrative head of the AWF and provides general oversight; the

Coordinator is responsible for implementation of the Annual Work Plan and Budget and its activities,

including staff administration, following its approval by the GC and Board of Directors.

AWF Strategic Plan 2012-2016: It was recognised in 2011 that progress towards the Africa Water

Vision was slower than hoped; rates of coverage of basic services were off-track and water resources

development was lagging. AMCOW identified the principal constraints to progress to be lack of

investment, a weak institutional base and slow uptake of knowledge. And so the AWF Strategic Plan

2012-2016 was developed, in consultation with a wide range of stakeholders, to build on past success

and lessons learned, sharpen the focus and increase the impact of the portfolio, improve operational

effectiveness, and leverage more resources towards achievement of the Africa Water Vision.

The Vision of AWF is “Towards water for all by 2025” (“all” implies water for all citizens for all uses

– drinking, hygiene, sanitation, industry, agriculture, energy, transport, tourism and ecosystems). The

Mission of the AWF to 2025 is to mobilise resources for water in Africa. The Strategic Priorities

under the 2012-2016 Strategic Plan are to:


18

- Prepare investment projects that will attract follow-on investment (60% of budget), and pilot

innovative technologies/approaches that may lead to widespread adoption (10%);

- Enhance water governance to create an environment conducive to effective, sustained investment,

by increasing the capacity of African countries and regional organisations to govern water resources

based on IWRM principles & cooperative arrangements (15%);

- Promote water knowledge for the preparation of viable projects and informed governance leading to

effective and sustained investment, by increasing the capacity for informed decision-making to guide

water development planning & implementation (15%).

Current Status: Up to 30th

September 2014, the AWF had received €151.1 million in pledged

contributions from three African countries (Algeria, Burkina Faso and Senegal), nine non-regional

member states (Canada, UK, Sweden, France, Spain, Norway, Australia, Denmark and Austria), the

European Union, the Bill and Melinda Gates Foundation and the AfDB.

Since 2006, 94 projects have been supported (of which 5 have been cancelled) with €113.4 million in

AWF Commitments and approximately €50.3 million in project co-financing from partners. The 89

active and completed projects include 38 Bankable Project Preparation, 23 Small Strategic

Investments, 15 Water Governance and 18 Water Knowledge projects. €74.2 million has been

disbursed (66% of Commitments).

To date, 46 projects have been completed and closed, of which 19 have been project preparation

studies and activities that have attracted committed follow-on financing of €805 million from donors

and co-financiers for the implementation of downstream projects; every Euro disbursed by the AWF

on completed preparation projects has leveraged 40 Euros on average.


19

ANNEX B. AWF RESULTS FRAMEWORK WITH 2015 TARGETS

GOAL: Mobilise /apply financial & human resources to ensure water security in Africa, contributing to meeting the targets/goals established by Africa Water Vision & MDGs

RESULTS CHAIN PERFORMANCE INDICATORS TARGETS

2012-2016 PROGRESS Jan-Sept. 2014 2015 TARGETS

LEVEL 1: IMPACT – AWF CONTRIBUTION to the AFRICAN WATER VISION

1.1 Impact:

Enhanced equitable and sustainable

development and management of African water resources for poverty

alleviation, socio-economic

development, regional cooperation, environment protection and resilience

to climate change

Revised wording of indicator

1.1.1 Committed financing from all sources for the implementation of follow-on projects that are attributable to

AWF funded preparation studies

€2.5 billion committed financing (objective 2020)

2014: Additional €45.5M committed Cumulative 2006-14: €791M committed

Additional €200 M committed financing

Proposed new indicator

1.1.2 Actual/anticipated 1.3 number of people with access to improved drinking water sources and sanitation facilities 1.4

