Chapter 1€¦ · Web viewTo ensure full participation of beneficiaries in planning, construction, operation, maintenance, and management of community based domestic water supply

Chapter 1

INTRODUCTION

1.1 Introduction

This is the first Annual State of the Water Sector Report produced for Tanzania. It draws together information from three sub-sectors: water resources management and development, urban water supply and sewerage and rural water supply and sanitation. The information has been prepared with information from government, water and sanitation utilities, basin water offices and to some extent NGOs. It brings together the achievements of the different sector stakeholders into one document and assess the sector’s performance in a more comprehensive manner than is usually done. As this is a first report, its secondary goal is to set up a process of analyzing and presenting data in the sector in an increasingly more structured manner. Currently, the only way to access sector information is to collect data from many different stakeholders who do not publish all the information available.

The report is structured as follows: Chapter 1: provides introductory part of the report; Chapter 2: provides an overview of the Water Sector; Chapter 3: Status of Implementation of the 2006 JWSR Undertakings summarizes the progress on sector achievements which include the JWSR undertakings for year 2006/2007, sector financing and targets, achievements of on-going projects for the three sub-sectors and insights from the in-depth studies; Chapter 4: to 7 give an analysis onOverall sector performance of the priority topics set by the Joint Water Sector Review Meeting of September 2006, Chapter 5 : Proposed undertakings for 2007.

1.2 History of Water Sector Performance Monitoring in Tanzania

The history of the Water Sector in Tanzania dates back to the colonial era in 1930s when water supply was confined to urban areas and foreigner farming settlements. In order to redress the urban bias in water supply service provision, in 1971 the Government of the United Republic of Tanzania proclaimed a 20-year Rural Water Supply Programme (RWSP) that aimed at providing access to adequate and safe water supply within a walking distance of 400 meters from each household by the year 1991. In response

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to the Government’s resolve, a number of development partners (DPs) extended support to the Programme.

A mid-term review of the RWSP conducted in 1985 revealed that only 46% of the rural population had access to water supply service. The reasons for poor performance were inter alia non involvement of the beneficiaries, use of inappropriate technologies, use of a top-down approach, and lack of decentralization. In 1991 the Government adopted the first National Water Policy in order to redress the bottlenecks, and among others placed emphasis on community participation, decentralized management, use of appropriate technologies and cost recovery for urban water supply.

A second Water Sector review that was conducted in 1993 revealed that the 1991 National Water Policy had some shortfalls such as:

non-involvement for the private sector; involvement of beneficiaries being limited to provision of free labour; inadequacy in legal and institutional framework; and more emphasis was on water supply and less focus was given to water

resources management.

This review called for prudent Water Sector reforms in two sub-sectors as following:

Urban Water Supply Project for institutionalization of autonomous entities starting from 1994 in Moshi, Tanga and Arusha ended up in reshaping the whole urban water sub-sector through establishing Urban Water Supply and Sewerage Authorities (UWSAs) and the DAWASA in 1997.

The earmarked donor funded rural water sub-sector reform programmes such as the Health, Sanitation and Water Supply Project (HESAWA); the Hai District Water Supply Project; the East Kilimanjaro Rural Water Supply Project,; the Lindi and Mtwara Rural Water Supply Project; and the Southern Highlands Rural Water Supply Project, helped to reshape the rural water supply sub-sector.

The Rapid Water Resources Assessment Study which was carried out in 1994, underscored the need for putting in place an integrated approach to water resources management. This led to the commencement of implementation of the approach in the then priority river basins of Pangani and Rufiji.

The implementation of an integrated water resources approach included a review of the National Water Policy of 1991 that, in turn, led to the National Water Policy, 2002, (NAWAPO). The NAWAPO is believed to have rectified all the previous policy shortfalls and has introduced decentralization of water

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supply management in line with Agenda 21 of the United Nations Environment Meeting held in Rio de Janeiro in 1992, which emphasized the “subsidiarity principle” whereby water resources management should be at the lowest appropriate level.

The most recent report of tracking sector performance entitled “Situation Analysis of the Water Sector in Tanzania” (MoW, September 2006). The report was used by first Joint Water Sector Review (JWSR 2006) as baseline information to establish a common basis for future performance monitoring and priority setting in the sector, based on a mechanism of continuous partnership dialogue between the Government of Tanzania (GoT) and development partners (DPs). 8 key performance indicators (output and outcome) for tracking the progress in Water (and Sanitation) Sub-sectors were suggested and agreed (Table 1). Those indicators were developed to assist the Government to evaluate the progress of water sector towards meeting the MKUKUTA and MDGs targets.

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Table 1: Output and Outcome Indicators for Water (and Sanitation) Sub-sectors

Output indicator Outcome indicatorRural Water Supply Number of water

points built % Household

using improved sources for drinking waterWater Supply % of functional water

points

Sanitation No of people sensitized and trained on sanitation

No of latrines constructed at household level

% HH using improved sanitation

Urban Water Supply No. of connections to

HH No of public water

points (kiosks)

% Household using improved sources for drinking water

Sewerage No HH with connections to sewerage

% HH using improved sanitation


No of latrines constructed at household levels

WRMWater Resources Management

Hydrometric network established.

% functional monitoring stations

Inventory and status of available and potential WR & utilization established by 2010

SchoolsSchools Sanitation Number of sanitation

facilities built in schools

% of schools with adequate sanitation facilities

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1.3 Aims of Sector Performance Reporting

The performance reporting contributes to approve improve decision making management and highlights opportunities for improvements in the delivery of service. Specifically, the water sector performance reporting aims to:

Collate, analyse and synthesise key information on the performance of the sector including operational monitoring, value for money review, financial tracking studies etc. which form the basis for discussion, further analysis and action;

Assess the effectiveness of water and sanitation policies, strategies and plans;

Identify good and poor performance and strengthening mechanism for identifying underlying causes;

Provide credible system for arguing for adequate resources for the sector and for effective and equitable resource allocation; and

Support implementation of sector reforms including improving efficiency, effectiveness and performance.

The use of 8of these agreed set of indicators aims to Link the Water sector to the national framework for the monitoring

and evaluation (M&E) of poverty (Poverty Monitoring System); Ensure that overall sector resources allocation can be matched to

performance targets and subsequently the MKUKUTA and MDG targets; and

Improve the linkages between implementing agencies (UWASAs, LGAs, BWOs and MoW) resources allocations and sector performance.

1.4 Information Sources

Monitoring is a process of systematic collection, analysis and use of data to improve sector performance at all levels of implementation. The monitoring system in the water sector is undertaken by all interested groups and key partners including MoW/WSDP Partners, BWOs, Ministry Executive Agencies, UWSAs, LGAs beneficiary communities, private sector and NGOs.

Tanzania’s Poverty Reduction Strategy Paper (PRSP, 2000) and then MKUKUTA recognized water and sanitation sector as one of the five key sectors together with health, education, agriculture and roads to reduce poverty in Tanzania. A Poverty Monitoring System has been put in place to coordinate the collection of evidence for the welfare of poor people, including access to safe water and sanitation. Sources for this evidence

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include national surveys, census data, Water Sector data bases and routine as well as specific pieces of research and analysis, such as:

The Public Expenditure data from the Ministry of Finance that provide details on the resources allocated to the water sector at different levels of government;

The National Population and Housing Census is a major source of demographic, sanitation and water related data that allows for a high level of disaggregating that is extremely useful for planning purposes. The last census was carried out in 2002;

The Local Government Monitoring Database (LGMP) is major source of information of different sector performance at local levels including water and sanitation

The Tanzania Demographic Health Surveys which are regular national household surveys that focuses on the outcomes of investments as measured amongst others in the actual use of water and sanitation services, and health impacts;

The water utility performance information system recently set up to monitor performance of water utilities in the country by electricity and water regulator (EWURA). The current system is operating for the 19 largest utilities, but is expected to be rolled out to all utilities in the country.

The information system of the Ministry of Water that captures information on projects that are being implemented in the rural water and sanitation sector

The information system of the Ministry of Education that captures information on sanitation in schools.

Small scale surveys and studies undertaken by different stakeholders

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Chapter 2

WATER SECTOR OVERVIEW

2.1 Framework for Sector Development

The general framework for the development in Tanzania is set out in two core policy documents:

The Development Vision 2025 as an overall vision for the long-term social and economic development goals and

The National Strategy for Growth and Reduction of Poverty (NSGRP – MKUKUTA) identifying key areas for poverty reduction.

2.1.1 Tanzania’s Vision 2025

Tanzania’s Vision 2025 which was adopted by the Government in ---- 1998 has the key objective of alleviating poverty by year 2025. For each priority sectors, it provides complementary strategies that focus on poverty alleviation. The target of the Vision for water sector is universal access to safe water by year 2025 through the following strategies:

involvement of the private sector, empowering local government and communities, and promotion of broad based grass root participation in mobilization of

resources, knowledge and experiences, with a view to stimulating initiatives at all levels of society

2.1.2 The National Strategy for Growth and Reduction of Poverty

The National Strategy for Growth and Reducti on of Poverty (NSGRP)1, or Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania (MKUKUTA), is derived from Vision 2025 and the Poverty Reduction Strategy Paper (PRSP, 2000), identifies three clusters for poverty reduction: (I) Growth and Reduction of Income Poverty, (II) Quality of Life and Social well-being and (III) Governance and Accountability.

The relationship between water sector and three MKUKUTA clusters are following:

Cluster I: Growth and reduction of income poverty Sustainable growth calls for the protection of existing water resources

and the development to of new resources because they are vital inputs to the nation's productive sectors.

1 Vice President’s Office - National Strategy for Growth and Reduction of Poverty, 15 January 2005

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Equity. Inequitable and unjust water allocation practices and ill-defined water rights that restrict access to and control over water resources pose a major obstacle to poverty reduction. Planning processes that alienate affected communities from decision making and from sharing benefits of water development projects foster social stratification and limit the prospects of poverty reduction through economic growth.

Cluster II: Improved quality of life and social well-being

Human health. Good water management reduces exposure to waterborne diseases by increasing access to clean water and adequate sanitation; reduces exposure to toxic chemicals by policing the disposal of industrial, mining, and agricultural wastes; and controls vector-borne diseases, such as malaria, by better management of standing water bodies and floodwaters.

Sustainable livelihood. The livelihoods of poor people who depend on land, water, forests, fish, livestock, and biodiversity will be enhanced if they secure reliable access to water resources through well-enforced water allocation and pollution control procedures in which they have had a role.

Security and vulnerability. The poor are particularly vulnerable to floods and droughts since they often live in areas such as floodplains or steep slopes. People's vulnerability to climate variability and resource degradation would be reduced by investing in strategies that limit and control floods and provide water storage for droughts.

Water sector falls under this second pillar of MKUKUTA, for the thrust to improve the quality of life and social well-being. MKUKUTA sets targets for the water sector, which are:

o Increased proportion of rural population with access to clean and safe water from 53% in 2003 to 65% in 2009/10 within 30 minutes of time spent on collection of water;

o Increased proportion of urban population with access to clean and safe water from 73% in 2003 to 90% in 2009/10;

o Increased access to improved sewerage facilities from 17% in 2003 to 30% in 2010 in respective urban areas;

o 100% of schools have adequate sanitary facilities in 2010;o 95% of people have access to basic sanitation by 2010;o Reduced water related environmental pollution levels from 20% in 2003

to 10% in 2010

Cluster III Good Governance and accountability

Empowerment. Helping people to plan and manage their own water resources by ensuring participation in decision-making, creating user organizations, and transferring operations and maintenance responsibilities to the basin level will increase empowerment and promote good governance.

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2.1.3 National Water Policy Aims and ObjectivesThe water sector is governed by National Water Policy (Policy (NAWAPO), which was approved by Government in 2002. The NAWAPO is strongly influenced by national policy instruments that address issues of poverty and economic development such as National Development Vision 2025, Rural, Rural Development Policy (RDP) and Local Government and Public Sector Reforms..

The overall policy objective of the Government for water development and management (water resources management, water supply and sanitation respectively are as follows:

To address cross-sectoral interests in water, watershed management and participatory integrated approaches in water resources planning, development and management;

To lay a foundation for sustainable development and management of water resources in the changing roles of the Government from service provider to that of coordination, policy and guidelines formulation, and regulation;

To ensure full cost recovery in urban areas with considerations for provision of water supply and sanitation services to vulnerable groups through various instruments including lifeline tariffs; and

To ensure full participation of beneficiaries in planning, construction, operation, maintenance, and management of community based domestic water supply schemes in rural areas.

2.2.12.1.4 National Water Sector Development Strategy

The National Water Sector Development Strategy of (NWSDS of 2006 – 2015) has been developed to support re-alignment of the water related aspects of other key sectoral policies (for example, energy, irrigation, industry, mining, and the environment), with the National Water Policy. The Strategy provides the institutional arrangement that defines roles and responsibilities of various actors and hence avoiding duplications and omissions. Further, the institutional framework for water sector underscores separation of service delivery and regulation among various actors and sectors to ensure fair play.

NWSDS provides course of action for prioritized timely and appropriate interventions to address the water sector challenges in the process of achieving MKUKUTA targets by 2010 and the MDG by 2015, and contribute towards achieving the Tanzania Development Vision Targets by 2025. The NWSDS sets out the strategy for NAWAPO implementation and in turn guided the formulation of the Water Sector Development Programme (WSDP).

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2.2.22.1.5 Water Sector Development Programme

A Sector Wide Approach to Planning (SWAP) for the water sector was adopted in year 2006. SWAP provides mechanism whereby Government and Development partners support a single policy and expenditure programme which is under Government leadership and follow a common implementation arrangement. .

The WSDP comprises three sub sector components and one cross cutting component under the SWAP framework

Water Resources Management and Development; Rural Water Supply and Sanitation; Urban Water Supply and Sewerage; and Institutional Strengthening and Capacity Building.

Under the SWAP framework, the funding of WSDP activities has been agreed as follows:

(a) Through Basket Fund contributions provided by Pooled Funding Partners to finance activities set out in the agreed Annual Work Plan and Budget; and

(b) Earmarked Fund contributions provided by Earmarking Funding Partners to finance the specific budget lines in the Annual Work Plan and Budget.

2.1.6 Legal and Regulatory framework

Government policies and the legal framework that impact on management and development of sector are:

a) Water Resources Management

Water Resources Management in Tanzania is governed by: the Water Utilisation (Control and Regulation) Act No. 42 of 1974, as amended by:

(i) Water Utilisation (Control and Regulation) (Amendments) Act No. 10 of 1981;

(ii) Water Laws (Miscellaneous Amendments) Act No.8 of 1997;(iii) Written Laws (Miscellaneous Amendments) Act No.17 of 1989; (iv) Water Laws (Miscellaneous Amendments) Act of 1999, and (v) Regulations issued in 1975, 1994, 1996 and 1997.

Section 8 of the Water Utilization (Control and Regulation) Act No. 42 of 1974 vests all water in the United Republic of Tanzania to the Government.

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The main thrust of the Water Utilizations (Control and Regulation) Act No. 42 of 1974 is related to granting legal rights to the use of water. The Amendment Act No. 10 of 1981 established the Central Water Board (to be replaced with National Water Board in the new institutional framework for water resources management) and Basin Water Boards, respectively. It also introduced pollution control measures, water quality standards, and permissible effluent standards. Amendment No. 17 of 1989 increased the penalties for pollution. The regulations provide for the granting of water rights (1975), and determining user fees for various water uses (1994, 1996). In addition to the statutory legislation, there are customary laws, which have existed in parallel, and international law in respect of trans-boundary waters.

b) Water Supply and Sanitation Services

Legislation related to the water supply and sanitation service includes:The Laws of Tanganyika 1947 – 1950, Cap 281, as amended by:

(i) Waterworks Ordinance, 1949, Cap 281-Supp. 62(ii) Urban Water Supply Act, No. 7 of 1981 (amended by Act No 8 of

1997 or referred to as the DAWASA Act)(iii) Water Laws (Miscellaneous Amendments) Act No. 8 of 1997(iv) Waterworks Regulations, 1997, G.N. 371(v) Waterworks (Water Supply) designated and declared areas,

Rules, 1997, G.N. 369(vi) Operational Guidelines, 1998;(vii) Public Health (Sewerage and Drainage) Ordinance, 1955, Cap

336;(viii) National Investment (Promotion and Protection) Act 1990;(ix) The Energy and Water Utilities Regulatory Act No 11 of 2001;(x) The Local Government Authorities (District Councils) Act, 1982

as amended, 30th June 2000; (xi) The Local Government Authorities (Urban Authorities) Act, 1982

as amended, 30th December 2000.

The most significant legislative instruments are the Waterworks Regulations, 1997 and the Water Laws (Miscellaneous Amendments) Act, No 8 of 1997. Under this legislation, the Minister responsible for water may designate certain areas to become a water supply and sewerage authority, which may be managed as an autonomous body, a public or private company, a water users association, a co-operative society or an NGO. The areas excluded are villages, or minor settlements, which are more than 400 metres from an existing distribution network.

Nineteen Urban Water Supply Authorities (UWSAs) with exception of DAWASA were established in 1998 in accordance with Sect 3 (1) of the Water Works Act No.8 of 1997 requiring the establishment of Autonomous entities in the urban areas to cater for operation and maintenance of water supply and sanitation infrastructure. Regulation of the UWSAs/WSSAs will be carried out by the Energy and Water Utilities Regulatory Authority (EWURA) established under Act 11 of 2001.

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The above mentioned laws and legislations are currently being used to enforce implementation of the water sector functions. However, the existing water laws and legislations are now being reviewed to be in line with the NAWAPO. Once enacted by the parliament, they will replace some of the above legislations. c) Regulatory arrangements for Water Supply and Sanitation Services

Regulation of the commercial WSSAs is done by the Energy and Water Utilities Regulatory Authority, while regulation of the COWSOs is a responsibility of the Ministry responsible for Water, delegated to local authorities. As business plans of WSSAs are required to include performance related contractual arrangements with their Service Providers, WSSAs have responsibility for the management of these contracts and EWURA is not required to separately regulate Service Providers. Regulation of Sewerage services is a responsibility of EWURA and other sanitation services is a responsibility of the Ministry responsible for Health with some powers delegated to Local Governments and other actors.

2.2 Institutional Framework, Roles and/ Responsibilities and Sector Coordination

2.2.1 Institutional Framework, Roles and Responsibilities

The National Water Policy 2002 has prescribed new roles for different players in water resources management and provision of water supply and sanitation services. The policy guide in NAWAPO is based on six key principles:

(i) Sector coordination; (ii) Policy and guideline formulation and regulation; (iii) Regulatory and executive functions;(iv) Balancing consumer representation/participation with economies of

scale; (v) Regulation should be separated from prioritisation and allocation of

capital investment funds; (vi) Autonomous entities to manage water supply and sewerage

services in urban areas; while community organizations to own and manage rural water supply schemes.

The National Water Policy 2002 has prescribed new roles for different players in water resources management and provision of water supply and sanitation services. The policy guide in NAWAPO is based on six key principles: the Government’s role being limited to coordination, policy and guideline formulation and regulation; regulatory and executive functions will be decentralized to the lowest appropriate level, while balancing consumer representation/participation with economies of scale; responsibility for regulation will be separated from prioritisation and allocation of capital investment funds; autonomous entities will be established to manage water supply and sewerage services in urban areas; and community organisations will own and manage water supply schemes.

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Equally important, the institutional framework for water resources management has been streamlined to meet the challenges of effective integrated water resources management. In both cases, roles and responsibilities of different players shall be clearly defined so as to ensure effective participation.

This shift in policy direction calls for adoption of a more effective institutional framework for the provision of water and sanitation services to urban and rural population. Implementation of decentralization is a challenging and complex process. It demands considerable technical and financial resources at national, basin, UWSA and LGA levels. Also, although the policy and overall strategy are clear, stakeholders perceive many risks, both real and imagined. Nevertheless, the MoW has made considerable progress in the decentralisation of water supply and sanitation services delivery.

The role of Central Government, through the Ministry responsible for Water, will be that of co-ordination, support and capacity building, monitoring and quality assurance, policy and guideline formulation, regulation and ensuring that water services are provided to the public. The responsibilities for provision of water supply and sanitation services are be transferred to successor organisations. The LGAs will have the responsibility for public service provision including water and sanitation.

The WRM and WSS institutional frameworks are based on the following principles:

1. Responsibility for the provision of water supply and sanitation services is to be held by local government authorities.

2. Clustering of water supply and sanitation services under the responsibility of adjacent local government authorities is aimed at commercial viability.

3. Legal transfer of assets to water and sanitation entities should be done while ensuring that communities are protected against confiscation and asset stripping.

4. Capital investment financing, and operational support through local government should be separated from regulation and performance monitoring.

5. Tariffs should be linked to performance as part of the regulatory function.6. Water basins should be transformed into autonomous bodies.

2.2.2 Institutional Framework for Water Resources Management

Water Resources ManagementThe institutional framework for water resources management and the main functions and responsibilities of each organisation in the framework is as shown in figure 2.1 and Table 1.

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Figure 1: Proposed Institutional Framework for Water Resources Management

National Water Board

Basin Water Boards

Catchment Water Committees

Sub-catchment Water Committees

Water Users’ Associations

Minister

Legend

District Councils

Water Users

Regional Secretariat

Ministry responsible for Water

Basin Water Offices

Catchment Water Offices

Sub-catchment Water Offices Advisory

Guidance

Plans

Representation

Appeals

Statutory/ Autonomous Bodies

Inter/Multisectoral Advisory Board

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Table 1: Proposed Functional Responsibilities for Water Resources Management

Organisation Functions and ResponsibilitiesMinister responsible for Water

Presents national policy and strategy to the Government.Ensures policies and strategies are implemented.Appoints Chairman and members of Basin Water Boards.Determines appeals from all levels in framework.