Cumulative: 3 million sanitation,

2.4 million water

Additional: 0.5 million

sanitation, 0.5 million water


1.1.3 Actual/anticipated 1.3 number of farmers benefitting from irrigation and improved water/land management

practices 1.4

Cumulative: 13,400 farmers Additional: 5,000 farmers


1.1.4 Actual/anticipated 1.3 number of people served with hydro-electric energy 1.4

Cumulative: 0


1.1.5 Committed financing from all sources for climate change adaptation or mitigation 1.5

Analysis pending


1.1.6 Actual/anticipated 1.3 water infrastructure developed to

ensure sustainable supply of adequate water for urban, agricultural, energy, industry, the environment, tourism and

transportation uses 1.4 i. Drinking water production capacity (m3)

ii. Sewage/faecal sludge treatment capacity(m3)

iii. Water storage capacity (m3) iv. Hydropower output capacity (MW)

v. Irrigated land (ha)

Cumulative:

i. Drinking water production capacity =137,421 m3

ii. Sewage/Faecal sludge treatment capacity = 267 m3

iii. Water storage capacity = 32,540 m3

iv. Drainage = 425 km v. Irrigated land = 12,500 ha

1.1) The baseline is based on projects completed by 2011. 1.2) Targets at the Impact Level are the actual or anticipated results from follow-on investment projects that are attributable to AWF preparation studies. 1.3) Given the long time lag for impacts, anticipated results based on ongoing projects will be monitored (i.e. estimated no. of people), in addition to the actual number from completed follow-on projects 1.4) As a result of completed or ongoing downstream/follow-on projects that are attributable to AWF funded preparation studies, or the scaling-up of AWF small scale investment projects. 1.5) Adaptation finance: % of planned investments that address adaptation to the actual or expected impacts of climate change. Mitigation finance: % of planned investments that address GHG emission reduction or carbon sequestration.


20

RESULTS CHAIN PERFORMANCE INDICATORS TARGETS

2012-2016 PROGRESS Jan-Sept. 2014 2015 TARGETS

LEVEL 2: OUTCOMES – AWF KEY RESULTS

Revised wording of outcome

2.1 Financial Base Strengthened

Financing of water-related investments

projects in Africa secured through the preparation of bankable projects and

programmes that are ready to be funded

and implemented.

Revised wording of the indicator

2.1.1 Percentage of completed AWF-supported bankable preparation projects and programmes that mobilise follow-

on financing and move forward to implementation.

75% Cumulative 2006-14: 79% (15 of 19 completed

bankable preparation projects) 75% of completed bankable

projects

Revised wording of indicator 2.1.2 Planned water sector investments from AWF funded

bankable project preparation studies

€4 billion Analysis underway Additional €500 m


2.1.3 Number of early stage project definition activities, such as WRD investment planning, definition of needs,

project identification and concept development, pre-

feasibility studies, project prioritisation, programme development, partnerships.

Analysis pending

Revised wording of outcome 2.2 Water Needs Met through AWF

funded Small Strategic Investment Projects that pilot innovative

technologies and/or service models for

scaling-up

2.2.1 Actual number of people with improved access to

drinking water, sanitation and multiple use services, as a direct result of completed AWF funded small scale

investment projects

Additional:

San. 160,000 Water 85,000

MUS 200,000

2014: San. 1,239: Water 1,239: MUS 6,939

Cumulative: San.439,000; Water 165,000 MUS

2 million

Additional:

San. 50,000 Water 25,000

MUS 25,000

Revised indicator

2.2.2 % of Small Strategic Investment (SSI) projects scaled up/replicated, and financing mobilised

75%

2014: 17% (2 of 12), €2.7 m mobilised

2012-14: 33% (4 of the 12 completed SSI projects), €14.4 million mobilised

50%


2.3 Enhanced Water Governance

A more enabling investment-conducive environment for the water sector in

countries, regions and basins across

Africa, through improved IWRM; legal, regulatory and institutional reforms;

strengthened institutions; and enhanced

consensus building and cooperation mechanisms.

Revised indicator

2.3.1 No. of countries that have put in place a more effective IWRM environment through the preparation and

implementation of IWRM plans; enhancement of

governance instruments (policies, laws and regulations), strengthening of institutional capacities; or improvements in

water management

Revised Target + 10 countries

2014: One country

Total 2012-14: 5 countries

Cumulative 2006-14: 8 countries

Additional 2 countries

Revised indicator 2.3.3 No. of regions and basins that have put in place a more

effective TWRM environment, enabling the preparation and

financing of regional infrastructure investment projects.

Revised Target

+ 9 regions or basins

2014: 0

Total 2012-14: 5 regions/basins Cumulative: 7 regions/basins

Additional 2 regions/basins


2.4 Increased Water Knowledge

Enhanced evidence-based decision-

making is supported through making

vital data and information available and

accessible to inform project preparation

and governance at all levels of water development planning &

implementation

Revised indicator

2.4.1 No. of countries, regions and basins with improved

water resources data and information availability, and/or

improved water sector monitoring and knowledge

management systems

Revised Target + 25 (countries, regions

and basins)

2014: 1 country

Total 2012-14: 4 countries and 1 regions

Cumulative: 6 countries and 4 regions/basins

Additional 5 countries / regions /

basins

2.1) The baseline is based on projects completed by 2011(i.e. prior to the revised Strategic Plan 2012-16). It has been prepared or updated for all new or revised indicators. 2.2) Based on projects completed over the time period of the Strategic Plan 2012-2016.


21

RESULTS CHAIN PERFORMANCE INDICATORS TARGETS 2.2

2012-2016 PROGRESS JAN. to SEPT. 2.2

2015 TARGETS

LEVEL 3. OUTPUTS – OPERATIONAL EFFECTIVENESS

Proposed new output

3.1 Strategic Priorities

The strategic priority

allocation of project funding

in accordance with annual Work Plans, and the 2012-16

Strategic Plan.


3.1.1 Preparation of projects and programmes: % of AWF funds

targeted at sector project/programme preparation studies

60% 2014: 66%

Average 2012-14: 56% 60%

Proposed new indicator 3.1.2 Small strategic investment projects: % of AWF funds for pilot

small strategic water and sanitation projects

10% 2014: 34%

Average 2012-14: 34% 10%

Proposed new indicator 3.1.3 Water governance: % of AWF funds targeted at IWRM at

national, regional and basin levels

15% 2014: 0%

Average 2012-14: 0% 15%


3.1.4 Water Knowledge: % of AWF funds targeted at activities to improve water resource data/information availability, or water sector

monitoring and knowledge management activities.

10% 2014: 0%

Average 2012-14: 10% 10%

Proposed new indicator 3.1.5 Amount of co-financing provided by project partners for AWF

funded projects (% of AWF grants)

2014: 27% (€2 million)

Cumulative 2006-14: 46% of AWF grants (€51

million)

50%

Proposed new output

3.2 Thematic and Cross-

Cutting Support


3.2.1 Private Sector: No. of AWF projects targeted at support to governments to strengthen private sector participation, including

planning, transactional advisory services, and implementation of PPP

arrangements

2014: 5 preparation and 4 SSI, all ongoing 25%


3.2.2 Service Provision: % of AWF SSI projects that pilot innovative 3.3

service delivery models

100% (all of the 12 SSI projects approved

between 2012-14) 75%

Revised wording of indicator 3.2.3 Gender Social Equity: % of projects aiming at improved gender

and social equity, or targeting especially vulnerable groups

50% 2014: 100% of the 4 projects approved in 2014

2013: 86% (13 of 15 projects approved) 100%

Revised wording of indicator 3.2.4 Climate Change: % of projects that demonstrate/pilot climate

adaptation or mitigation approaches

80% 2014: 100% of the 4 projects approved in 2014

2013: 93% (14 of 15 projects approved) 90%

Proposed new indicator 3.2.5 Agricultural Water Management: % of AWF funds across all

strategic priorities targeting Agricultural Water Management (AWM)

Cumulative: 22% (€23.7 million) of AWF funds

have been invested in AWM operations; 25%

Revised wording of indicator

3.2.6 Fragile States 3.4 : % of AWF funds across all strategic priorities

invested in fragile states

25%

2014: 40%

Cumulative: 31% (€35 million) of AWF funds

have been invested in Fragile States

33%

3.1) Based on projects approved from 2006 to 2011 (i.e. prior to the revised Strategic Plan 2012-16).