Sectoral co-ordination, monitoring and evaluation.Policy development and review, including legislation and financing.Formulates technical standards and WRM guidelines.Co-ordinates trans-boundary water issues.Ensures dam safety.Water Quality Monitoring.Development of water resources of national interest.Co-ordinates data collection and assessment of water resources.Supervises, monitors and evaluates Basin Water Boards.Supervises the Water Resources Institute. (Agency).Supervises the Drilling and Dam Construction Agency.

National Water Board Advises the Minister on:- Integration of inter-sectoral planning.- Co-ordination of basin planning and management.- inter-sectoral / inter-basin conflicts.- investment priorities and financing patterns.- interbasin water transfer- transboundary water resources management

Basin Water Boards Data collection, processing and analysis for WRM monitoring and resource assessment.Co-ordinates technical aspects of trans-boundary issues in the basin.Co-ordinate and approve basin WRM planning / budgets.Approve, issue and revoke water use and discharge permits.Enforce water use permits and pollution control measures.Co-operate between sectors at the local level.Resolve conflicts and co-ordinate stakeholders.Integrate district plans

Catchment / Sub-catchment Water Committees

Coordination of catchment/sub-catchment integrated water resources management and planning.Resolution of water resources conflicts in the catchment/sub-catchment, and other delegated responsibilities from Basin Water Board.

Water User Associations Manage allocation of water resources at local level.Manage equitable allocation of resources during drought.Mediate in local disputes.

Regional Secretariat Representation on Basin Water Boards.District Councils Representation on Basin Water Boards.

Representation on Catchment Committees.Formulate and enforce bylawsPromote efficient water utilisationPreparation of district plans

Source: Draft National Water Sector Development Strategy

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2.2.3 Institutional Framework for Water Supply and Sanitation

With the role of Government, through the Ministry responsible for Water, changing to that of co-ordination, policy and guideline formulation, and regulation, current responsibilities for the provision of water supply, sewerage and sanitation services are to be transferred to successor organisations as narrated here under.

Under the Local Government Reform Policy, local governments have the responsibility for public service provision including water; local authority staff will be de-linked from their respective ministries; and line ministries will change their role into policy making, support and capacity building, monitoring and quality assurance, and regulation.

a) Institutions and Their Status

The institutions for provision of water supply and sewerage services are of two types: Water Supply and Sewerage Authorities (WSSAs); and Community Owned Water Supply Organisations (COWSOs). Regulation of the commercial WSSAs will be byis done by the Energy and Water Utilities Regulatory Authority, while regulation of the COWSOs will be byis a responsibility of the Ministry responsible for Water, delegated to local authorities.

As business plans of WSSAs will beare required to include performance related contractual arrangements with their Service Providers, WSSAs will have responsibility for the management of these contracts and EWURA will is not be required to separately regulate Service Providers.

b) Functions and Responsibilities of Institutions

The main functions and responsibilities of each organisation in the institutional framework are as shown in the table below.

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Figure 2: Proposed Institutional Framework for Water Supply and Sanitation

Source: Draft National Water Sector Development Strategy

Legend

Municipal Councils

Ministry responsible for

Water

Water Supply and Sewerage

Authorities(inc. DAWASA)

Community Owned Water

Supply Organisations

Village Councils


s

CONSUMERS

Decentralised Responsibility

Representation

Service Responsibility

Regulation and Monitoring

Technical Guidance and Co-ordination

Support, Supervision and Monitoring

Performance Contracts

Statutory/Autonomous Bodies

Prime Minister’s Office - Regional Administration and Local

Government

Service Providers(public, private, NGOs, CBOs,

WCAs)

Energy and Water Utilities

Regulatory Authority

District Councils

Service Providers(private, NGOs, CBOs, WCAs)

Ministry responsible for

Health

Minister

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Table 2: Proposed Functional Responsibilities for Water Supply, Sewerage and Sanitation

Organisation Functions and ResponsibilitiesMinister responsible for Water

presents national sector policy and strategy to Government; ensures policies and strategies are implemented; appoints chairman and members of the WSSAs boards; and appoints chairman and members of the EWURA board


policy and strategy development; advises EWURA in formulation of technical guidelines and

standards; co-ordinates planning for projects of national importance; secures finance for projects of national importance; monitors service performance and regulate COWSOs; provides technical guidance to Councils; monitors technical performance of WSSAs and DAWASA; provides technical support, guidance and monitor major capital

works to WSSAs; and coordinates and monitor WSSAs plans.

Water Supply and Sewerage Authorities

own, manage and develop water supply and sewerage assets; prepare business plans to provide water supply and sewerage

services, including capital investment plans; secure finance for capital investment, and relevant subsidies; contract and manage Service Providers; and provide services not contracted out.

Service Providers

provide water supply and sewerage services in accordance with contractual requirements;

collect revenues for services; Construction of water sector infrastructures; Provide Consultancy services; Supply of goods; and Training of communities in water related aspects.

Community Owned Water Supply Organisations

own and manage water supply assets; operate and maintain water supply assets; determine consumer tariffs; collect revenue for the provision of services; and contract and manage Service Providers.

Energy and Water Utilities Regulatory Authority

approves business plans of WSSAs; issues operating licences to WSSAs; approves service tariffs; publishes technical guidelines and standards; monitors water quality and service performance of WSSAs; and collects and publishes comparative performance data.

Prime Minister’s Office - Regional Administration and Local Government

co-ordinates planning of projects from local government authorities;

co-ordinates local government authority budgets; and co-ordinates capacity building for local government authorities.


representation on WSSA Boards; provides technical advice and support to local government

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Organisation Functions and Responsibilitiesauthorities; and

supervises and monitors local government authorities.City, Municipal, Towns and District Councils

provide representation on WSSA Boards; co-ordinate WSSA plans within Council plans; delegate performance monitoring and regulation of COWSOs; delegate technical performance monitoring of WSSAs; provide and/or promote on-site sanitation; and formulate by-laws concerning water supply and sanitation.

Village Councils promote establishment of COWSOs; provide representation on COWSO management body; co-ordinate COWSO budgets within Council Budgets; resolve conflicts within and between communities; and formulate by-laws concerning water supply and sanitation.

Ministry responsible for Health

develops policy, guidelines and strategies for sanitation; provides technical assistance to councils for sanitation; prepares Acts, Regulations and Standards for sanitation; and monitors, regulates and provides support and advice to councils

and other stakeholders on sanitation issues.

2.2.4 Summary of Roles and Responsibilities Summarized

In a nutshell, the general roles and responsibilities can be summarized in the box 1 below;-

Box 2.1: Summary of Roles and Responsibilities of Actors in the Water Sector

Who is planning for the water sector?

Ministry of Water (MoW) has the overall responsibility for planning and budgeting in the water sector. The ministry’s new functions comprise the development of policies and strategies, coordination of the planning and the securing of funding for projects of national importance. With regard to water resource management, MoW will ensure sector coordination, policy development and financing. The elaboration of budget proposals funded through the Ministry lies either directly with the MoW, while it needs to be consulted for the water-related components of the decentralized budgets.

Ministry of Finance is responsible for the overall planning and budgeting in context of the budget process and the Medium-Term Expenditure Framework.

Prime Minister’s Office – Regional Administration and Local Government will beis involved in coordinating the planning of projects from local government authorities through Regional Secretariats.

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Ministry of Education and Ministry of Health are responsible for hygiene promotion and sanitation in primary schools and households respectively

Ministry of Agriculture and Food Security, Ministry of Industry and Trade and the Ministry of Energy and Minerals are all involved in the use of water resources and their efficient use for respectively irrigation, industrial water use and power generation.

Ministry of Natural Resources and Tourism through its Department of Forestry is involved in the protection of water resources.Local Government Authorities (municipal and district councils) are responsible for the coordination of the physical planning with the water supply and sanitation authorities and for coordinating the WSSA budgets within the council budgets.

Water Supply and Sanitation Authorities own,own, manage and develop water supply and sewerage infrastructure. They are responsible for preparing business plans to provide these services.

Community Owned Water Supply Organizations own and manage water supply infrastructure and are responsible for their operation and maintenance.

Basin Water Offices are responsible for the coordination and approval of basin water resource management planning and budgets.

Source: Susanne Hesselbarth and Prof. Damas A. Mashauri, Situational Analysis of the Water Sector in Tanzania, Draft Final Report, August 2006

Apart from ministries involved in the water sector, local government authorities, water supply and sanitation providers (i.e, water supply and sanitation authorities and community-owned water supply organizations), private sector and non-government organizations, the sector also will include a new set of stakeholders, such as the National Water Board, Basin Water Boards, Catchments Water Committees and Water User Associations or Groups.

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2.2.5 Sector Coordination

Based on the principles of Partnership Framework Memorandum and the Joint Assistance Strategy (JAS) between the Government, and the development partners (DPs) in respect to five-year General Budget Support for MKUKUTA implementation.

The structure for the water sector dialogue is based on a High Level Forum, a Joint Water Sector Review, the Water Sector (Working Group) and several four Thematic Technical Working Groups. Each has a specific role with regard to M&E of water sector developments, including the WSDP. The functions of each group are illustrated in Figure 9.13 below.

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Figure 9.13: Water Sector Dialogue Structure

a) The Annual Joint Water Sector Review

The Annual Joint Water Sector Review is a high-level forum which debates policy choices, guides and the effectiveness of spending resources expenditures, monitors performance, assess strategies, and facilitatefacilitates assessment of strategies, plans and funding decisions on financing. The detailed work of the Annual Joint Sector Reviews include assessments of the performance in the sector over the previous year using an agreed upon performance framework and then set targets for performance for the next year. The inputs into the Joint Sector Review from monitoring and evaluation of the sector performance and their impact on the following year’s activities and targets are illustrated in It meets annually and comprises of Permanent Secretaries as well as senior representatives from all key stakeholders. The High Level Forum is convened by the Permanent Secretary of the Ministry of Water.

22

b) The Water Sector Working Group

The Water Sector Working Group, which meets quarterly, is in charge of monitoring progress, debating challenges to progress and consulting on decisions. It is chaired by the Permanent Secretary (PS) for Water and brings together technical representatives of DPs, key stakeholder sector ministries and non-state actors on a quarterly basis.

c) The Thematic Working Groups (TWGs

The current four Thematic Working Groups (TWGs) are defined around core thematic issues such as Planning and Financing, Performance Monitoring, Institutional Development and Capacity Building and Sanitation and Hygiene., The purpose of the TWGs is to convene stakeholders with technical expertise (including government, DPsS, civil society and private sector) to 1) plan and implement sector priorities and 2) to review and report on progress to the Water Sector Working Group. The key tasks/functions are:

(i) To prepare inputs to feed in at key points in the budget cycle (preparation of budget, budget guidelines)

(ii) To plan and implement agreed actions/undertakings that arise from the sector dialogue and review process

(iii) To monitor progress on key actions/undertakings and to take corresponding action

(iv) To advice on give policy issues within advice within the technical area covered by the thematic Working Group

(v)To share information on progress and policy choices

(vi) To interface between the sector and other key national processes/institutions (PRBS review, Local Government Reform, Public Sector Reform, Cluster Groups, PER process, Poverty Monitoring Group etc.)

The TWGs meets bi-monthly, or as convened by the chair under the leadership of MoW Directors.

The Annual Joint Sector Reviews include assessments of the performance in the sector over the previous year using an agreed upon performance framework and then set targets for performance for the next year. The inputs into the Joint Sector Review from monitoring and evaluation of the

23

sector performance and their impact on the following year’s activities and targets are illustrated in Figure 9.2.

Figure 9.2: Sector Information Flow

The The Joint Assistance Strategy (JAS) itself incorporates a framework for M&E which has two major components: one component that deals with annual reports to be prepared by GoT, development partners and “non-state actors” using a JAS monitoring Performance Assessment Framework matrix (PAF) as well as comprehensive mid-term and final review reports; and another component that deals with reports to be prepared by an Independent Monitoring Group, specifically a mid-term and final assessment of JAS with a view to facilitating mutual accountability.

The WSDP M&E framework takes into account the information needs of the JAS so that a coordinated effort of information collection and dissemination is optimised.

In addition to M&E requirements associated with the JAS, it is recognised that different development partners for the WSDP will also have their own specific M&E requirements. Every effort will be made to integrate the proposed M&E framework and data gathering/dissemination systems into the M&E structures of development partners to avoid unnecessary duplication of effort.

A major tool for sector coordination is the Sector Working Group that brings together the Government (senior representatives from PMO-RALG, Ministry of Health and Social Welfare (MoHSW), MoW, Ministry of Finance (MoF), Community development, Gender and Children Affairs (MCDGCA), Ministry of Education and Vocational Training) and its key development partners and civil society organizations. The Permanent Secretary of the Ministry of Water chairs the WSWG. The annual Joint Water Sector Review was conducted during September 2006, with a purpose of establishing a common basis for future performance monitoring and priority setting in the water sector.

24

Figure 2.14: JWSR process

2.2.6Funding Sources

Sustainable implementation of the water sector strategy development programme and other reforms in the sector requires stable planning and financing, stable financial mechanisms and availability of adequate funds for capital investments, for infrastructure expansion, rehabilitation and water resources management. This also requires appropriate channelling of the resources to the prioritised needs. The Water Sector needs to recapitalize and affirm more commitments from its sources of funds, which include the GoT, development partners, NGOs, user fees, revenue from WSS services, community contributions, private sector investments, and other contributions from individuals and institutional stakeholders. Implementation of the WSDP requires an increased resource base with the aim of meeting both MDG and MKUKUTA targets with ultimate reduction of poverty levels among the population.

Joint Sector Review

Stakeholder Meetings

(September)

Conclusions and Recommendations

Inform the PRBS Review (and triggers) & indicators

for coming year

Water S ector Working Group

Thematic Working Grou p

A

Input A: Sector Performance Report

Input B: Progress reports on

recommendations from previous year

Budget and resource allocation decisions

(input to BGL)

Thematic Working Group

B

Thematic Working Group

C

Input C: On a specific theme/issue

Input D: PER/Analysis of budget & resource allocation

Feeds into MKUKUTA annual review

Set benchmarks/targets for the coming year

Joint Water Sector Review

Agreement on future under takings

ThematicWorking Group

D

25

Chapter 3

STATUS OF IMPLEMENTATION OF 2006 JWSR UNDERTAKINGS

3.1 Introduction

The 2006/2007 JWSR identified seven (7) Undertakings which were considered as relevant actions to be taken by MoW and other stakeholders for the water sector to move towards SWAP as well as putting the foundation for implementation of Water Sector Development Programme. These are:

(i) Operationalise the NWSDS, WSDP and the Basket Fund, and facilitate approval of Water Legislation.

(ii) Operationalise mechanisms by which funds will be channelled from MoF to implementing authorities and agencies

(iii) Reflect the financial requirements of the WSDP in the budget for 2007/2008 and MTEF projections for subsequent FYs

(iv) Secure full funding of the WSDP (up to 2010) from domestic and foreign resources, and/or prioritize interventions according to resources availability.

(v) To put in place mechanisms to ensure agreed output and outcome indicators in the performance monitoring framework can be regularly measured including establishing baseline information

(vi) Implement proposed sector dialogue mechanism, including the establishment of MoW dialogue and coordination team, water sector working group and thematic working groups

(vii) Initiate immediate sensitization and training for staff of the implementing agencies (LGAs, BWOs, UWSAs and Executive Agencies) in issues related to new roles and responsibilities as well as new funding arrangements

Implementation status on each undertaking is presented under different thematic areas as follows:

3.2 Planning and Financing

The 2006/2007 JWSR identified seven (7) Undertakings which were considered as relevant actions to be taken by MoW and other stakeholders for the water sector to move towards SWAP as well as putting the foundation for implementation of Water Sector Development Programme.

Out of the sevenThe undertakings of the 2006 JWSR those relevant to Planning and Financing Thematic Working Group are:

26

(viii) Operationalise the NWSDS, WSDP and the Basket Fund, and facilitate approval of Water Legislation.

(ix) Operationalise mechanisms by which funds will be channeledchannelled from MoF to implementing authorities and agencies

(x)Reflect the financial requirements of the WSDP in the budget for 2007/2008 and MTEF projections for subsequent FYs

(xi) Secure full funding of the WSDP (up to 2010) from domestic and foreign resources, and/or prioritize interventions according to resources availability.

3.1 Operationalization of Planning and Financing TWG.

The Planning and Financing TWG has so far convened seven times and once extraordinarily trying to fulfill the tasks that had been assigned to the group during the last years’ JWSR meeting.

This chapter therefore mostly is structured to address the following significant issues:-

Provides the status report patterning to financing and planning issues of the water sector based on identified 2006 JWSR undertakings.

Provides the status report on matters arising of all six TWGs and three

WSWGs meeting as tasks/ assignments relevant to Planning and Financing TWG.

3.22.1 Status Ofof Implementation Of of The the Assignments/Tasks

Tasks/ assignments of Planning and Financing TWGo Review the current planning mechanism and suggest improvementso Review current financing mechanisms and suggest improvementso Discuss and follow-up on projects, programmes and initiatives related to

sector reforms, development and investmentso Analyse budget guidelines, budget performance against development targetso Analyse public expenditures against budget plans, sector targets and agreed

prioritieso Analyse DPs planned and actual contributions and approaches against

agreed strategies and planso Prepare documentation for the WSWG and the JWSR and suggest

27

The Planning and Financing TWG has so far convened seven times and once extraordinarily trying to fulfill the tasks that had been assigned to the group during the last years’ JWSR meeting.

Put into operation the NWSDS, WSDP and the Basket Fund, and facilitate approval of Water Legislation.

(i) Status on the NWSDS, WSDP, the Basket Fund, and Water Legislation.

Put into operation the NWSDS

The approval process of NWSDS started by MoWhas already been submitting submitted and discussing the document atto the Cabinet Secretariat, and to thediscussed at the Inter-Ministerial Technical Committee (IMTC),. The NWSDS was endorsed by Cabinet Secretariat but IMTC raised the concern on the proposed institutional arrangement for the water resourcesnow it is awaiting endorsement by the Cabinet,.

WSDP was adopted by the Government and stakeholders after fulfilling all the effectiveness conditions agreed by partners (see table 3), now under implementation,

Two donors have agreed to contribute to the basket fund so far, Revised water laws will be presented to the parliament for first reading

by January/February 2008Questioning the mandate and responsibilities assigned to the proposed National Water Board. Internal consultation regarding the institutional set up of water resources sub-sector has been intensively discussed and agreed by MoW. It was agreed that the National Water Board should be an advisory board rather than executive board.

The revised NWSDS document is now ready for submission to the Cabinet for approval.

(ii) Finalization of the Proposed water Law and submit to the Parliament for enacting The Ministry is currently making a lot of efforts to make sure that the proposed water Law is submitted to the parliament for enacting early in 2008.

The actions to accomplish tasks are as followingo MoW with consultant support is now harmonizing legislation with NWSDS (Mile stone :

Second week of October 2007);o Hold internal consultations (Seek MoW Management approval) (Mile stone: Third week of

October 2007);o Hold stakeholders workshop (Mile stone: Fourth week of October 2007);o Submission a draft legislation to the Parliamentary Draftsman – Ministry of Justice (Mile

stone: November 2007); and 28

(iii) Put into operation the WSDP and the Basket Fund

Various activities had to be performed including the fulfilment of 5 effeteness conditions as agreed during DPs and Government negotiations which took place on 28-29 November 2007 as well as to perform preconditions such as opening special holding accounts for depositing DP’s funds. The status is as follows: (a) AllThe 5 effectiveness conditions to operationalisefulfilled by the government for implementation of the WSDP have been fulfilled by MoW as followingare shown in table 3 below:

Table No 3: Effective conditions and status of fulfilment

No.

CONDITION STATUS

1. MoW has adopted a Program Implementation Manual in form and substance satisfactory to IDA and other development partners.

PIM document attached with 7 Volumes and 14 Annexes have been finalized and circulated to stakeholders.

2. MoW has signed the MoU with at least three development partners

The MoU has been signed by the Government and three DPs: IDA, AFD (French ) and KfW (Germany)

3. MoW has entered into a Financial Resources Utilization Agreement that is satisfactory to IDA and other development partners with category A and B UWSAs as well as BWOs.

MoW has entered into a Financial Resources Utilization Agreement (FRUA) with 20 Categories A and B UWSAs including DAWASA and all 9 Basin Water Offices (BWOs) The duly signed FRUAs are satisfactory to IDA

4. MoW provide evidence that each of the qualifying LGAs have entered into a Participation Agreement (PA) with PMO – RALG for the first year of Project implementation that is satisfactory to IDA

LGAs have entered into a Participation Agreement (PA) with PMO – RALG. The duly signed PA from all 121 LGAs have been submitted and are satisfactory to IDA.

5. Operational Guidelines for BWOs issued and approved by MoW management along with explicit MoUs entered into between MoW and BWO

The Operational Guidelines were approved by MoW Management and issued to all 9 BWOs.

The MoU satisfactory to IDA has been signed between MoW and BWOs

Due to that,In facilitating implementation of the WSDP, three separate special holding accounts had have been opened by Ministry of Finance at Bank of Tanzania:

Water sector Basket – Account No. 9931206361 – The holding account at BoT for depositing WSDP implementation fund from IDA and KfW/Netherlands

AFD - WSDP Account No. 9931206371 - The holding account at BoT for depositing WSDP implementation fund from AFD (French).

AfDB – WSDP Account No: 9931206331 - The holding account at BoT for depositing WSDP implementation fund from Africa Development Bank (AfDB)

29

The funds from AFD and AfDB are earmarked to financing specific activities of WSDP.

ii) Operationalise Status on mechanisms by which funds will beof channelled channelling WSDP funds from MoF to implementing authorities and agencies

According to The Programme Appraisal Document and (PAD) and Programme Implementation Manual (PIM) direct the WSDP funds will be to be channelled from Ministry of Finance directly to the implementing Agencies. The implementing agencies including; LGAses LGAs, Urban Urban Water Supply and Sewerage Authorities, Basin Water Offices/Boards, MoW and its Executive Agencies.

The MoW has officially requested the Ministry of Finance to has already created Sub-Item numbers in Government Financial Statistics (GFS – Classification), which will facilitate the WSDP funds transferred directly to the implementing agencies. specific to UWSAs and BWOs. The newly created Sub-items in GFS are::

280593-Water Basin Boards 280609- Urban water Authorities

iii) Status on Reflecting the financial requirements of the WSDP in the budget for 2007/2008 and MTEF projections for subsequent FYs

WSDP not mentioned in Budget Guideline for 2007/2008, as if it’s importance was not recognised. Although the WSDP was not mentioned in Budget Guidelines but the Government recognises its importance to the National economy especially in the attainment of MKUKUTA targets. WSDP is one of prioritised agenda to the Government, from that ground the President of the United Republic of Tanzania, H.E. Jakaya Mrisho Kikwete has strived to inaugurate WSDP on 22nd March 2007 during Maji Week climax.WSDP is one of prioritised agenda to the Government, due to this fact, funding levels for development activities have increased considerably from 168,873,127,000 during 2006/2007 to 294,924,017,600, which is around 43% increase of financial allocation to the sector reflected in the government budget.

iv) Status on securing full funding of the WSDP (up to 2010) from domestic and foreign resources, and/or prioritize interventions according to resources availability.

30

Government Negotiations with various partners underway

The narrative statement in Budget Guideline which says the UWSAs and BWOs will be under Local Government Authorities. The statement is against the WSDP implementation arrangement in which UWSAs and BWOs are supposed to be implementing entities and getting funds direct from MoF. However, the policy of Decentralization by Devolution should not be generalised to every activity. From that ground and according to Water Sector Policy (Water Policy of 2002), and based on legislations used to establish UWSAs and Basin Water Boards, the entities should be autonomous.

(iv) Quarterly requirement of funds for FY 2007/2008 be submitted

to DPs:

It was agreed that the Ministry of Water has to detail out the quarterly resources requirement based on approved plans and budget for FY 2007/2008. The calculation will be used by DPs who are contributing to the Basket Account at BoT to make first six month disbursement. The work plan detailing out quarterly resources requirement and calculation of first quarter requirement were prepared and submitted to the fifth Planning and Financing TWG meeting for endorsement. This was followed by a more detailed calculation which was submitted to the MoF copied to World Bank requesting the release of Tsh. 6,303,190,000/= from the WSDP Basket account according to action and cash flow plans prepared by MoW for implementing 2007/2008 WSDP activities. To date no funds have been released by MoF to WSDP implementing agencies. 2.2 Procedures of on-going projects to access Basket funds.The existence of WSDP and busket funds has caused some queries on the modalities of enabling the on going projects to access WSDP funds. The concern was raised to projects which were directly funded by DPs but now the policy of financing has changed (The case of KfW starting contributing to the Basket from FY 2007/2008 and not direct to the individual projects). The focus is to complete the on-gong works which are already contracted out to the consultants and contractors without necessarily repeating procurement process according to WSDP procedures.

In the subsequent meetings between MoW and DPs which followed after the issue was raised it was concluded as follows:-

The project activities which were formally funded by KfW/GoT funds can continue with implementation until completion by using WSDP basket funds in the following modality:-

31

2.3 Re - Procurement of Technical Service Provider (TSP) and Facilitation Service Providers (FSP).

It was decided that MoW has to repeat the procurement of TSP and FSP according to WSDP procurement procedures after it was revealed that the previous procurement procedure did not fulfill the WB requirements.

MoW and DPs greed that procurement for TSP and FSP should start afresh according WSDP procedures.

Considering that MoW had already prepared a proposal for the procurement of TSP and FSP by suggesting a combination of the two consultancy activities. The proposal also suggests that procurement should be at LGA level. Combining the procurement of FSP and TSP- considerations have been made to ensure sustainability by separating the contracts defining the qualifications for each category.The proposals have already been submitted to the WB for clearance.

3.3 Performance Monitoring

3.3.1 Undertaking and Tasks assigned

The JWSR meeting developed and assigned seven undertakings to the Water Sector Working Group (WSWG). The WSWG developed tasks from the undertakings and assigned them to respective Thematic Working Groups to

The agreed modality of financing ongoing projects Prepare an addendum to the existing contracts for review, and

negotiation with contractors/consultants. The proposals should be forwarded to MoW and approved by respective TWG. To date MoW has received proposal for Songea Urban Project which was formally financed by KfW. The funds amounting Tshs. 2.6 billion are requested from the WSDP Basket Fund.

For the rest of the on-going projects, the procurement procedures under WSDP should be followed.

32

track progress of the sector against the set targets. The undertaking assigned to Performance Monitoring Thematic Working Group is; “To put in place mechanisms to ensure agreed output and outcome indicators in the performance monitoring framework can be regularly measured including establishing baseline information”. Pertaining to this undertaking, tasks assigned to this working group included:

i) The Performance Monitoring Thematic Working Group was assigned the following are tasks:

Review currently applied performance indicatorsii) Review and define the system of input, output, outcome and impact

indicatorsiii) Suggest improvements to current data monitoring and evaluation systemiv) Develop and/or improve performance assessment frameworkv) Assess sector performance on a regular basisvi) Prepare documentation for the WSWG and JWSRvii) Suggest actions/undertakings for improvement and,viii) Assist in the benchmarking system for sector performance.

3.23.2 Approved Performance Iindicators

The Water sector Group gave an overview of the overall development target andhave so far adopted ten output and six outcome indicators to be monitored in the three sub- sectors (see table XX 4 below). The lack of agreed definitions of indicators i.e “Access”, “Coverage”, “Improved Sources”, as well as standards and lack of accurate data at the required time were identified as key issues for performance monitoring. The definition of indicators, assessment of the existing data sources, and the collection of baseline data were issues addressed in this year.

Table 4: Output and Outcome Indicators for Water (and Sanitation) Sub-sectors

Table XX. Output and Outcome Indicators for Water (and Sanitation) Sub-sectors

Output indicator Outcome indicatorRural Water Supply

Number of water points built


Water Supply

% of functional water points

33


% HH using toilet facilities

Urban Water Supply

No. of connections to HH No of public water points

(kiosks)


Sewerage No HH with connections to sewerage




Hydrometric network established.



SchoolsSchools Sanitation

Number of sanitation facilities built in schools


3.3.3 Progress towards operationalizing the performance monitoring framework

3.2.3.1a) Definitions

One of the tasks of the TWG was to review and defineDefinitions of the indicators so that there is a common understanding across the sector actors was one of the important tasks implemented during 2006/2007. Apart from a few indicators, the definitions of indicators were deemed self-explanatory. In particular, the TWG elaborated on the definitions of 1) improved sources for drinking water and , and 2) adequate sanitation facilities are elaborated here under.

i) Definition of improved sources for drinking water

In the meantime, the Water Sector Working Group has approved the following definition of improved sources for drinking water, as proposed by the TWG.

A rural household is deemed to use improved sources for drinking water if all of the following criteria are met: Type of source: household connection, public standpipe, borehole,

protected dug well, protected spring, or rain water harvesting. The collection time on average does not exceed 30 minutes (go, wait,

collect and return)

34

An urban household is deemed to use improved sources for drinking water if all of the following criteria are met: Type of source: household connection2 or public standpipe. The collection time on average does not exceed 30 minutes (go, wait,

collect and return) Water is provided by aservice provider acting within the regulatory

framework, (which is assumed to cover the important criteria of water quality and tarriffs/affordability)

Collection time of less than 30 minutes implicitly captures distance to the source. The timing requirement does not only include distance, but also waiting and collecting time at the collection point, and the health condition of the person collecting the water.

b) Definition of adequate sanitation facilities

Previously applied definitions of adequate sanitation facilities were too broad. The Population and Housing Census of 2002 estimated the use of sanitation facilities in rural areas at 89 percent, essentially assuming that all those with a sanitation facility have access to an adequate facility. However, spot checks in different districts have found that the majority of sanitation facilities are not adequate in that they are unable to separate excreta – thus failing its major purpose. There is a thus a need to adjust the definition of sanitation to ensure that it better captures the quality of the facility.

The Sanitation and Hygiene Technical Working Group conducted a study identifying the existing definitions of sanitation. The study found nine different definitions being used by stakeholders. The proposed definition of an adequate sanitation facility is one that separates people from excreta meaning that it is:

i). a well designed latrine/toilet; ii). affords safe disposal and protects water sources; iii). inhibits transmission of feacalfaecal contaminants by flies; iv). has hand washing facilities in it or annexed to it; v). easily accessible all seasons; andvi). used by owners without any psychological depression.

3.2.3.23.3.4 Existing data sources and ways of improvement

The established output and outcome indicators cover the entire water sector. Monitoring the performance of these indicators therefore requires drawing 2 Household connections are improved sources only for registered users. Neighbourhood sales are not considered as “use of improved sources”.

35

information/data from several sources. In this year, the TWG has assessed the existing data sources at various institutions, and explored ways to harmonize the databases and surveys. The existing data sources include:

a) National Bureau of Statistics (NBS):

The National Bureau of Statistics conducts a number of surveys, which can provide useful information for monitoring some of the outcome indicators. These include the Population and Housing Census, Demographic and Health Survey (DHS), Household Budget Survey (HBS), Household Expenditure Survey (HES), HIV/AIDS Indicator Survey, and Integrated Labour Force Survey (ILFS), which are periodically done.

The previous surveys did not reflect the definitions of the approved indicators for monitoring the water sector, meaning that historic data from NBS surveys could not be used to establish baselines. Therefore, the TWG initiated discussions with NBS on how to improve the questionnaires for future surveys in order to facilitate monitoring of some of the approved outcome indicators. The HIV/AIDS Indicator Survey, which will be conducted beginning October 2007, will be the first survey to include water and sanitation questions proposed by the TWG. Other future surveys will be carried out as shown in table XX5.

Table XX5. The sequence of Surveys and Censuses (2007 – 2015)

Financial year beginning July

2007

2008

2009

2010

2011

2012

2013

2014

2015

HOUSEHOLD SURVEYSPopulation and Housing Census Integrated Labour Force Survey (ILFS) Household Budget Survey (HBS) Household Expenditure Survey (HES) Demographic and Health Survey (DHS) HIV/AIDS Indicator Survey

= Surveys funded by GOT (core statistics) = Surveys partly funded by donors or through Censuses & Surveys TWG> = Survey process extended over more than a year

36

CHECK ORIGINAL TABLE FOR COLORS/KEY

b) Ministry of Water Databases

(i) Water resources database:

There are current data from only two basins—Pangani and Rufiji Basins—in the form of HYDATA. Data collection and analysis in the remaining seven basins is done manually. The WSDP has included in its FY 2007/2008 plans to have water quality and groundwater data collection in all basins using modern techniques like HYDATA.

(ii) Community water supply databases:

There are currently two databases for community water supply at the Ministry of Water: the Rural Water Supply Database (supported by GTZ) and the MIS (funded by the World Bank). Both systems are not yet fully operational. In addition, Water Aid has undertaken efforts to develop Water Point Mapping. A sub-committee of the TWG is currently looking into ways of harmonizing the three databases.

(iii) Commercial water supply database:

The Water Utilities Information System (MajIs) has been developed in 2006 and implemented at the Ministry of Water, Energy and Water Utilities Regulatory Authority (EWURA), 19 UWSAs (regional centres) and DAWASA/DAWASCO. The system provides information on the output indicators for water and sewerage as well as a proxy for the outcome indicators on water. The data collection is done on a monthly and annual basis. Regular analysis and inspections by EWURA will ensure that the data submitted is accurate.

The Ministry and EWURA are currently preparing a rapid assessment for the remaining 106 small and medium towns. This rapid assessment will provide information on some of the output and outcome indicators. It is expected that in the future, an increasing number of small and medium towns will be reporting through the MajIs database.

37

(iv) Ministry Statistical database:

The Ministry Statistical database is based in The Policy and Planning Division and used to store statistical information/data of the Ministry in general. Currently it is not functioning.

c) Local Government Monitoring Database:

At PMO-RALG there is a Local Government Monitoring Database (LGMD) tracking the following water indicators:

Number of public water supply points in the district, Number of non-function water supply points in the district, Number of improved (piped + protected) water supply points in

the district, and and

(iv) Number of households within 400m of improved water supply points.

The PMO-RALG administration accepted to incorporate indicators which were approved by the water sector meeting. The indicators added to their LGMD system are:

% Percentage of functioning water points. Number of people sensitized and trained on sanitation, and Number of sanitation facilities built in school.

Data collection mechanisms used by PMO-RALG

LGMD has data collection forms for each sector indicators which are being distributed to head of departments in all LGAs. These heads are responsible for data collection through ward and village executive officers. After data collection, the filled forms are handled over to in-charge of LGMD at district level. The region LGMD officer collects all forms from their respective districts and submits to PMO-RALG. After reviewing this mechanism, PMO-RALG suggested that the MOW can use the LGMD in charge at regional level to compile water sector indicators from LGAs.

The LGMD Database is designed to produce annually reports while the water sector development programme reporting schedule is designed quarterly.

38

Therefore PMO- RALG promised to collaborate with the MoW to get quarterly reporting system through the LGMD in-charge at the Regional level. d) Ministry of Education database:

The Education Management Information System (MIS) database do not incorporated any other sanitation indicator related to school sanitation except number of latrine holes. Form has now been improved to incorporate sanitation as well as water supply indicators atindicators at schools adopted by the MoW.

e) Ministry of Health database:

Health Management Information System (HMIS) is in the planning department. HMIS captures data on latrines only, but currently efforts are underway to incorporate additional sanitation indicators. This will be implemented after internal consultation with Environmental and Hygiene Section. At this point the section will communicate with MoW to incorporate sanitation indicators adopted by the sector.

The TWG is facilitating the sharing of information from all databases, monitoring expansions of and improvements to the databases, and advising accordingly.

The following tableTable 6 below shows the indicators and relevant sources of data for indicators.

Table 6. Relevant Sources of Data for Output and Outcome Indicators

Table XX. Output and Outcome Indicators for Water (and Sanitation) Sub-sectors

Output indicator Source of data

Outcome indicator Source of data

Rural Water Supply

Number of water points built

Community water supply database and LGMD


NBS (Census, HBS, DHS)

Water Supply

% of functional water points


Sanitation

No of people sensitized and trained on sanitation



NBS (Census, HBS, DHS)

Urban

39

Water Supply

No. of connections to HH

MajIs % Household using improved sources for drinking water

MajIs data, to be validated by NBS data (Census, HBS, DHS)*

No of public water points (kiosks)

MajIs

Sewerage

No HH with connections to sewerage

MajIs % HH using toilet facilities

NBS (Census, HBS, DHS)*

Sanitation

No of people sensitized and trained on sanitation

LGMD


Hydrometric network established

Water resources database


MoW


Water resources database

SchoolsSchools Sanitation

Number of sanitation facilities built in schools

LGMD and Ministry of Education databases?


LGMD and Ministry of Education databases?

* A baseline study in the service areas of the 19 UWSAs will be conducted to establish a first baseline for the urban outcome indicators.

3.3.5 3.2.3.3 Baseline information/data

a) Available baseline data on output indicators

To date, NBS surveys have not captured the data needed to report on the outcome indicators as defined in the WSDP indicator matrix. It is therefore not possible to report baseline data on outcome indicators in this report. Future surveys conducted by NBS as well as the baseline study for the UWSAs and the rapid assessment for the small and medium towns are expected to provide the necessary data for establishing the baselines for the outcome indicators by 2008.

This report therefore presents baseline data on output indicators only.

i) Number of Water Points Built in Rural Areas

The Ministry of Water recently took the decision to switch from measuring water supply schemes at the village level to measuring water points. It is in the process of developing a methodology for collecting data on water points, but it will take some time before national data on water points will be available.

40

For this State of the Sector Report, it will therefore be only possible to report on data currently available in the Ministry of Water. As can be seen in Figure 5.XX the number of villages with water committees increased, but only slowly.

Figure 5.XX5: Number of villages with functioning water committees between 2004 and 2006

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

12,000

2004 2006

Number of villages

Villages w ith w ater committees

Villages w ith w ater committees w ith Water Funds

ii) Percentage of functional water points in rural and urban areas

Percentage of functioning water points is shown in the table no xxxAnnex 1 which gives the baseline information for the rural sub-sector. For the urban sub-sector percentage of functional water points is shown in table no XXXannex 2 which gives the baseline information to urban sub-sector. The general trend for all districts in the country shows that about 70% and 80% of water points are working in the rural sub-sector and the urban sub-sector respectively.

iii) Number of people sensitized and trained on sanitation in rural areas

There is no information available on the number of people sensitized and trained on sanitation in rural areas. However through RWSS, SRWSS projects and other initiatives, sensitization and training have done in various places in

41

the country. The MIS system has incorporated this indicator for future reporting.

iv) Number of urban water supply and sewerage connections to households, and operational kiosks

Data for the output indicators for urban areas is currently only available for the 19 regional centers and Dar es Salaam. Information on the 106 small and medium towns will be available after the rapid assessment which is currently under preparation.

Table 7: Output baseline information for Commecial Urban Water supply DepartmentProvider Name

population as December 2006

Total no. of operational kiosks (No.)

Total domestic connections (No.)

Domestic sewer connections (No.)

Arusha 341,000 107 20,547 2,981Babati 33,000 16 1,447 0Bukoba 57,280 13 4,324 0Dodoma 252,000 71 14,666 2,794Iringa 110,832 87 8,101 475Kigoma 144,853 18 7,171 0Lindi 44,000 26 1,795 0Mbeya 262,000 151 15,754 78Morogoro 250,000 113 16,428 492Moshi 156,234 133 13,111 1,451Mtwara 94,177 11 5,346 0Musoma 115,000 8 5,774 0Mwanza 458,500 4 17,990 1,233Shinyanga 135,166 160 5,883 0Singida 85,000 42 3,229 0Songea 98,421 49 4,976 0Sumbawanga 85,000 23 3,618 0Tabora 147,645 66 8,535 229Tanga 243,851 233 15,585 1,957Dawasco** 2860149 115 15685 1959Total 5,974,108 1446 189,965 13,649Source: Majis for December 2006 **Dawasco data are of May 2007

The low number of sewerage connections seems to suggest indicate that the original baseline estimate of 17 percent of households using sanitation facilities that are connected to the sewerage network may be overestimated. Domestic sewerage connections do not make up more than 7 percent of the total domestic water supply connections.

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(Add current status if available)

v) Number of people sensitized and trained on sanitation in urban areas

There is no information available on the number of people sensitized and trained on sanitation in urban areas. However through projects and other initiatives, sensitization and training have done in various places in the urban centres in the country. The MIS system has incorporated this indicator for future reporting.

vi) Hydrometric network established

The monitoring networks for the Pangani and Rufiji Basins were rehabilitated or constructed depending on the status of the stations during implementation of the River Basin Management and Smallholder Irrigation Improvement (RBMSIIP) Project which was executed in the period 1996 to 2003. The Basin Water Offices are currently making thorough assessments and proper designs for the networks to be rehabilitated during the implementation of the WSDP. The network in the Wami/Ruvu River Basin was rehabilitated in 2006 with the assistance of the African Development Bank during implementation of the DAWASA Project for Improvement of water supply for Dar es Salaam. A total of 29 Hydrometric stations and 6 Automatic Meteorological stations were constructed and equipped with modern sensors and equipments.

vii) Percentage functional monitoring stations

From the assessment that has been made in all Basins, the Table No. 8 below shows the percentage of the functional networks in all nine water basins.

CLARIFY DATA, AND DEFINITION OF NETWORK VS. STATIONS Table XX8. Percentage of Functional Monitoring Networks.

Name of Basin Hydrometric Stations

Precipitation Stations Climatic Stations

PANGANI - COAST 46 142 15WAMI - RUVU - COAST 29 12 6RUFIJI 64 84 18SOUTHERN COAST 22 59 2LAKE NYASA 20 9 3LAKE EYASI - MANYARA 60 197 12LAKE RUKWA 26 14 8

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LAKE TANGANYIKA 44 45 15LAKE VICTORIA 27 97 19NOTE: The figures in Table 5.6 (8 (The percentages of functional monitoring networks) will be computed once data in Table 5.5 above is completed.

J. Mihayo should finish this as earliest as possible

viii) Number of sanitation facilities built in schools

To date, the Ministry of Education and Vocational Training has not collected the data needed to report on this indicator. Beginning this year, the MOEVT will incorporate sanitation and water supply data at schools into its data collection.