3.2) Based on new project commitments (approvals) over the time period of the Strategic Plan 2012-2016. Targets are yearly and cumulative over the 5 years. 3.3) From AWF Strategy 2025: Innovative - Projects must focus on innovation and change, through introducing and piloting new or improved technologies, making better use of existing technologies, or implementing

new approaches in order to improve institutional effectiveness and the use of resources. Projects must have realistic plans for wider replication of innovative technologies and scaling-up of successful practices and

approaches. 3.4) Fragile States are defined as having a Country Policy and Institutional Score (CPIA) of 3.2 or less or having had a UN and/or regional peace-keeping or peace-building mission in the last three years; this currently

gives 18 of 54 African countries this status: Burundi, CAR, Chad, Comoros, DRC, Côte d’Ivoire, Eritrea, Guinea-Bissau, Liberia, Madagascar, Malawi, Mali, Sierra Leone, Somalia, South Sudan, Sudan, Togo and

Zimbabwe.


22

RESULTS CHAIN INDICATORS TARGETS

2012-2016 RESULTS 2014 2015 TARGETS

LEVEL 4. ACTIVITES – EFFICIENCY OF AWF OPERATIONS

4.1 Portfolio Management:

Good performance of AWF-

funded projects is secured through effective project cycle

management (from entry to

completion) both by the AWF

and the recipients

Proposed new indicator 4.1.1 Application for Funding: Timely processing of funding

requests

100% processed within 2 months 2014: 39% processed within 2 months ( 39 of

64 requests received) 100%

Indicator from 2014 Work Plan

4.1.2 Quality at Entry 4.1: % of completed projects with relevance rating of ‘’satisfactory’’ or ‘’highly satisfactory’’

90% 2014: 100% (based on an assessment of 21

completed projects) 90%

Proposed new indicator 4.1.3 New project commitments in accordance with the annual Work Plan.

100% of planned annual

commitments

2014: 38% to end of Sept. (€7.53 M for 4

projects)

€20 million for 15 projects

approved

4.1.4 Disbursement rate (1): Disbursements in year vs. planned

disbursements Revised target 100% (ex 50%)

2014: 44% (€6.57 M disbursed to Sept. vs. 15

M planned)

2013: 82% (11.74 M disbursed vs. 14.3 M planned)

100%

4.1.5 Disbursement rate (2): Disbursements in year vs. undisbursed

balance at start of year 33%

2014: 16.7% to Sept.

2013: 34.5% 33%


4.1.6 Efficiency 4.2: % of completed projects with efficiency

(including Timeliness, Implementation Progress) rating of ‘’satisfactory’’ or ‘’highly satisfactory’’.

Efficiency 90% Timeliness 90%

Implementation 90%

2014: Efficiency 71% of which Timeliness 37%, Implementation 83% (based on an

assessment of 21 completed projects)

Efficiency 90% Timeliness 90%

Implementation 90%


4.1.7 AWF/AfDB performance 4.3: % of completed projects with

AWF performance rating of ‘’satisfactory’’ or ‘’highly satisfactory’’

90% 2014: 90% (based on an assessment of 21 completed projects) 90%

4.1.8 Project supervision ratio: No. of supervision/ launching

missions during year vs. no. of active 4.4 projects at any time in the

year

1.0 mission for each active project

2014: 0.57 (24 supervision missions vs. 42

active1 projects)

2013: 0.84 (36 missions vs. 43 active projects)

1.0 mission for each active project

4.1.9 Projects per task manager: Number of active 4.4 projects vs.

number of task managers at year end 3.0

2014: 4.7 (42 active projects vs. 9 task managers)

2013: 4.8 (43 active projects vs. 9 task

managers)

3.0

4.1.10 Delayed projects: % of on-going 4.5 projects at year end

experiencing delays: 50% not disbursed in 2 years from

Disbursement Effectiveness; or no disbursement in past year

25% 2014: 11% (4 of 36 ongoing projects) 2013: 18% (6 of 33 ongoing projects)

25%

4.1.11 Cancellations: % of on-going 4.5 projects at year-end which are eligible for cancellation (no disbursements in previous 24

months)

5% 2014: 8% (3 of 36 on-going projects)

2013: 6% (2 of 33 on-going2 projects) 5%

Revised indicator from 2014 Work Plan 4.1.12 Completion and Closure: Projects completed and closed,

including final audit and preparation of PCR, in accordance with the

annual Work Plan.