3.2.4.3.6 IssuesChallenges in Pperformance Mmonitoring

During the period under review (2006/2007), the sector addressed key issues related to the development of a performance monitoring system.

i) The available data especially on sanitation have not been standardized and harmonized; hence there is a need to continue working with stakeholders on standardization and harmonization of indicator definitions to ensure comparability. A first issue is the need for standardization and harmonization of data definitions. Measuring the use of water and sanitation services and the quality of these services provided is not always easy.

So far the available data has often not been comparable, and hence there is a need to continue work on the standardization of indicator definitions to ensure this comparability. This issue is especially urgent in sanitation, where a multitude of definitions makes comparing results difficult. It is also important to determine whether they provide sufficient knowledge on sector performance. Although it is important to know what is happening in terms of access and use, other elements of service provision are also important, such as functionality, sustainability, and poverty impact. The latter elements are currently not included in the set of indicators that were agreed upon, but might be included in subsequent State of the Sector Reports.

ii)

A second issue relates to the use of indicators. Much effort is currently spent on collecting data, while muchbut less effort is being put in the analysis of the data, which finally results in its useis an important stage in guiding informed decisions. The sector has been developing a set of performance indicators that need to be tracked, but apart from feeding

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back into the Government’s Poverty Monitoring System of Poverty Reduction, it is not yet clear how these indicators will beare used by the sector itself for decision making. This needs consideration for successful implementation of and for the implementation of the Water Sector Development Programme.

iii) A third issue relates to theThe current sector fragmentation of the water

sector. The water sector consists of of three sub-sectors, which operateing at different levels (including ministries, local governments, basin water offices, the regulatory agency EWURA). In addition, there are other institutions that also leads to less coordination in collecting water-related information. This fragmentation points toThere is the urgent need to establish and develop a coordinated sector information mechanism that ensures harmonized the coordination of data collection, analysis, storage and dissemination for various uses. efforts so that they do not overlap or result in lack of appropriate data. In the case of the water sector, itIt is important that theto link these efforts in data collection are aligned with those efforts of other ministries, especially the like the Ministry of responsible for Local Government and the district level monitoring system.

iv)

A last issue relates to capacity building for performance monitoringThe sector has low capacity in data collection, analysis and .storage. Capacity Capacity on these areas needs to be built up – not only for data collection, but also for data analysis and translating the results into policy recommendations. As data has to be collected at national and project levels, from households/consumers, service providers and governments (central and local governments) to allow for a reasonably comprehensive assessment of sector performance, this capacity has to be built at different levels in the water sector. Good M&E requires a continuous effort, and hence there is a need for anAn adequate budget needs to be set aside, to ensure that the tools for data collection and analysis can be developed or improved and local statistical capacity can be built.

3.2.53.7 Recommendations for the Way Forward of the Water Sector Monitoring

1.i) Preparation of an Action Plan that systematically sets priorities and a way forward for the further development of the sector’s performance monitoring, with specific plans for each sub-sector.

a) For the urban sub-sector, the emphasis in activities should be on the further development of the sub-sect oral monitoring system by

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building capacity in utilities for monitoring and analysis of data and further expanding the system to capture all utilities in the country (including small and medium towns)

b) For the rural water and water resource management sub-sectors, improve the sub-sector information systems including inputs, outputs and outcomes, and adjust the current system accordingly.

2. ii) The TWG should continue work on standardization and harmonization of data.

a) Agree on definition to be used for the sanitation output and outcome indicators.

b) Review and discuss with Local Governments/Water Basin Offices to ensure that the water supply and sanitation monitoring data is captured in the district government system, while setting up a system to extract these data from the Local Government monitoring system on a regular basis and undertaking routine monitoring to ensure the quality of data inputted.

c) Review and discuss with other actors in the sector (Ministry of Planning and Economic Empowerment, Ministry of Education and Vocational Training, and Ministry of the Environment for instance) how the water supply and sanitation indicators that have been agreed upon in the larger overall poverty monitoring will be collected, shared and analyzed.

d) Ensure that the different monitoring units in the sub-sector report the collected data to the different stakeholders on a regular basis; to facilitate this process, ensure the development of standard reporting formats, and ensure that monitoring systems are not only built to store data but also to analyze them.

e) Discuss with NBS how to incorporate the agreed definition of sanitation indicators in the national household survey modules.

3.iii) Propose additional indicators that capture the sustainability and poverty impact of water and sanitation service provision.

4.iv) In the process of planning and financing, the TWG will ensure that the required data is provided.

5.v) Ensure sufficient resources to be allocated for the development of the

monitoring systems.

6.vi) Review capacity for performance monitoring and develop a plan to build the necessary capacity (especially at district level) wherever necessary.

3.4 Institutional Development and Capacity Building

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3.4.1 Introduction

This section presents an overview of capacity development issues in the water sector taking into account the on going reforms. It covers progress made during the period since the formulation of the National Water Policy in 2002 to date. This chapter defines capacity development in the context of the water sector, outlines capacity development progress within the Ministry of Water, water sector organizations, local government authorities, private sector and relevant stakeholders. Challenges and way forward in improving capacities within the water sector actors and organizations have also been provided.

3.4.2 Policy and Strategic Orientation for Capacity Development in the Water Sector

The most challenging issue in the implementation of the water sector reform and the related development programmes is to build the institutional and human resources capacities, which are needed to efficiently implement and coordinate programmes, projects and sustainably manage the water resources and the provision of reliable water supply and sanitation services in the country. There are immediate, medium and long term capacity needs both for regular routine sector operations and management and implementation of programmes and projects. Therefore, capacity development has to be seen in a broader context and requires a close synchronisation of development and capacity building processes, in line with routine planning, budgeting and service delivery processes at all levels. Capacity building in this context means to improve individual and institutional capacities.

Box No. 3: Definition of Capacity Development:

According to current thinking and international practice, capacity development is a gradual process of strengthening the capacities of individuals, organisationsorganizations and societies to make effective and efficient use of its resources, in order to achieve their own goals on a sustainable basis. This requires countries to take the initiative to match interventions aimed at its needs by building on human resources and changing and strengthening institutional practices. Capacity development is a process, not a definite output. Ownership is the key to effective capacity development. Capacity Development needs to be addressed at three different levels:

1) “Individual” – the ability of individuals to learn, gain knowledge and skills that can be expanded when new opportunities arise.

2) “Organisational” – the ability of individuals to work together towards a common objective, including building institutional capacity and reforms that are owned and driven by countries themselves.

3) “Societal” – the overall incentive environment as well as the rules and norms under which individuals and organisations operate, and the broader political and cultural environment and engagement of societal actors.

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With respect to organizational capacity development, the National Water Policy (NAWAPO 2002) provides the following directions: “Strong organizations responsible for water resources management and water supply and sanitation will be established and operate within a conducive working environment, with the necessary capacity building of personnel, appropriate backstopping support, and the provision of adequate financial and physical resources”.

The National Water Sector Development Strategy (NWSDS: 2006) provides guidance on strategies for overall capacity development in the water sector as narrated in Box No. 4 below:

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Box No. 4: Goal and Strategies for Capacity Building

In the past, management and implementation in the sector has been controlled by regional and national levels. Under NAWAPO, the role of Government, through the Ministry responsible for Water, is changing to that of co-ordination, policy and guideline formulation, regulation, monitoring and evaluation. Functions and Responsibilities of New Organizations are well stipulated in the NWSDS:2006 and Programme Implementation Manual (PIM). Consultations and planning for water sector development activities starts from the grass roots; implementation is at the most appropriate level, closest to the beneficiaries. Under the new organization ,user groups are not only responsible for operating, maintaining and sustaining the infrastructure, they are also responsible for planning and managing it.

As a strategy to realize key policy objectives, a joint dialogue mechanism was established and referred to as Joint Water Sector Review and its subsequent components as described below. The Joint Water Sector Review (JWSR) and the Water Sector Working Group (WSWG) provide an effective sector-wide dialogue tool which enhances coordinating capacity in water sector institutions and stakeholders. Through the JWSR mechanism, awareness on the importance and the need for capacity development in the water sector has been raised. Different capacity development actors are effectively coordinated. However there are other stakeholders such as urban planning and land use management as well as forest management actors, ought to be brought on board. This will increase the scope of coordination in the water sector.

The Institutional Development and Capacity Building (IDCBWG) is among the four thematic working groups (TWG) under the WSWG. This working group is responsible to coordinate institutional and capacity development activities in the water sector.

GoalEfficient and effective organisations are responsible for water resources management at the basin and water user levels, and for water supply and sanitation at the local government and community levels.

StrategyThe strategy for organisational development will be to:assess the needs of the organisations in terms of personnel, management systems and resources;formulate and implement capacity building plans to meet the identified needs;support the operationalisation of the organisations through the provision of appropriate systems, procedures, capacity building and resources;establish technical support and backstopping mechanisms for water resources management in the Ministry responsible for Waterestablish technical support and backstopping mechanisms for water supply and sanitation through the Regional Administrative Secretaries;

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The (IDCBWG) convene stakeholders with technical expertise to plan and implement capacity development priorities and review and report on progress to the water sector working group.

The (IDCBWG) was assigned the following undertakings by the first JWSR in 2006.

a) Review current practices for capacity building and suggest new approaches

b) Review the current institutional landscape against NWSDS and sketch out a road map for gradual changes;

c) Discuss and follow-up on activities, projects and programs related to institutional development and capacity building;

d) Review impact of institutional changes and capacity; development measures;

e) Promote understanding on concepts and approaches with regard to change management and human resources development.

f) Contribute to a situation analysis in the areas of HRD, education and training

g) Prepare documentation for the WSWG and the JWSR and suggest actions/undertakings for the following year.

In the following sections progress, achievements and challenges with respect to capacity development in the water sector are outlined. 3.4.3 Capacity Development initiatives by the Ministry of Water

a) The Capacity Development study

There are various initiatives on capacity development by both MoW and other actors but these initiatives are not well coordinated, in addition there is low information sharing among individuals, units and departments. At the moment, MoW has neither a policy nor a Division to specifically guide institutional and capacity reforms at all levels as stipulated in NWSDS: 2006. A detailed situational analysis on Institutional and Capacity development for Water Sector was carried out to help the Ministry of Water come up with policy, strategy, programme and plans for capacity building. Preliminary findings were presented to the 4th WSWG meeting held on September 24th

2007.

b) Recent Capacity Development Initiatives

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In addition to the capacity development study, the following are some of the most recent and ongoing capacity development initiatives:

a) MOW has held briefing sessions/workshops with Regional Administrators, LGAs, UWSAs, and BWOs. All have shown a full commitment in implementing reforms in the Water Sector. However there is still a need for further sensitization especially on issues related to monitoring and evaluation and financial management.

b) Technical cooperation is being considered with the European Commission and GTZ for “Clustering of Water Utilities”, ‘Capacity Building for Regional and District Urban Water Supply and Sanitation Authorities’, and ‘Human Resources and Organization Development in the Water Sector’.

c) Recruitment of 220 staff of various fields and qualifications for the Basins Water Offices, Districts (LGAs) and MoW HQ. Also has prepared a draft training programme.

d) In collaboration with GTZ, organized computer training programmes in various applications for about 50 ministry staff.

e) Conducting sensitisation workshops on HIV/ AIDS to avoid new infections as well as voluntary testing. Funds are being sought to assist the affected in transport while attending clinics, and supply of nutrition.

f) With the help of JICA, the ministry has launched a Project on RUWASA-CAD ( Rural Water Supply & Sanitation Capacity Development Project) in Lindi, Mtwara, Dar-es salaam and Coast Regions.

g) Collecting documents on capacity development in electronic form and if possible should be posted to the MoW website for easy access.

3.4.4 Capacity Development Aspects of the WSDP

The Ministry has launched the WSDP that stresses the need for Capacity development and training for Central and Local Government Institutions as well as community owned and commercialized water and sanitation service providers. The WSDP has defined the following principles for capacity development:Box No. 5: WSDP Capacity Building interventions

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3.4.5 Institutional and Capacity Development for Sub-Sectors

Although the WSDP focuses on three sub sectors namely, WR, CWSS, and CWS; this section on capacity development includes ministerial departments and units such as Administration and Human Resources Management(AHRM), Policy and Planning(PP), Accounts and Finance, Legal, Management Information System and Publicity; as well as DDCA, WRI and MCS executive agencies.

a) Status of Capacity Development in WRM

By 2005, the Ministry completed the establishment of nine Basin Water offices all over the country. Some of these basin water offices do not have adequate number of staff, and those who are available are not sufficiently trained in current water resources management issues such as IWRM. Moreover, the available staff falls in the same age profile and will retire in less than 5 years to come.

In addressing these issues the department has done the following;

Planned and Conscious Approach – defining beforehand whose capacities needs to be developed, with what skills, through what processes, aimed at what outputs, and measured by what indicators.Demand driven Approach – involving stakeholders in identifying their training needs and in the planning of the CB&T programme.Priority Audiences – the focus will mainly be on three priority target audiences – communities (including Watsans, user groups, caretakers) SPs, and staff of local authorities.Participatory Approach – training based on a learner centred, participatory approach – one which promotes active learning, rather than passive listening – and emphasizes learning by “doing” – discussing issues, solving problems, practicing skills, and planning actions.Training Provided in Small Doses over a Period of Time – training will be given in a series of courses over a period of time, rather than in a single course – this will allow trainees to learn in a gradual step-by-step way and avoid information overload.Incorporation of Cross-cutting Issues – the CB&T will focus on a number of cross-cutting issues, including: Participatory skills to support the development of community ownershipGender awareness – women and men will have equal access and full participation in CB&T activitiesEnvironmental awareness – the risks of water contamination and to avoid or mitigate those risksResults-based planning and management to help all stakeholders plan their work according to expected key result areasHIV/AIDS – the rationale and strategies for dealing with HIV/AIDSAction Planning – training events will lead to action plans that list tasks to be completed, with clear objectives, targets, indicators, and timelines.Teamwork and Network Building –players who are expected to work together in the field, such as Facilitation and Technical Service Providers, will be trained together, so that they can learn how to work as a team and plan their work together.Monitoring and Evaluation – CB&T will be monitored to ensure that it is on track and achieving expected results.

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Figure 6, below: Manpower planning for water sector

Manpower Planning

Analyse functions by breaking down

into separate activities

Analyse activities by

breaking down into separate

tasks

Determine numbers and

skills and experience

required to carry out tasks

Determine recruitment and/or training required to meet deficiencies

Assess capacity of existing

workforce to meet numbers and skills levels

Develop and implement recruitment and training

plan

a) Initiate recruitment processb) Short and long term trainingc) Initiate process to purchase of technical equipments at ministerial and

basin leveld) Collaboration with development partners for instance IUCN, inWEnt,

JICA, SADC, WWF and others in capacity development such as environmental flow assessment, dialogue in managing shared water resources and hydro-geological surveys.

Additional interventions should include on job training, succession planning, automation, computerization and maybe outsourcing.

Future initiatives include:

Under the WSDP institutional capacity of WR-sub sector will be strengthened for improving the management of water resources through:

(i) Logistical and technical assistance in strengthening of the 9 basin institutions and their management systems,

(ii) Support in planning and preparation of integrated (river and lake) basin development and management plans,

(iii) Support in the implementation of selected priority water resources (single and multi-purpose) investment projects identified by the GoT

b) Status of Capacity Development in CWSS

Regional UWSAs have been successful in on job training of some of the inherited technical staff; however, the Authorities still do not have the manpower resources required to operate commercially and financially autonomous. Human resource problems in terms of numbers, technical skills and commercial orientation are more pronounced in DUWAs and Small Town Water Authorities and in National Projects. The already established 21 water supply companies are regulated by the Energy and Water Utility Regulatory Authority.

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There is no clear guideline criteria to categorize community into commercial.... this has left some staffs and water entities hanging.

In addition, all authorities have no capacity to mobilize financial resources for capital investment.

Among the initiatives carried out include:

All UWSAs have reviewed their manpower needs using the steps in the water sector man power planning shown in figure 6 above. Initiatives that have been done include:

a) A study on clustering of water supply and sewerage authorities across a number of local government authority areas so as to promote and achieve commercial viability.

b) Short and long term training.c) Orientation on guidelines, and procedures on implementing water

sector reforms.d) Deployment of staff is on progress.e) Joint tailor made training programmes such as non revenue water

management by inWEnt.f) Training on data management by GTZ.


a) WSDP will strengthen the UWSAs through improvements in demand forecasting, water sources assessment and planning, control over unaccounted-for-water, water quality management, network analysis, tariff setting and billing systems, control over operating costs and aging arrears, and acquisition of investment funding.

b) Succession.c) Automation.d) Recruitment.e) Computerization.f) Outsourcing.

c) Status of Capacity Development in the Community Water Supply Services

The community water supply department implements water sector activities through Local Government Authorities. The CWS role is to facilitate, coordinate and monitor and back stopping implementation. All personnel are placed within the ministry. CWS do not have adequate number of staff, and those who are available are not sufficiently trained in current role of the department. The role Regional office includes data for water situation in the

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region, regional technical equipments. There are two regional water engineers to support district water engineers.

CWS Initiatives for capacity development include:

a) Strengthening RAS through training and supporting the two water engineers

b) Implementation model for facilitating effective interaction between CSW department and LGAs has been established.

c) Database to facilitate implementation, operation and maintenance of water projects is in place.

d) Baseline data for water status to be used by different water actor is on progress.

e) 56% of Water committees have been fully registeredf) RWST and DWST (whose members include one person from water,

land, education and health departments respectively)have been established all over the country and have clear guideline on how to operate.

Future capacity building initiatives for CWS include:

a) To establish and strengthen facilitation service and technical service providers

b) To improve database and baseline information.c) Updating guidelines and procedures for O& M.d) Training of water sector personnel at district and regional levels on

project implementation and O& M.e) Raising awareness on the importance of water committees being

registered as water usersf) Continuation of technical back stopping to LGAs

d) The Status of DDCA Capacity:

Water Sector Development Strategy (WSDS) and WSDP put top most priority on drilling of boreholes/water wells and construction of dams in rural areas. Comparing the present capacity of water well drilling industry and the current requirement, there is a gap which needs to be filled. Whereas the program requires drilling of about 940 boreholes for the rural population in the year 2007, DDCA’s current capacity is to drill about 400 boreholes annually. The private companies have a capacity to drill a total of about 200 boreholes per year. Therefore, as far as the program requirement is concerned, about 260 boreholes would not be able to be installed in that year. This is regarded as the program need. However, from experience the demand for deep wells by exceed a thousand wells annually; more drilling

55

capability will therefore be required. Hence the capacity of DDCA needs to be strengthened. Capacity development interventions proposed are:

a) To monitor performance of DDCA to determine progress and efficiency towards improving performance.

b) Incentives for agency reforms will be designed towards adoption of more commercial approaches in managing the agency. Such incentives shall include increased powers of autonomy, setting salary levels, recruitment, etc. based on cost recovery performance.

c) To implement training programmes on the basis of the up to date training needs.

e) Status of Water Resources Institute capacity:

The WRI core functions is to train Water Technicians in the fields of: Water Supply Engineering, Hydrogeology and Well Drilling, Hydrology and Water Laboratory Technology, to train/upgrade Artisans in relevant trades of the water sector, to carry out Applied Research and to conduct Consultancy Services related to development and management of the water sector, to disseminate important (educative) water sector information through publications, seminars, workshops etc, to carry out tailor-made course programmes requested by clients from the general public.

A process towards transforming the WRI into an Executive Agency is underway to make it to operate more effectively. The current capacity of WRI is not sufficient to meet the required needs. There is an urgent and immediate need to carry out the following capacity development activities:

a) To align the training programs with requirements in the water sector and for the implementation of the WSDP.

b) To train young academic staff members and also to recruit new staff members in order to fill the impending gap.

c) To strengthen manpower through re-training and/or recruitment of more competent staff in relevant academic and administrative departments,

d) To construct a more spacious staff room which will also serve as a conference room for Board meetings,

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e) Equipping the Institute library with sufficient and more up-to-date books, but also of computerizing the library catalogue and creating an online accessibility of international scientific periodicals/journals,

f) Equip the existing workshops with the necessary machinery, expansion of the buildings to give better student-accommodation capacity.

g) More hostel blocks are needed to create enough space for the anticipated increase of enrolment as per projected academic programmes to be established in the near future, and as per the coming residential short courses which will be designed to respond to the WSDP capacity building programme.

f) Status of the Private Sector capacity

Private sector participation in the water sector comes in many forms: concession, lease, management contracts and service contracts with each form being appropriate to a particular set of circumstances. So far the engagement of Private sector has been in the areas of consultancy and construction. Very little have been done in the Operations and financing of activities in the water sector. Concessions are appropriate for situations in which there is a need for significant infrastructure investments and the financial resources of the private sector are harnessed to replace or supplement investments by central government. So far private sector actors in the water sector are rather few and those which are in place require technical training to improve their skills and technical competency.

Efforts are needed to encourage the private sector to invest in the water sector activities for instance service contracts from UWSAs. Having relevant incentives for the private sector may enhance the capacity of the private sector in the water sector.

3.4.6 Achievements, challenges and way forward for enhancing capacity development processes in the water sector

i) Achievements

Progress and achievements realized under institutional and capacity Development since the JWSR meeting last year include:

Situation on Institutional Capacity of the Water Sector known Sector Dialogue mechanism in place (JWSR, WSWG and TWG,) Awareness of sector institutions and staff on the capacity development

needs for the sector and the program has increased.

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Capacity building Initiatives by the MOW and Other Actors ( GTZ, InWEnt, EU Water Facility, WB, Afd , KfW, The Netherlands, JICA, KOICA etc)

ii) Notable achievements during 2006/07 by MoW include:

Training of 123 employees in various fields in short, medium and long term courses.

Out of 123, 15 staff members were sponsored for Higher Learning (Master, Degrees, Advanced Diploma and Ordinary Diploma), the remaining staff got short term training in various fields of skills.

220 employees recruited, among them, 98 were engineers who were employed on contract terms to support the Districts and Regional Secretariats in implementation of the Community water supply sub component of WSDP.

16 employees were confirmed in their jobs and 598 staff members were promoted to new posts

1996 Staff Records have been entered into Computer

2 staff have been trained on database applications and management

iii) Challenges

a) Human resources related challenges

Man Power planning for the sector is required: Given the magnitude of the WSDP and ongoing reforms in the sector there is need for sector wide manpower planning.

Incentive packages should be designed to prevent professionals from shifting for green pastures.

Issues of MOW to use staff from the market eg. Hiring of staff/professionals as raised.

Organizing the manpower available and utilizing the capacity available for efficient output.

b) Lobbying, advocacy and awareness raising challenges

Awareness raising and sensitization on the Water Sector reforms How to enhance top management support to institutional and capacity

development practices. Endorsement of the National Water Sector Development Strategy and

the enactment of the Water Laws.

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Mainstreaming institutional and capacity development in plans and budgets of the different institutions in the water sector.

How to get more active participatory organs (ATAWAS,)

c) Incentives: Monetary and non-monetary

Designing Incentives packages Utilizing the available capacity is a challenge How to improve TWG members attendance in meetings

iv) Gender

The sector plan is to raise women participation in decision making posts from the present level of 18% to 30% by year 2009

The planned interventions included:

i). Training of key personnel on gender conceptual and analytical skillsii). Develop and implement gender affirmative actionsiii). Strengthen gender Co-ordination deskiv). Develop sector specific gender sensitive indicators to monitor thev). Facilitate the development of profession and technical skills for women

Achievements:

i). employees attended Gender trainingii). All members of Management were sensitized on gender issuesiii). Water Sector Women Association draft constitution in placeiv). Female employees of the MoW held a meeting with the Deputy

Minister on February, 2007 to discuss issues on women empowerment

v). Development of the Constitution for Women Professionals Association is in advanced progress

vi). Gender issues mainstreamed in the Departmental and programs and projects activities and in various water sector implementing agencies

vii). TOR Draft for consultancy on gender gaps in progressviii). 2 female staff sponsored for Diploma course in Water Resources

v) Way Forward:

Introduction and institutionalization of Capacity development processes, including:

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Incorporating capacity development strategies and Plans into planning processes (MTEF, Business plans, WSDP annual plans, Districts and Basin Plans)

Implementation of capacity building development activities. Continue with ongoing capacity building projects and initiatives ,

including the MOW, GTZ , EU Water Facility projects, JICA, InWent WAVE, Small Towns and others

3.5 Sanitation and Hygiene

(Source: National Environmental Health and Sanitation Policy Guidelines 2004)

3.5.1 Definitions

i) Hygiene

Refers to protective measures promoting health and limit the spread of infectious chiefly transmitted by direct contact with a dirty environment. It also involves a set of behaviours related to safe management of excreta, such as washing hands with soap at appropriate times, disposing safely of household wastewater, and the safe disposal of child faeces. Other core hygienic practices include maintenance of sanitary facilities, handling and storage of cooked raw food and drinking of safe water through proper treatment, storage and handling.

ii) Improved Sanitation is a system that separates people from excreta and protects transmission of faecal contaminant and is easily accessible in all seasons. Improved sanitation technologies include:

Flush or pour flush to piped sewer system, septic tank, pit latrine Ventilated improved pit (VIP) latrine Pit latrine with slab Composting toilet

iii) Acceptable Latrine, meaning a latrine which has a stable slab with a floor, superstructure with a roof, a door which provides privacy, maintains cleanliness, free from flies and odour with hygiene facilities.

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3.5.2 Plans and Achievements

A) Trends in Sanitation and Hygiene

Tanzania has high access rates to sanitation facilities – both in rural and urban areas. Yet, many of these facilities fail to meet the MDG defined standards for sanitation. The Joint Monitoring Program reported access to improved sanitation in 2004 at 62 percent. However, a study of Water Aid found that coverage can vary widely within the countries. The challenge in reducing disease transmission is not only in providing toilets and other hardware but also in effective hygiene promotion to change peoples’ behaviour.

According to the 2002 National Census, Tanzania has reportedly high access rates to sanitation facilities – in terms of ownership of toilets both in rural and urban areas. Yet, many of these facilities fail to meet the MDG defined standards for sanitation, and the country suffers from high rates of diseases associated with poor sanitation. The Joint Monitoring Program reported access to improved sanitation in 2004 at 62 percent. However, a study of Water Aid found that coverage can vary widely within the country. The challenge in reducing disease transmission is not only access to improved sanitation, but also in effective hygiene promotion to change peoples’ behaviour.

The current situation of sanitation and hygiene in Tanzania is not conducive for supporting a disease-free living environment. The DHS report (2004) indicates that the proportion of households with any form of latrine is at 87%. That means those without latrines are 13% which is equivalent to almost 1 million Households with a population of 5 million people according to 2002 census Household size. In addition, the majority of latrines used are traditional pit latrines, which are ineffective at isolating faeces from the human environment. These latrines also perennially collapse due to poor construction using temporary building materials. Furthermore such latrines are neither safe nor with enough privacy for women, the elderly, disabled and children.

Institutions such as schools have particularly low rates of improved sanitation, currently estimated between 36% and 50% [DHS 2004]. Schools that lack access to basic water supply and sanitation services will have an increased incidence of major childhood illnesses among their students. Poor health is an important underlying factor for low school enrolment, absenteeism, poor classroom performance, and early school dropout. Hygiene, sanitation, and water in schools projects can create an enabling learning environment that contributes children's improved health, welfare, and learning performance.3 3 http://www.schoolsanitation.org/

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http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTWSS/0,,contentMDK:20521254~menuPK:1194933~pagePK:210058~piPK:210062~theSitePK:337302,00.html


In the nomadic communities, latrine coverage is as low as 12% and in institutions, for example, in primary schools is equally appalling as only 36% of the school have acceptable sanitation facilities and safe water supply. It is a known fact that poor and hygiene contribute greatly to poor performance and increased school drop out. (DHS 2004) Together with improved sanitation, hygienic behaviour is critical for control of diarrhoeal diseases and parasitic infections that cost lives, contribute to malnutrition, stunting, wasting, and reduced cognitive ability, reduced productivity and shortened life expectancy. It is reported that only 31.3% of the latrines have hand washing facilities (MoH, 2004), 50% of families wash hands in shared containers and 15.1% of households had children faeces around the compound. Some observations in a recent evaluation from a Dutch-funded project in rural Shinyanga found that hand washing after toilet use was not common practice among most children.

B) Challenges

Challenges facing sanitation and during the period under review (Dec 2006/Aug 2007) include:

i) Fragmentation of the responsible actors

Many different agencies have responsibilities in delivering hygiene and sanitation services without clear institutional arrangement, as can be seen in Table 9. In two key MKUKUTA indicators; school sanitation and water pollution control, various actors including Ministry of Education and Department of Environment are also involved. The high proliferation of roles and responsibilities requires coordination among the different agencies.

Table 9: Responsibilities in Sanitation and Hygiene

Area Responsible Rural Responsible UrbanPolicy/standards MoH MoH, MoW Design ManualPlanning/designing

NGOs, CBOs

Implementation LGA, DWST, sanitation clubs, sanitation masons

WSSAs

Financing Households (construction), LGA (promotion)

WSSAs

O&M District Councils, COWSOs, WATSANs, MoH

WSSAs

M&E MoH LGAs (“delegates” to whom?)Coordination Unspecified (PM-ORALG?) Unspecified (PM-ORALG?)Technology transfer/training/

MoW, MoH, Regional Secretariats

MoH

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CBStandards/Regulation

MoH, village councils EWURA

Tariffs unspecified EWURA

Source: Technical Working Group on Sanitation and Hygiene

ii) Sanitation and Hygiene Financing

Sanitation is often considered an individual household/family responsibility, and subsequently tends to be severely under-funded in sector investment programs. The consideration of increasing the budget allocations for software interventions is also very minimal, the fact which needs to be reversed. When the sector gets access to resources, they tend to be focused on sewerage investments in urban areas, or curative programs in rural areas. Although expansion of sewerage makes sense in dense urban areas to deal with environmental externalities, creating demand for such services has proven difficult.

In urban areas where sewerage is available, the demand for the sewerage services has been low and sewerage networks serves only a fraction of the population that has access to piped water supply. This raises issues of equity, as most of the subsidies in the sector are geared towards privileged urban dwellers with access to water supply and improved sanitation, including sewerage. And yet the population densities of urban areas make the sanitation needs particularly acute.

iii) Different approaches used in sanitation

Global experiences in successful sanitation have mainly focused on sanitation in urban areas. In Tanzania, even though hygiene awareness tends to be low and many sanitation facilities do not meet the standard of improved sanitation, some successful experiences combining sanitation and hygiene promotion have been documented both in urban areas Box 6(a) and in rural areas Box 6(b).

Box 6(a): Marketing Urban Sanitation in Dar es Salaam

"The toilets built by masons from the ‘Kitiochovyo’ (toilet centre) are free from smell, insects including mosquitoes and provide sufficient privacy and safety compared to the old types of toilet". This is just one response from a beneficiary of the WEDC-run project to bring safe sanitation to around 20,000 people in urban areas of Dar es Salaam in Tanzania.Researchers facilitated the set up and promotion of a toilet information and sales centre where people could get access to information about sanitation, and which acted as a focal point for a pool of trained latrine builders. The centres offered a total package of information and advice, latrine building and emptying services.

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http://wedc.lboro.ac.uk/

Through the centre, informal latrine builders gained better skills and men and women who are members of the toilet centre group now gain extra livelihood from increased demand for their services - trained masons are now being contracted by government and NGOs to build latrines in schools and public places and to train other masons.As a result of the project, households in high-density low-income settlements acquire better quality toilets and are able to trace the builders in case of any problems. Children are able to use the toilets built by the trained masons due to the modification of technology to use safer and smaller drop holes.

Box 6(b): Marketing Rural Sanitation in Kondoa DistrictIn Kondoa district, the NGO Environmental Engineering and Pollution Control Organization (EEPCO), with funding from the Ministry of Water, undertook a pilot project with the aim to improve the sanitation situation in two villages using a combination of social marketing, training of local artisans and extension workers to produce and install low-cost sanitation platform (SanPlat) latrines. EEPCO started a 16-day training program to implement these particular low-cost latrines in the villages of Kidoka and Itaswi/Kwadinu with members of the water committee, local artisans and extension workers. At the end of the training program, 200 SanPlat slabs were produced for households, schools, mosques and churches. Demand for the latrines proved high, and there was quite a bit of interest to continue the production of the slabs. Yet, further evaluation is needed to determine whether latrine use is still continuing after EEPCO left the villages.Source: EEPCO

C) Achievements

Sanitation and Hygiene Thematic Working Group (SHTWG) formed, with representatives from MoW, MoHSW, NGOs, and donors. The SHTWG has met four times, and this has led to improved coordination in the sub sector.

Increasing resources have been allocated to sanitation and hygiene from the MoW. For FY07/08, every eligible district received TSh20 million for sanitation and hygiene. Additionally, external agencies are dedicating more resources to the sector, (e.g., WSP, with a $3 million, 3-year project).

i) Ministry of Water:

(a) Urban:

During the financial year 2006/07, the commercial sub-sector implemented the following activities:-

Feasibility study and cost estimate for sewerage in Singida town financed by BADEA (cost is USD 280,000.)

Construction of 1 soak away pit at Rwamishenye abattoir, 3 septic tanks and soak away pits at the District prisons quarters in Bukoba Municipality financed by UN Habitat for Bukoba

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Construction of 10Nos ventilated improved Pit (VIP) latrines at selected Dispensaries and Primary Schools in Bukoba Municipality financed by UN Habitat for Bukoba

Excavation, pipe laying and backfilling of the trunk and sub mains of the sewer network in Songea is completed by 60% and is finance through SECO

Construction of the anaerobic, facultative and maturation ponds is complete by 55% and is finance through SECO

Construction of the septic tanks for Songea Boys Secondary School is completed by 100% and is finance through SECO

The status of Sewerage and Sanitation Project Phase II in Mbeya city is the draft project proposal has been submitted.

DAWASA continued with DWSSP activities which includes Rehabilitation of sewerage Treatment ponds. Contract was signed on March, 2006. The works were sensationally completed by March,2007

DAWASA continued with DWSSP activities which includes Rehabilitation of Sewerage Collection System. The contract started in July, 2004 and completed on March, 2007.

(b) Rural:The sanitation activities have been going in all 12 districts of the project.Plans for implementation based on School and Community Sanitation, Main activities where as follow:- Facilitate the construction of sanitation activities in 12 districts (latrines

and hand washing facilities) Facilitate the 12 districts on formulation and training of school and

Community health sanitation clubs as the part of hygiene and sanitation education

The implementation for the first three project districts namely Mpwapwa, Rufiji and Kilosa includes:-

School hygiene and sanitation activities

Introduction of C to C approach in the school and community Formation of the school sanitation clubs Training need assessment and training of the C to C approach Competition between sanitation clubs on hygiene and sanitation

behaviour- Construction of demonstration latrines, hand washing

facilities, purchasing and installation of hand washing facilities Community hygiene and sanitation activities

- Awareness raising to the community in better hygiene education and sanitation behaviours

- Formation of community sanitation clubs

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- Training need assessment and conducting training to sanitation fundis and sanitation clubs

- Construction of different demonstration latrines at centres

Sanitation implementation for the eleven districts Morogoro, Mvomero, Handeni, Kilindi, Kiteto, Kondoa, Kongwa, Manyoni, Singida, Iramba and Igunga have community sanitation work plan and budget. The implementations are at the beginning due to rate release of fund.

Table No. 10: Implementation status and fund released for each district

Name of the District

Planned Activities

Implemented status

Remarks Fund Released

Mpwapwa

Construction of latrines and washing facilitiesConstruction of latrines 20 holes in Chiseyu and 36 holes in Mtera Primary School

20 holes of Chiseyu primary school latrine constructedConstruction 36 holes for Mtera is in progress

Construction of latrines in Mtera delayed due to hard rock formation

43,945,162

Purchase and installation of hand washing facilities

Procurement procedure in progress

Addition fund released for completion

Hygiene and sanitation educationIntroduction of Child to Child Approach in 2 schools and to the 10 community and Formation of Sanitation clubs

2 health sanitation clubs formed 1 for Mtera, another for Chiseyu and 10 community sanitation clubs formed

Training of CTC Approach and

2 school sanitation clubs trained.

Draw different pictures of hygiene and sanitation massages

Pictures drawn in Chiseyu

Mtera not yet due to uncompleted latrine construction

Competitions between sanitation clubs(SC) on hygiene and sanitation behavior Participants are Mtera and Chiseyu P/schools

Competition done as planned, were Chiseyu against Mtera Primary School

The winner was Mtera primary school

To improve Hygiene & Sanitation in Community level

Conducting training to sanitation fundis and sanitation clubs

Training not yet done Addition fund released to complete Construction of The arrangement for the

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demonstration latrine in two centers in Kibakwe and Chipogolo

construction are in progress

the activities is about 5,731,900

Rifiji Construction of latrines and washing facilitiesConstruction of latrines in Kilimani, Utunge and Mloka Primary School

Construction are in Progress

Work plan and budget were approved, but when funds for the RWSSP sent to the district, sanitation package was not given enough money as it had no priority, thus implementation started late

39,531,145Hygiene and

sanitation educationIntroduction of Child to Child Approach in 3 schools and to the 10 community and Formation of Sanitation clubs

3 school sanitation clubs formed in Utunge, Mloka and Kilimani primary schools

Training of CTC Approach and Draw different pictures of hygiene and sanitation massages

3 school sanitation clubs trained

To draw pictures after completion of latrines construction

To improve Hygiene & Sanitation in Community levelConducting training to sanitation fundis and sanitation clubs

Preparation of training in progress

Construction of demonstration latrine in two centers in Ikwiriri and Kibiti centres

Kilosa Construction of latrines and washing facilitiesConstruction of latrines in Parakuyo and Nguyami Primary Schools

Construction in progress 30,236,200


2 school sanitation clubs formed



To improve Hygiene & Sanitation in Community levelConducting training to sanitation fundis and

Training not yet done

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sanitation clubsConstruction of demonstration latrine in two centers in Ikwiriri and Kibiti centres

The arrangement for the construction are in progress

Handeni / Kilindi

To improve Hygiene & Sanitation in Community level by :-Conducting training to sanitation fundis and sanitation clubs and Construction of demonstration latrine in 3 centres

Mkata, Kweinjugo, Songe and Kwediboma centres selected to build at least 3 different types of latrines for demonstration

19,334,000

Morogoro Rural/ Mvomero

Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Mtamba and Nkindo centres selected to build demonstration latrines

19,070,000

Singida Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Njiapanda ya Makiungu, and Sepuka centres selected to build demonstration latrines

17,395,000

Kongwa Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Mbande and Pandambili centres selected to build demonstration latrines

21,350,000

Kondoa Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Demo latrines constructed by FSP in each 10 villages and training to be done soon

16,428,000

Manyoni Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Itigi and Nkonko centres selected to build demonstration latrines

22,375,000

Iramba Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Gumanga and Msigiri centres selected to build demonstration latrines

19,352,000

Igunga Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Nkinga and Igurubi centres selected to build demonstration latrines

20,183,000

Kiteto Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and

Sunya, Olkine and Laiseri centres selected to build demonstration latrines

18,420,000

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sanitation clubs

d) Challenge in the rural areas Despite being a component of RWSSP, sanitation and hygiene has not received the necessary priority as compared Water supply. More resources have directed towards Water Supply.

e) Way FowardAs a way forward, plans are under way to implement Hygiene and Sanitation Promotion in the other eleven (11) project districts. The Action and Work plans for the activities in these districts are prepared, approved and fund released.

Table 11: Summary of Established School and Sanitation Clubs under RWSSP

S/N District School Sanitation

Clubs

Community Sanitation

Clubs

Fund Released

1 Rufiji 2 7 39,531,1452 Kilosa 2 2 30,236,2003 Mpwapwa 2 14 43,945,1624 Morogoro (V)/

Mvomero- - 19,070,000

5 Kongwa - - 21,350,0006 Kondoa - - 16,428,0007 Handeni/

Kilindi- - 19,334,000

8 Kiteto - - 18,420,0009 Manyoni - - 22,375,00010 Singida (V) - - 17,395,00011 Iramba - - 19,352,00012 Igunga - - 20,183,000

ii) Ministry of Health and Social Welfare

a) Healthy Villages Program

Healthy villages refers to the settings in which the rates of health promotion and disease prevention are high, community members have access to basic services that meet their needs and its people live in harmony. It is a multi-faceted approach which entangles several public health interventions such as provision of safe and clean water; improve levels of sanitation, hygiene and status of the dwelling houses. The program started in 2006 in five pilot villages namely; Kitunda (Dar es Salaam region), Chumwi (Mara region),

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Namalenga (Mtwara region), Kitisi (Iringa region) and Mkowe (Rukwa region). Currently the villagers are implementing the plans developed by themselves which addresses the community felt needs. The approach is sincerely community based entailing that the community take a leading role on the implementation and evaluation of the performances. It emphasizes the use of locally available resources and expertise although other affordable technologies from outside are used whenever need arises.

So far more than 75 community facilitators have been trained on PHAST approach. The facilitators are responsible for training other villagers on issues pertaining to health promotion interventions which include hygiene, sanitation, and other disease prevention measures. Within one year of implementation remarkable ground work has been observed in some of these villages. The Mkowe village has been outstanding of all. There has been tremendous increase of sanitation facilities which includes latrines, pits for rubbish and dish racks. In addition the Sumbawanga district councils within which the village is located has allocated funds for supporting this initiative.

In an effort to scale up the coverage of the VHP to other regions, the Ministry of Health and Social Welfare has selected twelve (12) new districts which will implement the concept in twelve pilot villages one in each district. It is anticipated that, the program will help to raise awareness and involvement of the community in undertaking environmental health interventions which are the building blocks for improved health and well being of the people. In addition the program will help to strengthen collaboration between health and other sectors since it is a multisectoral approach that needs collective efforts to realize it.

b) PHAST Implementation

Participatory Hygiene and Sanitation Transformation (PHAST) is an approach to health promotion that focuses on community participation and capacity development rather than health messages. An underlying principle of PHAST is that no lasting changes in people’s behaviour will occur without communities internalizing the link between disease and poor hygiene and sanitation, as well as understanding and appreciating the rationale of improved sanitation and hygiene facilities and practices as key barriers to disease transmission. PHAST facilitates communities through a step-by-step process to identify and analyse their health issues and plan for the selection of interventions that are most relevant to their situation.

To date, more than 70 districts implement PHAST though not extensively. The coverage in some districts is 100% however majority have much lesser coverage. The introduction of PHAST in these districts went hand in hand

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with training of facilitators. So far there 1025 district facilitators, 1300 ward facilitators from 210 wards and 3600 community facilitators.