100% of planned project closures 2014: 60% (12 of 20 closed) 100% of planned project

closures

4.2 Knowledge Management:

Various knowledge products

prepared to inform AWF and sector development

4.2.1 No. of Knowledge Products prepared (based on water sector analytical work), and fully integrating gender, social equity and

other cross-cutting themes

5 knowledge products per year 2014: 4 knowledge products prepared 5 knowledge products


23

4.3 Partnerships


4.3.1 No. of project partners supporting the implementation of AWF funded projects (total and average per project).

Cumulative: 150 project partners supporting 94

projects (1.6/project) 2 per project

4.3.2 Projects task-shared with other Bank Depts. or Field Offices:

% of projects task-shared 75%

2014: 83% (35 of 42 active1 projects)

2013: 81% (35 of 43 active1 projects) 80%

4.4 Communications: Revised amalgamated indicator

4.4.1 No. of website visits, water events attended, press releases

disseminated

20,000 website visits

10 water events

One press release for each new project

2014: 29,000 website visits; 6 events; 8 press

releases

2013: 10,000 website visits; 10 events attended by 12 staff; 16 press releases

Website visits = 40,000 Outreach events = 10

Press Releases = 15

4.5 Human Resources

Management: Adequate human

resources in place and low staff turnover

4.5.1 Staffing: No. of staff vs. total planned at end of previous year Revised Target

100% (ex 80%)

2014: 79% (15 staff of 19 planned)

2013: 83% (15 staff of 18 planned) 100%

4.6 Financial Management:

Prudent and efficient

management of financial

resources

4.6.1 Administrative Budget Utilisation: % of approved budget utilised

Revised Target 100% (ex 90%)

2014: 76% of AWF budget;

76% of AfDB budget 2013: 59% of AWF budget;

104% of AfDB budget

100% of AWF and AfDB budgets

Indicator from 2014 Work Plan 4.6.2 Administrative / Direct Costs: Ratio of aggregated Indirect costs (admin. and governance costs not directly traceable to a

particular project) to aggregated Direct costs (project related costs &

disbursements)

6% 2014: 9%

2013: 6% 6%

4.6.3 Adequacy of financial resources: Total funds pledged &

received less commitments vs. planned needs over the next 3 years 75%

2014: 47% (€31 M vs. €66 M)

2013: 32% (€33 M vs. €103 M) 75%

4.1) Based on the relevance of the development objective/purpose and the relevance of project design to achieve this objective from design/approval to completion. Compiled from PCRs.

4.2) A measure of Recipient efficiency in implementing projects. The rating covers the following criteria: i) timeliness, ii) resource use efficiency, and iii) implementation progress. Compiled from PCRs.

4.3) An assessment of the AWF/AfDB’s performance in relation to the Project, both through feedback provided by the Recipient and through a AWF self-evaluation, using both qualitative and quantitative information as

available. Compiled from PCRs.

4.4) Active project defined as a project which has been approved but is not yet completed. 4.5) Ongoing project defined as a project which is under implementation, i.e. disbursement effective but not completed.


24

ANNEX C. AWF PORTFOLIO OF ON-GOING PROJECTS AT 30 SEPTEMBER 2014

No. COUNTRY/ REGION

TITLE STRATEGIC

PILLAR APPROVED

AWF COMMIT-

MENT

OTHER COMMIT-

MENTS

TOTAL BUDGET

TOTAL DISB.