Source: MoHSW

c) World Toilet Day

The Ministry of Health and Social Welfare have for the past two years mobilized stakeholders of sanitation and hygiene to participate in the world toilet day commemorated on 19th of November each year. The event has been so instrumental as far as community mobilization is concern. During this day the Minister for Health delivers the press release focusing sanitation and hygiene and the government plans for sustaining the sub-sector.

As part of community sensitization particularly on the whole issue of construction and use of acceptable latrines, the ministry in collaboration with other stakeholders namely WSP, AQUASAN, WATERAID and EEPCO conducted the road shows in the three municipalities of Dar es Salaam city displaying the ecological latrines at the same time airing the hand washing with soap messages to the public.

In this year (2007) the climax will be preceded by a series of event in that week entailing different sanitation and hygiene activities in the whole country. At National level apart from the Minister’s press release, it is expected that there will be a stakeholders’ workshop and exhibitions to demonstrate different sanitation options and hygiene facilities. It will be accompanied by the official launching of the National Sanitation and Hygiene Steering Committee. LGAs are like wise expected to mobilize people in their areas of jurisdiction to participate in environmental cleanliness activities including but not limited to collection of solid waste, opening of blocked drains, clearing grasses and shrubs near dwelling houses.

d) The National Sanitation and Hygiene Steering Committee

The fact sanitation and hygiene sub-sector suffers from weak coordination and institutional diversity, the ministry of Health and Social welfare convened three subsequent consultative meetings to deliberate and recommend on the best modality of coordinating and harmonizing stakeholders roles and responsibilities. It appeared that the establishment of the National Steering Committee for sanitation and hygiene under the Ministry of Health can ultimately help to clear the pitfalls which had grown broadly. In response to this situation the National Steering Committee for sanitation and Hygiene came into being.

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The National Sanitation And Hygiene Steering Committee is composed of the following:- Ministry of Health and Social Welfare (Chair) Ministry of Water Ministry of Community Development Gender and children PMO- Regional Administration and Local Government VPO- Environment Ministry of Lands, Housing and Human Settlements Development Ministry of Infrastructure Development Ministry of Education and Vocational Training Development partners (UNICEF, WSP, WHO) High Learning Institutions (MUCHS) Civils Societies and NGOs

The committee is charged to fulfill the following objectives

Provide guidance to all actors on sanitation and Hygiene for sustainable development.

Facilitate identification of support needed for implementation of sector programmes

Improve information availability and dissemination for decision making and priority setting by responsible sectors.

The main responsibility of NSC is to coordinate and provide the linkage between sectoral Ministries, Multi-lateral and Bilateral organizations, External Support Agencies, NGO’s, Research and learning institutions involved in sanitation and hygiene promotion. It also gives guidance on formulation and review of sanitation and hygiene plans. Being the first step in developing a national, coordinated approach to sanitation and hygiene, the Committee meets on quarterly bases. The first meeting was convened in June 2006.

D) External Support Agencies

KfW/EU sanitation/sewerage

AFD – small town sanitation

Unicef - urban and rural sanitation

WaterAid – urban and rural sanitation

Plan - urban and rural sanitationCare – urban sanitation

Belgian – urban sanitation

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EEPCO

Etc.

WSP

About 8.5% of the total funds approved in the year 2007/2008 budget are for Sanitation and Hygiene activities.

Box 7: Integrating Sanitation and Hygiene Promotion

The Water and Sanitation Program (WSP) is working with the Government of Tanzania on improving sanitation and hygiene among the rural poor. The project will build on what has been learned by previous water and sanitation efforts (in Tanzania and elsewhere) and subsequently design sanitation and hygiene programs that improve health and are sustainable at large scale. The project will test promising approaches for creating demand for sanitation and hand washing, improve the supply and quality of sanitation-related products and services, and promote hand washing with soap. Key to the approach is developing a better understand of what the households’, as consumers, needs, desires, and constraints are. Then working with potential suppliers (e.g., fundis, soap manufacturers) to satisfy those criteria in providing a product which the household wants and is willing to invest their own resources to purchase. It is also important to take the community as the unit of intervention, as health improvements are unlikely to be realized if only a handful of households improve their sanitation and hygiene. Given the high level of traditional sanitation, the approach will focus on upgrading the existing latrines to becoming improved latrines. Monitoring and impact evaluation are key to the project. The project will conduct a thorough baseline evaluation of the project areas to determine the actual range of sanitation technologies, hand washing practices, and current rates of diarrhoea. Additionally, a study will be made of existing sanitation and hygiene interventions, the enabling environment for improved sanitation and hygiene, consumer preferences, and the obstacles and opportunities for widespread adoption of improved sanitation and hand washing practices. At the end of the project, an evaluation will determine the most cost effective approaches to sanitation and hand washing and the associated health benefits.

All activities are being developed in collaboration with the sanitation and hygiene teams of Tanzania’s Ministries of Water and Health, with a goal of

73

integrating them into the Government of Tanzania’s work plans as results are available. Planning, site selection, implementation, and capacity-building are all being done in consultation with the appropriate government agencies. The private sector, NGOs, CBOs, and FBOs will also be engaged as partners.

3.5.3 HIV/AIDS

In preventing the spread of HIV/AIDS infection to employees of the Ministry of Water the following interventions were planned;

i). Advocate staff on voluntary of HIV tests, ii). Conduct training to voluntary counsellors, iii). Conduct training to peer educators, iv). Promote and distribute safe kits for HIV/AIDS prevention

Achievements:

i). 600 staff attended AIV/AIDS Awareness Workshops while 4 staff Volunteered and declared their HIV Status (Positive).

ii). Training for councillors was done early in October 2007iii). Weekly Distribution of Condoms.

Planned activities for 2007/2008 will be broader after conducting the situational analysis and formulation of the workplace HIV/AIDS Strategy.

3.5.4 Conclusions and Recommendations:

Standardize sanitation definition and establish benchmarks based on improved Technologies

NAWAPO advocates integration of Water and Sanitation, therefore financial resources should be rationally allocated

The water sector will coordinate its activities and secure financial resources to ensure that sanitation targets are met

Identify and Promote the use of appropriate sanitation options Enhance community participation through PHAST and other intiatives Integrate HIV/AIDS into water supply and sanitation activities. Enhence

capacity to existing HIV/AIDS unit of MoW Encourage private sector participation Identify gaps of sanitation and Hygiene in WSDP Doc and prepare work

plan

74

75

Conclusions and Recommendations

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Chapter 4

OVERALL SECTOR PERFORMANCE

4.1 Sector FinanceFinancing

This section gives an analysis of water sector financing (GoT and DP sources).

4.1.1 Sector Finance through MoW

The funds which were budgeted, released and utilised in 2006/2007 are set out in Table 12 and 13 and Figure 7. A total of Tshs 168.873 billion was budgeted for MoW. The total of local amount allocated to MoW, 100.36%, equivalent to Tshs. 99.755billion of the budget was released and utilised. While the total amount of foreign fund allocated to MoW, only Tshs 48.761 bn. was released and utilised (70.19% of allocation). Budget allocations by GoT and Development Partners were 59% and 41% respectively. Of the total Mow fund released and utilised, donor funds accounted for 34% while GoT financing was 66%. No analysis of resource allocated to LGAs has been done because of the lack of data4 .

Gap: Although the MoW is responsible for coordinating and monitor water finances from different sources so as to track the progress of the sector, It is have been facing difficulties in capturing LGA expenditures and progresses

The donor funds amounting Tshs 20.71 bn equivalent to 30% of allocated budget were not released. The significant unreleased funds was recorded under rural Water Supply sub-programme where there was a delay in the implementation of NRWSSP due to number of factors including procurement of contractors, consultants, pumps and other facilities. Also the resource allocated to curb HIV/AIDS (TMP Project) nothing has been released. Table 12: Water Sector (MoW) Local Budget, Release and Expenditure (FY 2006/2007)

PROJECT Name of Donor

APPROVED ESTIMATES

FUND RELEASED

ACTUAL EXPENDITURE

2325 Design and Studies GTZ 908,731,759 908,728,759 908,727,7593436 Monitoring and Coordination of Water Sector

GTZ 537,076,000 537,076,000 537,076,000

5492 TMPA TACAIDS 150,000,000 - -3306 Rehab & Exp of Urban Water Supply

KfW 6,574,582,819 6,574,582,818

6,574,582,818

3307 Expansion of Urban Water EU 8,463,132,900 7,000,000,000 7,000,000,0004 Final Performance report of LGAs for 2006/2007 Budget has yet recorded by MoF

77

Supply3402 Constriction of Urban Water Supply

EU 441,000,000 - -

3437 Improvement of DAWASA Project

ADB/IDA 19,008,775,082 30,325,745,477

30,325,745,477

3216 Expansion of Rural Water Supply

JICA 10,321,739,427 10,198,312,240

10,198,312,240

3252 Rehabilitation of Rural Water JICA/ADB 1,104,394,913 1,104,394,913 1,104,394,9133280 Rural Water Supply and Sanitation

WB/FRANCE 21,965,700,000 7,133,382,318 7,133,382,318

TOTAL 69,475,132,900 48,761,834,948

48,761,833,948

Table 13: Water Sector (MoW) Foreign Budget, Release and Actual Expenditure (FY 2006/7)

PROJECT APPROVED ESTIMATES

FUND RELEASED ACTUAL EXPENDITURE

2325 Design and Studies 1,442,161,039 1,442,161,039 1,442,159,7663436 Monitoring and Coordination of Water Sector

140,000,000 140,000,000 138,567,614

6545 Devel. & Mgt of Water Resources 305,000,000.00 225,000,900.00 224,978,600.00 3306 Rehab of Urban Water Supply 238,000,000 238,000,000 238,000,0003307 Expansion of Urban Water Supply 248,000,000 245,000,000 244,999,968

3402 Construction of Urban Water Supply 450,000,000 441,000,000 441,000,0003437 Improvement of DAWASA Project 4,772,000,000 5,222,000,000 5,222,000,0003403 Lake Victoria -Shy /Kahama water Supply

81,458,833,061 81,458,833,061 81,458,659,060

3216 Expansion of Rural Water Supply 1,803,000,000 1,803,000,000 1,803,000,0003252 Rehabilitation of Rural Water 771,000,000 771,000,000 770,991,3603280 Rural Water Supply and Sanitation 133,000,000 133,000,000 132,991,4513223 borehole Drilling & Construction 5,838,000,000 5,838,000,000 5,838,000,0006262 Support to WRI 299,000,000 299,000,000 298,984,9226246 Strength. Of Drilling & Dam Const. Agency

1,500,000,000 1,500,000,000 1,500,000,000

TOTAL 99,397,994,100 99,755,995,000 99,754,332,743

Figure 7: local budget allocation, fund release and expenditure to the MoW sub-programmes FY 2006/2007.

78

LOCAL BUDGET APPROVED, RELEASED AND ACTUAL EXPENDED - FY 2006/2007

-

10,000,000,000.00

20,000,000,000.00

30,000,000,000.00

40,000,000,000.00

50,000,000,000.00

60,000,000,000.00

70,000,000,000.00

80,000,000,000.00

90,000,000,000.00

100,000,000,000.00

FUND APPROVED FUND RELEASED ACTUAL EXPENDITURE

TSH

S.

Training, Research andPlanning

Urban Water Supply andSewerage

Rural Water Supply andSanitation

Figure 8 : Foreign budget allocation, fund release and actual expenditure to the MoW sub-programmes - FY 2006/2007.

FOREIGN FUND APPROVED, RELEASED AND ACTUAL EXPENDED - FY 2006/2007

-

5,000,000,000.00

10,000,000,000.00

15,000,000,000.00

20,000,000,000.00

25,000,000,000.00

30,000,000,000.00

35,000,000,000.00

40,000,000,000.00


TSH

S.

Training, Research and Planning

Urban Water Supply and Sewerage

Rural Water Supply and Sanitation

Figure 9: Budget Performance 2006/2007 (Tshs)

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Figure 9 below depicts the Total Budget allocation, fund release and actual expenditure to the MoW projects as of FY 2006/2007. The list of Project is shown in Annex 3

Project Fund Approved, Released and Actual Expenditure

-

10,000,000,000.00

20,000,000,000.00

30,000,000,000.00

40,000,000,000.00

50,000,000,000.00

60,000,000,000.00

70,000,000,000.00

80,000,000,000.00

90,000,000,000.00

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Project Code

Tshs

.

APPROVED ESTIMATESFUND RELEASED ACTUAL EXPENDITURE

Challenge

Delays of disbursements and un-release of funds to the projects for both local and foreign funds hinder the attainment of sector targets according to annual plans. In the review period the delays of fund release has been experienced mainly to local funds while for the foreign funds the realised amount was less that what has been budgeted. Government and DPs should fully and timely release budgeted funds to the projects in order to achieve sector targets

4.1.2 Sub-Sector Budget Allocation

In the FY 2006/2007, the budget allocation between the three MoW sub-programmes is given in Figure 10.

(a) Urban Water Supply and Sewerage Sub-programme

In FY 2006/2007, the highest proportions of local and foreign funds were allocated to the urban sub-sector which account to 88% and 60% respectively. The lion share of local funds allocation was used to finance Lake Victoria – Kahama and Shinyanga Water Project which is under

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construction. This singe project accounts to 82% of total allocation of local funds and 93% of budgeted resources to the urban sub-programme. It is obvious that this trend will change after completion of the project by year 2007/2008.

(b) Rural Water Supply and Sanitation Sub-programme

The rural water supply sub-programme received about 10% and 48% of the MoW local and foreign funds allocation in FY 2006/2007 respectively. However, that is unlikely to be the full extent of government funds provided to the rural water sub-sector. Apart from funds that are allocated for the implementation of rural water initiatives in LGAs through the MoW vote, the GoT also allocates resources directly to LGAs. In the FY 2006/2007 the funds allocated for water sector development was amounting to Tshs. 420 million. This financial resources were then boosted by WSDP fund amounting Tshs. 19.25 billion (Refer Annes 4) which has been disbursed to LGAs for implementation of Quick Wins Projects during the 4th Quarter of 2006/2007. The review of expenditures of LGA allocated funds has been limited by the lack of data showing actual utilisation of the disbursed funds. LGA periodic reports on funds utilisations are not consolidated timely to provide annual expenditure information for feedback in the water sector review process.

Capacity building is therefore required at PMO-RALG, RSs and LGAs to enhance the ability to process information and provide feedback to different interested parties. A proper M&E system is required for timely reporting of both technical and financial information in the sector.

c) Water Resources Management

The water resources management sub-sector is a vital component of water sector for reduction of poverty in the country. The Sub-sector is responsible for ensuring that the Nations’ water resources are managed, developed and utilised in a sustainable manner for the various competing uses; also is responsible for promotion of good governance of water resources in the country. In FY 2006/2007 has been allocated a meagrely of 0.31% of the total local funds and 0.21% of both local and foreign funds. (Refer Annex xxx) The appropriate level of resources allocation to this sub-sector is very vital to ensure sustainability of growth of productive sectors and water supply services. The Water resources sub-sector

4.1.3 Disparity in Resources Allocation

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This disparity in allocation concerns both domestic and foreign resources. Even though it is likely that urban water service delivery is more expensive than that in rural areas because of differences in service levels, the current allocation of resources between rural and urban areas and meagre resource allocations to water resource management does not seem appropriate in view of the service gap between rural and urban areas as well as ensure availability of water resource in terms of quantity and quality for sustainable growth of productive sectors. Te policy strategies aimed to improve living standards for the poor which largely live in rural areas.

Figure 10: Budget allocation for Local and Foreign funds - FY 2006/2007LOCAL FUND ALLOCATION TO MOW SUB-PROGRAMME - FY 2006/2007

Tshs. 87,166,833,061, (88%)

Tshs. 2,186,161,039, (2%)Tshs. 10,045,000,000,

(10%)

Training, Research andPlanningUrban Water Supply andSewerageRural Water Supply andSanitation

FOREIGN FUND ALLOCATED TO MOW SUB-PROGRAMMES FY 2006/2007

Tshs. 33,391,834,340 (48%)

Tshs. 34,487,490,801 (50%)

Tshs. 1,595,807,759 (2%)

4.1.4 Financing Trends

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Figure 11 shows the sector budget trend over the last 3 years, and the approved budget for 2007/2008 which reflect WSDP financing levels of both GoT and DPs. Allocated funds for FY 2007/2008 include MoW funds and the District Water funds under WSDP through LGCGD system.

The sector funds which allocated to the MoW shows an increasing trend over the period of four years. The budget has increased from Tshs. 101 billion in 2004/05 Tshs. 294.92 billion for 2007/08 an increase of 189.45%. The funds allocation trend however, does not capture the additional funding from other sources such as MoEVT (school sanitation), MoHSW (sanitation), and NGOs/CBOs (water and sanitation) because were not readily available for analysis.

Figure 11: Water and Sanitation Sector allocated Budget Trend (FY 2004/2005 to 2007/2008)

DEVELOPMENT FUNDS ALLOCATION TREND (FY 2004/05 TO 2007/08

-

50,000,000,000

100,000,000,000

150,000,000,000

200,000,000,000

250,000,000,000

300,000,000,000

350,000,000,000

TSH

S.

Local Foreign TOTAL

Local 30,452,856,000 68,092,900,000 99,397,994,100 70,754,004,000 Foreign 71,439,763,200 52,355,800,000 69,475,132,900 224,170,013,600 TOTAL 101,892,619,200 120,448,700,000 168,873,127,000 294,924,017,600

2004/2005 2005/2006 2006/2007 2007/2008

The budget allocation trend shows that in FY 2004/2005 the DPs funds were more than 50% of GoT funds but the following years, 2005/06 and 2006/07 the allocation changed, the local funds slightly surpassed the Donor funds. In FY 2007/2008 the allocation reverse again showing the donor funds records more than 200% of the GoT allocation. The trend in the financing of Sector thought MoW can be explained in two folds, one the declining trend of DPs commitments from FY 2004/2005 to 2006/2007 resulted from the lack of firm agreements between GoT and DPs for financing water sector, the second fold is firming timely agreements between GOT and DPs in adopting SWAP approach.

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4.1.5 Issue and Challenges in Sector Financing. i) The current level of coordination between the MoW and PMORALG

regarding various water undertakings in the LGAs is not adequate, resulting sometimes into unnecessary duplication of efforts, more cooperation is therefore required. Implementation capacity of water sector experts in the LGAs needs to be clearly established and gaps identified.

ii) Due to the large number of stakeholders in the sector, the funding is spread over different ministries resulting in different reporting mechanisms, hence resulting in significant discrepancies of data and reporting mechanisms between the different sources. To get a better insight in the actual sector flows, it is important to undertake a water sector public expenditure review that comprehensively looks into the resource allocations to the whole water sector.

iii) There is need for improved insight in the sector resource flows that ensures resource allocations are made according to the sector’s strategic priorities set out in the National Water Sector Development Strategy. Up to 2006/07, rural water supply received only a relatively small share of the total resources available in the sector as discussed above.

iv) Planning for water activities takes place at different levels. Integration of plans is difficult due to the fact that only limited information is available regarding available funding and complementary activities. This is especially the case for the information flow on water related activities between local government authorities and the Ministry of Water. Sector wide approach will improve some of the planning issues, but lack of information remains an issue to be solved to ensure that resource allocations are effective.

Overall Sector Finance

Sub-sector Budget Allocation

Expenditure within sub-sectors

Other Investments

4.2 Rural Water Andand Sanitation Sub-Sector


Planning of Rural Water and sanitation projects followed the principles of decentralisation and demand-responsive approaches where by Planning was

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done in a participatory way using intermix of the bottom–up and top-down approaches at the National, District, and Village levels. The Ministry of Water at National level prepared plans on request from LGAs to support areas which required high level interventions. The implementation of quick wins projects through Water Sector Development Programme (WSDP) was a good start towards financing projects using the District Water and Sanitation Plans in compliance to the principle of decentralization by devolution. For the year 2006/2007, the approved development budget for the rural sub-sector at the MoW was about Tshs 40 billion, (Tshs 8.7 Billion (Local) and Tshs 31.3(FForeign)). The Plan for this budget was:

i) To build capacity to the institutions responsible for construction and management of water supply projects at the national, regional, District levels including private sector.

ii) Rehabilitate and expand 41 rural and small town water supply schemes in the country

iii) To sensitise communities on Hygiene and HIV/Aids education.iv) To support districts on establishment of legal entities.v) Construction of 5 rain harvesting tanks from the house roof and small

dams in the public institutions.vi) To support small town urban water authorities on equipments and

other facilities.vii) To provide subsidy to the Drilling and Dam agencyviii) To support management of six National Rural Water Supply and

Sanitation projects.

Donors who supported this budget includes, BADEA, KfW,GTZ, Netherlands, World Bank (WB), African Development Bank (AfDB), JICA, AFD, and KOICA. There contributions are as follows:

No. Donors Amount contributed to 2006/07 financial year (Tshs)

1 World Bank (WB)2 African Development

Bank (AfDB)3 Germans (KfW, GTZ)4 Netherlands 5 France (AFD)6 Japan (JICA)7 Korea (KOICA)

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With this level of funding the coverage of water supply in the country increased from 53.7% in 2005/2006 to 55.7% in year 2006/2007. Other achievements are:

i) theThe number of Water committees increased from 11,701 to 11,701, ii) Water user Groups increased from 7,239 to 11,662, iii) Water User Associations increased from 121 to 160, and iv) theThe number of Water Authorities increased from 67 t0 75.

At the District level, the Local Government Authorities are responsible for planning and managing the overall rural water and sanitation development, including small towns as well as village level projects. Plans from the LGA level are consolidated at the Regional level before submitted to the Prime Ministers Office – Regional Administration and Local Government (PMO-RALG) for budgeting processes.

The Local Government Medium Term Expenditure Framework (LG-MTEF) initiates the budgeting process, by identifying all funding sources for the District councils, reviewing individual sector performance, and specifying objectives and outputs to be achieved in those sectors over the medium term, given the resource constraints. However funding of these plans is fragmented and not captured by the Ministry responsible for Water.

4.2.2 Water AidIn this financial year 2006/2007, it was planned to improve governance of water and sanitation service delivery in the 10 LGAs where WaterAid works andWater Point Mapping (WPM) to Dodoma, Singida, Manyara and Tabora Regions. Initial experience shows clear potential to use this tool in; improving District planning for more equitable and effective water services,enabling under served communities to lobby a District level for their share of water services monitoring water service delivery levels, identifying non functioning services and the reasons, and planning for higher levels of functionality

It was also planned to have new programmes of water supply and sanitation in Mbulu District of Manyara Region and Iramba District of Singida Region. In Mbulu the main partners are the Diocese of Mbulu Development Department and the Mbulu District Council. MoUs were signed with both partners. In Iramba the main implementing partners are SEMA and the Iramba District Council, and MoUs were signed with both these partners too. The Iramba project is an ‘Integrated Health, Water and Sanitation’ initiative jointly supported by WaterAid and Simavi.

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AchievementsAbout 37,200 people were served with access to water from a total of 128

new water points in our rural programmes. Investment was made to serve a further 10,700 but completion was delayed due to a number of factors. These schemes are expected to be completed by the end of the first quarter of 07/08.

Work on Water Point Mapping has continued. All four Regions in which Water Aid operates are now mapped, and the results have been feedback to the respective LGAs and other stakeholders at district level. The results of the WPM are being used to inform both LGA planning processes and partner plans for future Water Aid supported work. Still no progress was made in terms persuading the Ministry responsible for Local Government to adopt WPM as a monitoring tool – this remains a priority change objective.

World Vision

In the year 2006/2007, World Vision planned to do the following activities: construct a total of 6-deep wells and 125-shallow wells. rehabilitate 18-water sources rehabilitate one huge Chaco dam laying water pipes stretching 36.7 km construct a total of 78-water jars establish a total of 161 water user groups. establish a total of 157 village water funds train a total of 222 pump attendants train a total of 423 water committees. train a total of 225 water user groups

Achievements A total of 170 water user groups formed A total of 37,863 households accessing clean drinking water within 400m. IssuesIssues rose during Planning, implementation and management of Water Supply and Sanitation projects are:

i) Sector Wide approach to planning is not yet full operational. Plans and funding at the Local Government level was not captured by the MoW, hence difficulties in tracking the actual investment to the water sector.

ii) World Bank procurement procedures were not known to most of the implementing agents

iii) Most of the local contractors and consultants have low capacity in implementation of rural water supply and sanitation projects.

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iv) Inadequate sensitization of the communities to own and manage their water supply and sanitation systems.

v) Counterpart budget provisions, including the cost overruns that are to be paid by GOT, are not timely availed to the project.

vi) Women are not empowered socially and economically so that they can play a big role in economic development activities as well as advocating for their rights.

Conclusion and Recommendations

i) Sector Wide Approach to planning should be full operational zed. The reporting

ii) system should capture all investments made to the respective areas on water

iii) sector.iv) All implementing agencies should be trained on the Procurement

systems used inv) WSDP and plan their activities accordingly.vi) Awareness creation and sensitization of the communities on project

planning and management should be enhanced for sustainability of services.

vii) There should be an action plan on Gender mainstreaming to the implementation of the WSDP.

Implementation of NRWSSP

a) Deployment of engineers to LGAs and RSs

In November, 2006 the Ministry of Water employed 85 Water Engineers and were posted to the Local Government Authorities (LGAs) and Regional Secretariats. This move was aimed at strengthening the capacity of LGAs and Regional Secretariat to implement the Water Sector Programme. It is also a part of implementing the Local Government Reform Service Programme and one of the conditions to access Local Government Capital Development Grant (LGCDG). The Water Engineers were oriented on Water Policy issues, Water Act, Water Sector Programme, Roles and Functions of the Ministry of Water, Public Service, Local Government Reform Service Programme, Procurement, Financial Management, Governance, Gender and HIV/AIDs before allocated to their new stations. Annex XXX shows an update list of Qualified and Unqualified LGAs for Capital Development Grant for the year 2006/2007 with names of the qualified District Water Engineer.

Procurement of Technical Service Providers (TSP) and Facilitation Service Providers (FSP)

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In July 2005, the process of procuring Technical Service Providers (TSPs) and Facilitation Service Providers (FSPs) for the National Rural Water Supply and Sanitation Programme (NRWSSP) commenced. Since funding of the programme was expected from GoT and different donors, and in line with the Joint Assistance Strategy, the implementation of the Programme was designed to use the National Systems. This included the institutional arrangement and procurement procedures. It was therefore decided to follow Public Procurement Regulatory Authority (PPRA) procedures (Public Procurement Act, 2004 and Public Procurement- Selection and Employment of Consultants Regulations, 2005) to procure the service providers. With the advice of the World Bank it was agreed that the process for procurement of TSPs and FSPs should start early so that by the time of effectiveness of the programme most of the procurement would be ready and that signing of contracts would take place immediately after the first disbursement.

Having done all the processes up to the negotiation stage, the Appraisal Mission which was conducted in September, 2006, with donors who will support the Water Sector Development Programme agreed that the World Bank Procurement procedures will be followed. They also agreed on thresholds that will categorize for prior/post review of contracts. However, it was noted that, the prices of most of the procured Service Providers (TSPs and FSPs) needed the Bank’s prior review due to the thresholds contained in the World Bank Guidelines.

The retrospective approval was requested from the WB in January, 2007 after it had been agreed in November, 2006 in the joint negotiations for the Water Sector Development Programme on following the WB guidelines and thresholds. The agreement to use the WB procedures for the ICB came up after the WB procurement experts objecting to the use of the National procedures for ICB. However, this agreement came at a time when all LGAs were in the final stages of selecting TSPs and FSPs.

Due to this objection, it was decided to restart the whole process of procurement countrywide and advertise the it internationally. It was also agreed to combine the contract of TSP and FSP to be one contract. Terms of Reference and Request for Proposal to employ the providers on behalf of the LGAs have been prepared.

b) Implementation of Quick wins projects

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In June 2007 the MoW sent a total amount of Tshs 18,897,519 to Local Government Authorities for implementation of quick wins and Capacity Building and a total amount of Tshs. 353,520,000 to Regional Secretariats for monitoring purpose. According to Local Government Capital Development Grant (LGCDG) conditions, 84 LGAs out of 121 LGAs qualified for accessing both capital development grant and capacity development grant while the remaining 37 LGAs were allocated capacity building grant only. The distribution of the funds to the LGAs was done in accordance to the formula developed (Please seeSee Annex 3 the attachment). In order for a scheme to qualify as a quick win, the following criteria shall be metare used:

i) Water source existingii) Malfunctioning existing schemeiii) Uncompleted Projectiv) Maximum Tshs. 60 million per scheme is required to put the scheme

into operationv) Implementation period should be less than 6 months (inclusive of

planning, procurement execution and commissioning).vi) Effective water committee/ Water User Entity shall be in place

functioning properlyvii) Community Water Fund shall be in place with more than Tshs 50,000 in

a bank account. The Councils have started reporting on the status of implementation of these quick wins will be reported after the end of the first quarter in this financial yearprojects.

.Issues

4.2.3 Although engineers have been deployed to the districts, the capacity of other levels of the staff from District Water and Sanitation Team (DWST), water department who will implement the WSDP is another constrain.

There are two system used for Procurement at all levels depending on the thresh hold, the World Bank system and the National system. The use of the two systems may bring confusion and difficulties in the management of the procurement processes.

Recommendations The capacity of other levels of the staff from DWST, water department who will implement the WSDP should be assessed and improved. It is recommended to use one system.

Small Towns Water Supply and Sanitation Projects

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Tanzania currently has 327 towns that fit the small town definition, with an estimated population of 4.04 million people (2004 year).

Table XXX 13 presents the projections of populations groups for Tanzania, including populations in small towns. Tanzania’s population will nearly double (97% growth) between 2004 and 2025 from about 39.14 million to 77.10 million, while populations in large urban centerscentres will more than double (130% growth) from about 9.17 million to approximately 21.10 million.

Small town populations are expected to grow by 81% from about 4.04 million to 7.30 million, while rural residents are projected to swell from 25.93 million to 48.70 million (88% growth) by 2025.5

Table: XXX 13: Population Groups Projection (millions)

POPULATION RANGE 2004 2005 2010 2015 2020 2025

GROWTH 2004- 2025

National 39.14 40.49 47.69 56.06 65.61 77.10 97%Large urban centres 9.17 9.67 12.17 14.93 17.75 21.10 130%

Small towns 4.04 4.15 4.74 5.45 6.29 7.30 80%Rural 25.93 26.67 30.77 35.68 41.57 48.70 87%

5 Projections for rural population growth developed for this report are based on growth rates provided by MoW, which average about 3.0% per annum. Growth rates used by Requena (2004) are, in contrast, under 1.0% annually. Consequently, projections for rural population for 2020 (the last year projected by Requena, 2004) are more than 47% higher (or 13 million persons) than Requena (2004). This difference is even greater if this comparison is extrapolated to 2025. This also results in significant variances in projections of total national population.

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Figure 12: Population Groups Projection 2005 – 2025

Small town supply systems are mostly administered by recently established Urban Water Supply and Sanitation Authorities, following the UWSA model currently in place in regional towns. According to the management of these UWSAs, they are expected to achieve full independence from the central government who currently funds their operation and maintenance. The trunk systems are administered as central government departments by personnel appointed by the MoW. However, according to their management, they will become autonomous commercial organizations.

A plan for the 2006/2007 financial year was to increase the number of registered urban Water Authorities for small towns from 67 to 75. The achievement was about 106 small towns including some of the district headquarters was registered as Water Authorities. Out of these, 69 have Water Boards. The Community Water Supply and Sanitation has been responsible for registration of these authorities. After the registration, it is the responsibility of the Commercial Water Supply and Sewerage department to upgraded the towns and monitor its performance to be commercial viable. The challenge ahead is the pace of registering about 250 towns and the investment required to up grade.

a) Small towns financed by AFD

The Ministry of Water is implementing a Small Towns Water Supply and Sanitation Programme (STWSSP) under the financing of the Agence Française de Développement (AFD) of the French Government. The design of the Programme covers 9 small towns, which are Utete, Kibiti and Ikwiriri

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(Rufiji district), Turiani and Mvomero (Mvomero district; formerly part of Morogoro Rural district), Kilosa and Gairo (Kilosa district), Kibaigwa (Kongwa district) and Mpwapwa (Mpwapwa district).After its implementation, the Programme will benefiti about 283,565 people who are presently living in the Programme area.The Programme covering all the 9 small towns is estimated to cost Euro 12,744,512. Under the agreement between AFD and the Government of Tanzania (GoT), AFD is financing the Programme to the tune of Euro 6,000,000 while the GoT’s contribution is Euro 582,405. Thus there is a financing gap of Euro 6,162,954. On the other hand, respective local governments involved in the Programme contribute 5% and 50% of the investment cost for construction of water supply and sanitation facilities, respectively.The Programme has 4 planned main activities, as follows:(i) Rehabilitation of existing facilities, expansion of existing systems and

construction of new facilities.(ii) Provision of support in the establishment of efficient and transparent

autonomous management bodies for operating and maintaining the facilities. This includes promotion, mobilization and awareness campaigns to users and capacity building of the management bodies to be established.

(iii) Conducting hygiene and health education using participatory techniques. The Programme focuses on creating awareness on the importance of changing certain habits in order to reduce incidences of water-related diseases and HIV/AIDS and improve the environment. It also includes awareness campaigns to promote demand for improved water supply and sanitation facilities and generation of enthusiasm for action to achieve improved services.

(iv) Capacity building including training of key players at all levels.

Achievements

(i) Detailed Design and Preparation of Tender Documents: AnAn addendum for the above assignment was prepared and approved by

the Ministerial Ministerial Tender Board (ii) The Legal framework report (Institutional Note) was already

discussed in the Thematic Working Group for institutional and capacity building and the final report was submitted to the MoW .

(iii) The programme can finance the implementation of the projects to 2 t0 3 towns. Selection of the towns has been made according to the criteria set. The final list of towns to be implemented by AFD

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funding will depend on the completion of detail design and cost estimates for the small towns to be ready by November, 2007.

(iv) The advertisement for Expression of interest for Provision of Consultancy Services for Perfomance Monitoring of Water Supply Utilities in selected towns has already appeared in the news paper (Dairly News) of 21st May, 2007.

b) Small towns financed through RWSS project

Under the Rural Water Supply and Sanitation Project, three small towns are financed. The towns are Kongwa, Kondoa and Kiomboi. The status of implementation is at 60%, 95% and 80% respectively. All prjects will be operatinal by the end of this year (2007).

Issue

The AFD has opened an account with the Ministry of Finance. In the year 2008/2009 they will join Basket fund account. AFD requests that towns which will not be funded by AFD funding be financed using Basket funding in the year 2008/2009 so that all 9 towns are implemented at the same time.

4.2.4 National Rural Water Supply Schemes

In the year 2006/2007, the Ministry of Water continued to provide financial and technical support to National Rural Water Schemes namely; Maswa, Mgango/Kiabakari, HTM, Makonde, Chalinze and Waging’ombe.

A total amount of Tshs. 572,456,167/= were spent for paying electrical bills, purchasing chemicals and spare parts, land compensation to affected peoples when implementing Chalinze water project phase 2, and paying benefits to retrenched labourers. These schemes have been shifted to Commercial Water Supply and Sewerage department for upgrading to be commercially oriented. Studies are going on to determine the requirements for rehabilitation and improvement on the management.

4.2.5 Water Aid Plans and Achievements

a) Plans

In this financial year 2006/2007, it was planned to improve governance of water and sanitation service delivery in the 10 LGAs where WaterAid works andWater Point Mapping (WPM) to Dodoma, Singida, Manyara and Tabora Regions. Initial experience shows clear potential to use this tool in;

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i) Improving District planning for more equitable and effective water services,

ii) Enabling under served communities to lobby a District level for their share of water services monitoring water service delivery levels,

iii) Identifying non functioning services and the reasons, and planning for higher levels of functionality

It was also planned to have new programmes of water supply and sanitation in Mbulu District of Manyara Region and Iramba District of Singida Region. In Mbulu the main partners are the Diocese of Mbulu Development Department and the Mbulu District Council. MoUs were signed with both partners. In Iramba the main implementing partners are SEMA and the Iramba District Council, and MoUs were signed with both these partners too. The Iramba project is an ‘Integrated Health, Water and Sanitation’ initiative jointly supported by WaterAid and Simavi.

b) Achievements

i) About 47,900 people were served with access to water from a total of 128 new water points in rural programmes.

ii) Work on Water Point Mapping has continued. All four Regions in which Water Aid operates are now mapped, and the results have been feedback to the respective LGAs and other stakeholders at district level. The results of the WPM are being used to inform both LGA planning processes and partner plans for future Water Aid supported work. Still no progress was made in terms persuading the Ministry responsible for Local Government to adopt WPM as a monitoring tool – this remains a priority change objective.

4.2.6 World Vision Plans and Achievements

a) PlansIn the year 2006/2007, World Vision planned to do the following activities: Construct a total of 6-deep wells and 125-shallow wells. rehabilitate 18-water sources rehabilitate one huge Chaco dam laying water pipes stretching 36.7 km construct a total of 78-water jars Establish a total of 161 water user groups. establish a total of 157 village water funds train a total of 222 pump attendants Train a total of 423 water committees. train a total of 225 water user groups

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b) Achievements

i) A total of 170 water user groups formed ii) A total of 37,863 households accessing clean drinking water within

400m.

4.2.7 Issues and Challenges for Rural Water Sub sector

vii) Sector Wide approach to planning is not yet full operational. Plans and funding at the Local Government level was not captured by the MoW, hence difficulties in tracking the actual investment to the water sector.

viii) World Bank procurement procedures were not known to most of the implementing agents

ix) Most of the local contractors and consultants have low capacity in implementation of rural water supply and sanitation projects.

x) Inadequate sensitization of the communities to own and manage their water supply and sanitation systems.

xi) Counterpart budget provisions, including the cost overruns that are to be paid by GOT, are not timely availed to the project.

xii) Women are not empowered socially and economically so that they can play a big role in economic development activities as well as advocating for their rights.

xiii) Although engineers have been deployed to the districts, the capacity of other levels of the staff from District Water and Sanitation Team (DWST), water department who will implement the WSDP is another constrain.

4.2.8 Conclusion and Recommendations viii) Sector Wide Approach to planning should be full operational zed. The

reportingix) system should capture all investments made to the respective areas

on water x) sector.xi) All implementing agencies should be trained on the Procurement

systems used inxii) WSDP and plan their activities accordingly.xiii) Awareness creation and sensitization of the communities on project

planning and management should be enhanced for sustainability of services.

xiv) There should be an action plan on Gender mainstreaming to the implementation of the WSDP.

xv) The capacity of other levels of the staff from DWST, water department who will implement the WSDP should be assessed and improved.

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Rural Sanitation

Rural sanitation is focused on both household and school sanitation. The main objective is improving and sustainable access sanitation services in rural communities. However, implementation of sanitation activities by the MoW is project oriented. In the year 2006/2007 it was planed to implement sanitation activities in the 14 districts of the Rural Water Supply and Sanitation project, 6 districts in Shinyanga Rural Water Supply and Sanitation Programme and studies were done to peri-urban areas of Mwanza, and Dar es Salaam cities. The activities included construction of latrines at the selected schools and demonstration latrines at the selected public places. The allocated budget for sanitation was calculated to 4% of the total investment on the Water and Sanitation project.

Experience has shown that implementing agencies did not place much attention on sanitation and hygiene promotion. Focus has been on water supply which was implemented according to a relatively predictable schedule. Having realised this situation, it was decided that sanitation and hygiene activities should be de-linked with water sub-projects and anchored in the existing district and the village extension services structures responsible for sanitation hence sustainability. Also sanitation and hygiene promotion activities are integrated into the contracts of facilitation service providers (NGO’s) engaged by the districts. The progress of the implementation still depended on the capacity of implementation of the NGOs.

Water Aid

Rural sanitation work has focused on improving understanding of coverage data and ensuring future investment is targeted at those without access to adequate sanitation. Baseline surveys were carried out with partners in 20 villages in 4 Districts of operation, and 4,500 people attended awareness raising meetings. A total of 5,080 people gained access to improved sanitation in Singida as a result of investments from the previous FY.

Issues

Cooperation and collaboration between key players on sanitation remains weak, and the sector lacks direction.

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4.3 Urban/Commercial Water Supply and Sewerage Sub-sector

4.3.1 Introduction

The Commercial Water Supply and Sewerage Division/Sub-sector (CWSSD) is among the Ministry of Water Directorates with the responsibilities of co-ordination, formulation and regulation of urban Water Supply and sewerage Authorities (UWSAs).

The Urban Water and Sewerage Authorities (UWSAs) are established in 19 Regional Centers of Tanzania Mainland by the Water works Act Cap. 272 as amended by Act No. 8 of 1997. Major obligations of the UWSAs are to supply adequate potable water and provide sewerage services to customers at affordable cost. All UWSAs were established in January, 1998 while Babati was launched in December, 2003. With respect to Water Sector Development Programme (WSDP), which will start implementation in FY 2007/2008, a total of 106 Small Towns including District headquarters that are gazetted with Boards in place will also be coordinated by CWSSD.

UWSAs are committed to their respective roles, functions and responsibilities provided for in the (i) Act No.8 of 1997 (Waterworks Act Cap 272), (ii) Operational Guidelines, (iii) National Water Policy 2002, (iv) Memorandum of Understanding (MoU) between the Ministry of Water (MoW) and each individual UWSAs), and (v) Strategic Planning.

The Authorities are in three categories “A”, “B”, and “C” as per Waterworks Regulations of 1997. They are monitored, regulated and supported by the Ministry of Water (MoW). The current classifications of the Categories are “A”: meet all operation and maintenance costs and part of investments. (Arusha, Dodoma, Mbeya, Morogoro, Moshi, Mtwara, Mwanza, Tabora and Tanga). “B”: meet all operation and maintenance costs except electricity for the plant.(Bukoba, Iringa, Kigoma, Musoma, Shinyanga, Sumbawanga, Singida, and Songea). “C”: meet all operation and maintenance costs except personnel emoluments for permanent employed staff and part of electricity for the plant.(Babati, and Lindi UWSAs). All UWSAs are operating under the Board of Directors who are selected by the Minister responsible for Water. Boards have the powers of planning, collection and handling of the revenue from the water sales.