2013 DISB.

STATUS AUDITS

2007-12 Egypt Rehab Nubaria & Ismailia Canals Bankable Preparation

18 Oct.-07 1 900 090 - 1 900 090 1 559 910 Under Execution

MT Completed

2008-2 Djibouti Rural Water Harvesting for Ag Strategic Investment

29 Jan.-08 1 937 000 209 160 2 146 160 1 355 840 Under Execution

MT Completed

2008-7 Multinational Strengthening water and environmental engineering capacity

Knowledge 29 Sept.-08 1 990 000 710 000 2 700 000 1 791 671 970 713 Under Execution

MT Completed

2009-1 Kenya Kiboun, Tende Watershed Mgmt Strategic Investment

13 Jan.-09 1 940 000 206 370 2 146 370 1 936 300 607 661 Under Execution

MT Completed

2009-4 Ethiopia Solar & Wind Rural Water Supply Bankable Preparation


MT Completed

2009-5 Togo Integrated Water Info System Knowledge 12 Jan.-09 1 569 000 182 000 1 751 000 1 369 000 813 000

Under Execution

MT Completed

2009-7 Multinational Volta Basin Authority Volta-HYCOS Knowledge 12 Jan.-09 1 200 000 2 370 000 3 570 000 800 000

Under Execution

MT Ongoing

2009-12 Multinational SADC Regional WatSan Programme Bankable Preparation

25 May-09 1 997 000 109 000 2 106 000 1 450 000 Under Execution

MT Contracted

2009-15 Multinational ECCAS/CEEAC Regional Water Policy Bankable Preparation

02 Sept.-09 1 430 000 833 000 2 263 000 1 030 000 340 000 Under Execution

Final Contracted

2009-17 Multinational WOP Peer-to-Peer Learning Knowledge 26 Nov.-09 490 000 - 490 000 300 000

Under Execution

MT Ongoing

2009-18 Egypt Master Plan Study - Nile Hydraulics Bankable Preparation

03 Nov.-09 1 364 782 1 155 304 2 520 086 545 913 Under Execution

MT Contracted

2009-20 Tunisia SINEAU National Water Info System Knowledge 22 Dec.-09 1 973 000 1 377 000 3 350 000 1 403 416 733 078

Under Execution

MT Completed

2010-2 Multinational GICRESAIT-IWRM for the aquifer systems and Niger River Basin Governance 18 Jan.-10 1 228 000 69 500 1 297 500 1 228 000

Under Execution

Final Contracted

2010-3 Mali Implement IWRM Action Plan Governance 07 Jan.-10 1 918 500 148 500 2 067 000 861 508

Under Execution

MT Contract

2010-4 Malawi Strengthening M&E Knowledge 28 Jan.-10 1 894 000 320 000 2 214 000 1 894 000 521 539

Under Execution

MT Completed

2010-5 Gambia National Water Sector Reform Governance 10 Apr.-10 1 988 582 104 000 2 092 582 900 000 500 000

Under Execution

MT Completed

2010-6 Multinational North Africa Water M&E (MEWINA) Knowledge 27 Apr.-10 1 912 000 405 000 2 317 000 1 912 000 1 002 411

Under Execution

MT Completed

2010-7 Multinational Songwe River Basin Devt Bankable 10 May-14 3 549 000 2 586 515 6 135 515 1 155 441 969 240 Under MT


25

Preparation Execution completed

2010-8 Ghana Harvesting effluents/nutrients in San Jul 2010

Knowledge 10 Jul.-10 498 000 61 000 559 000 498 000 298 000 Under Execution

MT Completed

2010-9 Ghana Re-optimisation and re-operation Study Akosombo, Kpong Dams Knowledge 02 Aug.-10 1 830 810 1 027 000 2 857 810 1 330 000 830 000

Under Execution

MT Completed

2011-1 Tunisia Developing Vision & Strategy 2050 Governance 10 Jan.-11 1 192 000 329 000 1 521 000 447 779 447 779

Under Execution

MT Completed

2011-2 Multinational Shire Zambezi Waterway Bankable Preparation

27 May.-11 1 745 048 1 311 739 3 056 787 890 000 Under Execution

MT Completed

2012-1 Sudan Darfur Water for Peace building Bankable Preparation

25 Jan.-12 3 300 000 - 3 300 000 330 000 330 000 Under Execution

2012-2 Multinational Baro-Akobo-Sobat Water Devt Bankable Preparation

04 May.-12 2 000 000 550 000 2 550 000 Under Execution

2012-3 Cape Verde Surface Water Project Prep + IWRM Bankable Preparation

05 Jan.-12 1 410 000 149 000 1 559 000 206 000 206 000 Under Execution

2012-4 Kenya Rainwater Harvesting & Mgmt Strategic Investment

12 Jul.-12 689 500 150 200 839 700 200 000 200 000 Under Execution

2012-5 Zambia Op Guidelines Investing Small Dams Knowledge 04 Sep.-12 950 000 150 000 1 100 000

Under Execution

2012-6 Benin Decentralisation W&S Services Strategic Investment

29 Oct.-12 1 042 000 746 000 1 788 000 230 043 230 043 Under Execution

2013-1 Benin Benin: Improvement of faecal sludge management in the Grand Nokoué through a public-private partnership

Strategic Investment

04 Jan.-13 1 110 300 4 241 100 5 351 400 60 800 60 800 Under Execution

2013-2 Congo Congo: Development studies - water supply & sanitation systems in semi-urban centres, and the enhancement of operational capacity of water sector devt fund

Bankable Preparation

04 Jan.-13 1 090 000 731 200 1 821 200 64 250 68 250 Under Execution

2013-3 Uganda Uganda: Kawempe Urban Poor Sanitation Improvement Project (KUPSIP)


04 Jan.-13 1,000,080 352,380 1,352,460 416,180 416,180 Under Execution

2013-4 Liberia Monrovia City Corp.: Fostering Innovative sanitation and hygiene



2013-5 Togo Toilets for all in Sokodé through the valorisation of faecal sludge and micro-credit


19 Apr.-13 1 185 000 394 700 1 579 700 52 920 52 920 Under Execution

2013-6 Senegal Improving the management and valorisation of sludge in the town of Ziguinchor


23 Apr.-13 1 260 000 372 070 1 632 070 Under Execution


26

2013-7 Ghana A Business Approach for improved sanitation in Ghana - Organic fertiliser as Drivers


16 May-13 1 084 500 431 000 1 515 500 Under Execution

2013-8 Côte d'Ivoire Promoting access to toilets and jobs in Bouaké and Katiola through the reuse of sludge and urine


04 Sept.-13 1 250 000 279 378 1 529 378 Start-up

2013-9 Multinational Establishment of a monitoring and reporting system for the water sector in Africa

Knowledge 11 Sept.-13 1 997 993 648 480 2 646 473 Start-up

2013-10 Multinational ECOWAS-Support for the Establishment of the Regional Water Observatory

Knowledge 22 Nov.-13 493 000 111 000 604 000 Start-up

2013-11 Multinational Togo-Ghana: Study and Consultancy services for the Water Transfer Project Knowledge 18 Dec.-13 1 405 000 790 000 2 195 000 Start-up

2013-12 Malawi Shire Valley Irrigation Project -Phase I : Project preparation activities in Malawi


18 Dec.-13 1 793 000 3 488 550 5 281 550 Start-up

2013-13 Multinational Preliminary Studies for Multipurpose Infrastructures for the Niger basin agricultural and Climate change adaptation and Development Programme


19 Dec.-13 960 000 687 910 1 647 910 Under Execution

2013-14 Niger Elaboration and Implementation of the Niger IWRM Plan


20 Dec.-13 998 000 542 000 1 540 000 Under Execution

2013-15 Kenya Expanding branded toilet entrepreneurship for improved sustainable sanitation in poor neighbourhoods of Nairobi


31 Dec.-13 731 400 2 201 580 2 932 980 Start-up

2014-1 Kenya Innovative Sanitation Value Chain for the Un-sewered Urban Poor in Kisumu


17 Jul.-14 1 204 000 948 000 2 152 000 Start-up

2014-2 South Africa Operationalizing Community-Driven Multiple-Use Water Services Knowledge 22 Jul.-14 1 340 000 405 059 1 745 059 Start-up

2014-3 Nigeria Preparation of a Strategic Action Plan for Water Resources Development in the Komadugu-Yobe Basin


08 Aug.-14 1 995 315 727 125 2 722 440 Start-up

2014-4 Somalia Building Resilience to Water Stress in Somaliland – Preparation of Water Resources Management & Investment Plan


01 Oct.-14 3 000 000 Start-up

MT: Mid-term

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