The specific targets of the UWSS include raising water supply service coverage from 74% (2005) to 90% in 2010 and 95% by 2015 to meet the MDGs and 100% for Vision 2025. The target for sewerage coverage is to increase 17% (2003) to 30% by 2010

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4.3.2 Targets and Achievements

a) Status of UWSAs/DUWSAs performance

All UWSAs have made efforts to comply with the MoU performance requirements. Such efforts are evident in the good quality of reports prepared every month, every half year and annually. Moreover, the fact that all UWSAs were able to submit their accounts for audit on time is an indication of the quality of management in place. The UWSAs, especially those in Categories B and C, experienced some very challenging constrains ranging from technical, financial, social and political. However, due to the guidance and support provided by the MoW on a day to day basis, the MoU guidelines and the Boards of Directors’ support, many of the UWSAs have managed to sail through with good performance and with a lot of confidence. The UWSAs have been supporting each other whenever there was opportunity to do so, especially where there were idle facilities (pumps, pipes and expertise) that could be shared. The real measure of this accomplishment is the happiness of the customers with the services they get.

Technical Operations

i) Water production and demand met

During the year 2005/2006, total water production for all UWSAs dropped by 0.8% from 100.84 Million cubic meters (Mm3) (2004/2005) to 99.9 Mm3. Reasons of the decrease in water produced were due to drought and Electricity rationing.

ii) Water Sources

Water Sources have varying daily yields with the lake sources being limited by the pumping capacity, while wells, boreholes and rivers have limited supply capacities. Seasonal variations also affect yield. The water production from the sources for category A UWSAs decreased slightly by 0.6% from 73.35 Mm3 in 2004/2005 to 72.9 Mm3 in the reporting year. The water production from the sources for category B increased by 4%, from the 12.74 Mm3 in the previous financial year to 13.25 Mm3 in 2005/2006. The water production from the sources of category ‘C’ decreased by 6% from 14.72 Mm3 to 13.9 Mm3 in the year 2005/2006 The challenge is for such UWSAs to undertake studies to establish more sources of water which can withstand the weather changes in particular prolonged drought.

Category A, UWSAs water supplied sufficed 83% of the demand; however there was a slight decrease of 2% compared to the preceding financial year.

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iii) Water production to installed capacity: for Category A was 78% which was an increase of 3% compared to the preceding year. Category B was 59 % which was a decrease of 9 % from the preceding year. For Category C was 75% which was an increase of 7% compared to the preceding financial year. Water supply coverage considered populationwise and areawise was 89% and 84% for category A; 79% and 74% for category B and 70% and 64% for category C respectively. Generally the coverage was good. From this data and the calcultations*, the average Water Supply Coverage in the Urban areawise has improved from 74% reported three consecutive years to 78% in the year 2005/2006. The average coverage populationwise has also improved from 76% in the preceding year to 84% in year 2005/2006.

iv) Metering of water consumption:

Metering has progressively increased over the past three years from 123,143 meters in the year 2004/2005 to 145,101 meters in 2005/2006. This was an increase of 18%. In the reporting year metered customers were 78% of the total 183,892 customers. In view of the still high level of UFW and the desire to enhance revenue generation, investment in metering should be pursued hand in hand with increased water supply in the UWSAs.

v) The average Unaccounted for Water (UfW): was reduced from 46% (year 2004/2005) to 41% (2005/2006). Major reasons for UfW were Physical Losses due to leakages and Commercial losses due to inadequate billing, inaccurate estimation of flat rate and inaccurate meter registering. Though, Morogoro had a dramatic reduction of UfW from 38.5% to 25% a Management and Technical Audit has to be conducted to clarify the data. The Annual Potential Revenue Loss due to UfW less the allowable value of

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20% is estimated as Additional Billed volume into Weighted Average tariff and in the year 2005/2006 is amounted to Tshs 6,571,455,213.80.

4.3.3 General Performancely:

UWSAs supplied water of good quality which complied with the National Standards and WHO Standards for drinking water. Proportion of samples met the water quality standards for Category “A” UWSAs, on average was 98 %. For category “B” UWSAs had an average of 88% while for category “C” was 78%. The reports show that samples taken from Kigoma, Songea and Singida did not comply. Hence, there is a need for the Authorities to improve water treatment, especially in reducing the turbidity, chloride residual, E-coli and if necessary to plan for the installation of proper water treatment facilities.* Coverage = Defined as Covered Population or Area/Total Population or Area

4.3.4 Wastewater production

UWSAs with sewerage systems remained those in Category A and Iringa in Category B. These systems cover a very small part of the municipalities. The total number of sewerage connections in the Urban Centers is 13,055 which is an increased of 6% from the year 2004/2005. The sewerage coverage in terms of area is 10% while in terms of population is 14%. Existing WSP in Tabora, Morogoro, Moshi and Dodoma have succeeded in producing effluents that meet the standards ( National(National Standards). Moreover, the capacities of the WSP are insufficient to cater for sewage generated in half of the present number of households. Hence there is a need to look for alternatives for treating the unprocessed sewage

Chart No. 2.6.1Figure No. 13: Wastewater Connections

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4.3.5 Financial Performance of Water Utilities

a) Service coverage and meeting of MDG requirements targets

Service coverage in the past three years has been increasing for all UWSAs; but, more significantly, in Category A UWSAs, e.g. Arusha and Tanga - which achieved 100% coverage and the remaining UWSAs are above 90% and above MoU targets. Category A water supply service coverage trend is in line with the MDGs. Category B and C trend was upwards but still below the MoU and MDGs except for Mtwara authority. Service coverage averaged 77% and 69% in Categories B and C, respectively. The limitation has arisen from a number of factors including: limited water sources, e.g. Tabora and Lindi; shortage of finances for extension of services in nearly all UWSAs in Categories B and C. it was also noted that service to the poor communities is not satisfactory as there are not as many kiosks as required.

During the reported year all UWSAs in general generated total revenue of 21.4 billions shillings compared to 18.98 billions shillings in the previous year, this being an increase of 12.8%. Category A generated total revenue of 16.5 billions shillings compared to 14.4 billions shillings in the previous year. This is an increase of 14.3%. However Arusha, Moshi, Mwanza, Morogoro, Tabora and Mbeya had a highest percentage increase between 10.2% and 23.5% while others reported below 7%. For category B revenue generated was Tshs 2.35 billions compared to Tshs 1.78 billions in the preceding financial year; this is an increase of 27%. However Songea

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had a tremendous percentage increase in revenue generation of 125%, while Bukoba (28.8%) and Iringa (39.4%). Kigoma had a percentage decrease of 2.7% from their revenue.

Chart Figure No 14: Revenue Generated for CATEGORY ‘A’ UWSAs

The revenue generated in category ‘C’ increased by 15.5% from Tshs 2.3 to 2.6 Billions in the preceding financial year. Babati and Mtwara UWSAs had lowest increase of. 11% and 1.9% respectively. Shinyanga had a tremendous percentage increase in revenue generated of 50.4% followed by Lindi(40.8%), Sumbawanga(20.7%)and Singida(16%). Musoma reported a decrease of 1.5%.

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Chart NoFigure 15. Two Years Trend of Revenue Generated for CATEGORY ‘B’

Chart NoFigure 16.: Two Years Trend of Revenue Generated for CATEGORY ‘C’

4.3.6 Water quality

In all UWSAs, the supplied water quality indicates compliance with both national (TBS) and international (WHO) standards for drinking water. However, for some UWSAs, e.g. Iringa, and Songea in Category B and Babati, Mtwara, Musoma and Sumbawanga in Category C the turbidity levels of

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distributed water in 2004/05 were slightly above the WHO standard specifications although the bacteriological analysis of the same distributed water was found to be safe. Hence more investment is required to build treatment facilities in those areas where turbidity levels are above normal.

4.3.7 Development and InvestDevelopment Activities

This is an area that saw very limited activities during the year under review. Some very meagre investments were made by the authorities for capital development. The projects undertaken were mostly of studies type. Projects were being completed in Arusha, Mbeya, Iringa and Songea. There was limited capital financing for water supply and sewerage investments from internal sources and also from development partners.

a) Projects Underunder Design

i) BADEA / OPEC funded Water Supply and Sewerage Projects in SingidaThe Government of Tanzania with financial assistance from BADEA and OPEC is implementing two Projects in Singida town as follows:

i). Water Supply Project through a soft loan from BADEA and OPEC, the project will cost US$ 12.64 million.

ii). The Sewerage Feasibility Study through a grant of US $ 280,000 from BADEA.

The Ministry has contracted M/S Consulting Engineering Centre Sajdi and Partners (CEC) of Jordan in association with Don Consult Ltd of Tanzania to carry out studies for Singida Town water Supply Improvement. Engineering Design Report was submitted in July, 2006. It indicated that Itamka Dam was not feasible due to high salinity. Alternative was for medium deep borehole. DDCA were contracted to do the exploratory drilling. During the time of the report DDCA were still onsite for the drilling exploration.

ii) Water Supply and Sanitation Project for Bukoba & Musoma Townships

The AFD has agreed to support the implementation of immediate measures for the towns of Bukoba and Musoma. The feasibility study was done by M/s SOURECA in association with M/s DON CONSULT and M/s NETWAS. The report was submitted in November 2006. The Ministry of Water in association with United Nations Human Settlement Programme (UN – HABITAT) is supporting the improvement of Water Supply and Sanitation activities in Bukoba and other secondary towns under the “Lake Victoria Regional Water and Sanitation Initiative (LVWATSAN)” at an estimated cost of Tshs 5.8 Billion/=.

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Project preparation started in March 2005 in which among other activities, Financing Agreement has been prepared and submitted to UN – HABITAT for further action.

iii) Water Supply Babati, Lindi, Mtwara and Sumbawanga Towns

This project is funded by the Government of Tanzania in collaboration with the World Bank as a continuation of the Urban Water Supply and Sewerage Intervention Program. During the reported period the following activities were carried out.

Sumbawanga: Assessment of groundwater resources, refurbishment and upgrading of the treatment plant and distribution network. The authority was allocated Tshs 145milioni during the quarter to connect the two successful wells into the system after having connected the TANESCO line to the well-field.Feasibility study and detail design for immediate works for Initials interventions proposed by National Urban Water Supply and Sewerage Strategy (NUWSS) were prepared and presented. The consultant is Mott MacDonald ULG Northumbrian and LA Consulting. The financier is the World Bank. The Authority has also prepared tendering documents for the initials works proposed in the Water Sector Development Program.

Babati: Assessment of water resources for Babati, including groundwater and Lake Babati, existing distribution network, Mrara River source, the treatment plant and UFW support. The authority was given Tshs 29.3m/= to support extension and rehabilitation of the network. Feasibility study and detail design for immediate works for initial interventions proposed by National Urban Water Supply and Sewerage Strategy (NUWSS) were prepared and presented. The consultant is Mott MacDonald ULG Northumbrian and LA Consulting. The financier is the World Bank. The Authority has also prepared tendering documents for the initial works proposed in the Water Sector Development Program.

Lindi:

Water source studies, review of the water distribution network, refurbishment and reconfiguration/improvement of the distribution network. The authority was allocated Tshs 25m/= for the Kitunda tank rehabilitation and connection to the mainline. Feasibility study and detail design for immediate works for initial interventions proposed by National Urban Water Supply and Sewerage Strategy (NUWSS) were prepared and presented. The consultant is Mott MacDonald ULG Northumbrian and LA Consulting. The

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financier is the World Bank. The Authority has also prepared tendering documents for the initial works proposed in the Water Sector Development Program.

Mtwara: Studies on Refurbishment of the pumping station and raw water transmission main, the improvement of the distribution network. Feasibility study and detail design for immediate works for Initial interventions proposed by National Urban Water Supply and Sewerage Strategy (NUWSS) were prepared and presented. The consultant is Mott MacDonald ULG Northumbrian and LA Consulting. The financier is the World Bank. The Authority has also prepared tendering documents for the initials works proposed in the Water Sector Development Program.

iv) Kigoma Urban water Supply and Polution Control Project funded by Nordic Development Fund (NDF)

Kigoma water supply and Sanitation and Pollution Control Project is financed by Nordic Development Fund (NDF). This is a project study which will report defines in detail the scope and nature of subsequent project activities. The project is categorized in three major components mainly, Institutional Capacity Building for water supply and urban environmental sanitation, Kigoma Urban Water Supply Development and Kigoma Urban Environmental Sanitation Development. As at June 2006 the Terms of Reference (TOR) for the request of proposal for the consultant were finalized and submitted to Coordinating office in Vice President’s office.

v) Tripartite Program for Dodoma and TaboraThe Tripartite Program between the Governments of Switzerland (through SECO) and Tanzania and the respective UWSAs of Dodoma and Tabora aims at improving water supply and sanitation in these towns. Currently the procedure to sign the Tripartite and Financial Agreements is ongoing. The duration of the program is three years and costing 20 million USD to be co-financed in each town basing on the following modality:.

TUWASA (Tabora)Maximum contribution by SECO - USD 9.2 millionContribution by Govt. (MoW) - USD 0.33 million (0.11million for each year)Contribution by TUWASA - USD 0.52 millionCommercial Loan to TUWASA - USD 2.40 million Total USD 12.45 million

The activities to be covered in Tabora are include improvement of water intake at Igombe dam, increasing pumping capacities of Low and High-lift pumping stations from current 17,400m3 per day to 22,500m3 per day. Water

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treatment facility improvement, extension of water supply and sewerage networks, rehabilitation of existing distribution network, technical assistance, establishment of bulky water supply model if feasible, project management and supervision.

DUWASA (Dodoma)Contribution by SECO USD 5.61 millionContribution by Govt. (MoW) USD 0.33 million (0.11million for each year)Contribution by DUWASA USD 0.86 millionCommercial Loan to DUWASA USD 0.76 million Total USD 7.56 millionThe activities to be covered are in Dodoma include extension of network, rehabilitation of existing distribution network, technical assistance, establishment of Bulky water supply model if feasible, project management and supervision.

b) Projects Underunder Construction

i) Songea Water Supply ProjectThe Government of the Federal Republic of Germany through KfW started financing Songea Urban Water Supply and Sanitation project since February, 2000. The project is in two phasesPhase I of the project was completed in 2005, Phase II interventions that was completed in August 2007 include:;

Phase I: Through KfW support, the consultants M/s Dorsch Consultant (Germany) in association with ServicePlan (Tanzania) conducted the feasibility study, prepared detailed design and of tender documents. The project had two components namely immediate measure and capacity building. The consultant did the work from August 27, 2001 to November 18, 2002 for a cost of 1.18 mil. Euros for the main measures and 0.250651 mil Euros for Capacity building. The works were implemented by M/s NOREMCO for 19 months from July, 2003 at a contact cost of 4.608514 Euros.

Phase I of Rehabilitation and extension of a water intake in Matogoro Hills included;-i). Rehabilitation and replacement of a transmission main from the intake

to a treatment plant.ii). Construction of a water treatment plant,iii). Rehabilitation and replacement of raising mains from the water

treatment plant to storage facilities,iv). Construction of a storage tank of 2,000 cubic meters,v). Rehabilitation and extension of the reticulation system,vi). Supply and installation of 5,000 water meters,

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vii). Installation of a computer-based billing system.

Phase I of the project was completed in February 15, 2005

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Phase II:The financing agreement between Government of the Federal Republic of Germany and United Republic of Tanzania was signed in May 2004. The total Phase two cost is 9.6 million Euros (foreign) and 0.235 million Euros (local). The phase II involves:i). Development of new water sources ii). Expansion of the distribution networkiii). Feasibility study on sewerage and sanitation.iv). v). M/s Jos Hansen & Sons in JV with J. Riepl started implementing Phase II from November, 2005 to July 2007 (20months) at a contract cost of 6.770323 Euros.

Works done so far:vi). Order and supply of pipes and fittingsvii). (85% completed)Construction of 760m3 tanks viii). (90% completed)Matogolo 50m3 tank ix). (90% completed)Matogolo Pump housex). (90% completed)1.8km main pipeline xi). (95% completed)1.3 km of transmission main pipelinexii). 350 meter gravity main pipelinexiii). Major distribution main pipelinexiv). Minor distribution pipeline and house connections

Phase II of the project was completed in August, 2007

ii) Water Supply and Sewerage: Regional Centers Phase I and II

The Regional Centres Programme is Co-Financed between KfW, EU and beneficiary UWSAs of Mwanza, Mbeya and Iringa. The programme is being implemented into two phases.

Mwanza Water Supply Phase I

The program is in two lots: Total cost is 38 Million Euros to be financed by EU/KfW. The consultant: Howard Humpreys/C. Lotti & Associati & GKw.

Lot No. 1: Total cost is Tsh. 21, 353, 34118,477.00Project duration: 27 months. The Contractor M/S Degremont SA of France has completed theThe design and works of for the treatment plant has been completed for the Lot No.1 at Kapripoint and carried out theas followings works; i). Construction of the Office at Nyegezi.ii). Construction of the site office at Capripoint.

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iii). Survey and design of the roadway towards the treatment plant at Capripoint.

iv). Blasting of the stones along the roadway.v). Survey of the all areas which will be affected by the infrastructures

around the treatment plant and blasting of the stones.vi). Removal of the existing small pipes and location of the new pipeline

with large diameter from the treatment plant to the storage tanksvii). viii). Lot No. 2: Total cost is Tsh. 18,888,287,886.24The M/S Maltauro SPA of Italy carried out the following works under this Lot;ix). Construction of the office at Buzuruga area is completed by 99%.x). Construction of 3 residential houses is Buzuruga area is in the final

stages.xi). Construction of the 4 residential houses is Mabatini area is in the final

stages.xii). Construction of the two houses at Nyegezi pumping station is

completed.xiii). Excavations of the foundations of the construction of the storage tanks

at Kawekamo and Nyamshana Jeshini are complete.xiv). Survey of the roadway towards the proposed storage tanks location at

Kitangiri, Nyegezi, and Nyamshana Jeshini is completed.xv). 28km of pipe laying of 90mm and 225mm diameter at Nyakato

Mwananchi, mahina, Igoma, Kishiri, Mhandu, Nyakato national, Buswelu, Kangae, Buzuruga nad Nyasaka is complete.

Mbeya Project Phase I

Involved following works;-

i). Civil works Mbeya Water Supply & Sanitation Project Phase Iii). The following structures were under constructioniii). Kadege Reservoir (3000m3) iv). Nzovwe I Intermediate Tank (1000m3)v). Nzovwe II- Intake structurevi). Gravity line from Nzovwe II Intake to Intermediate tank at Nzovwe I, vii). Pumping main ND 300mm from Kadege Tank to Veta Tankviii). Generally the construction works during the reporting period were 60%

completed.ix). Construction of pipeline without testing have been carried out by the

contractor, M/S

And Oriental Construction as shown below:. i). HDPE pipe ND 110mm - 4,802m

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ii). HDPE pipe ND 160mm - 2928miii). HDPE pipe ND 90mm - 4,819miv). Steel pipes ND 300mm - 450m v). Steel pipes ND 200mm - 2,024mvi). Construction of the valve chambers near Police Station is completed.vii). Casting of one chamber cover for office septic tank

Sewerage/Sanitation Endorsement by KfW/EU of the Evaluation of submitted Tender for phase II Consultancy has been received. M/S Fichtner GmbH & KG in association with Plan-centre was awarded the contract for the Preparation of construction tendering documents. Land for sewage treatment ponds has been acquired and . The interventions done includes,

i). Extension of the distribution Networkii). 600m of PVC 4’’ class B, 150m 2 ½’’ PVC class B has been carried out

at Mbalizi and new Forest area respectively to make a total of 282.17m

iii). 75% of customers were metered with protection steel boxes.

Iringa Project Phase I

IRUWASA is the beneficiary of a project co-financed by EU and KfW which is providing improvements to the water supply and sewerage services systems. The feasibility study has been undertaken and completed and the funding MoU signed.

Mwanza Project Phase IIThe Consulting Services Contract was signed and the Consultant is on site. Activities to be implemented include design and supervision of the rehabilitation and expansion of the Mwanza Sewerage System.

Mbeya Project Phase IIThe Consulting Services Contract was signed and the Consultant is on site. Activities to be implemented include design and supervision of the rehabilitation and expansion of the Mbeya Water Supply and Sewerage System.

Iringa Project Phase IIThe Consulting Services Contract was signed and the Consultant is on site. Activities to be implemented include design and supervision of the rehabilitation and expansion of the Iringa Water Supply and Sewerage System.

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iii) Community Water Supply in the low income Peri-Urban Dar Es Salaam

The Formulation report of the project ‘Community Water Supply and Sanitation Systems in Peri-Urban areas of Dar Es Salaam’ was prepared by the Consultant under Technical assistance of Belgium Technical Cooperation (BTC.). Fourteen areas have been identified to benefit from this project in the three Municipalities of Kinondoni, Ilala and Temeke. The study report is expected to be presented and discussed at various levels by stakeholders of project target area and comments were incorporated in the Final Formulation Report (Technical and Financial File) for approval. The co-financing modality of the project amounting to Euro 1.80 million has been agreed as follows: -Contribution by the Belgium Government – Euro 1.50 millionContribution of the Ministry and three Municipalities – Euro 0.30 million

The Ministry will contribute in kind by providing the Project supervisor as well as two office rooms for use by Project Management Team (PMT) within Ubungo Maji. The Office equipment and supplies will be purchased by the Project Funds of report). Two cars will also be purchased to facilitate the PMT in its tasks, and one motorcycle will be provided for each of the three municipalities.

iv) DAWASA

DAWASA is an Asset Holding Authority with the responsibility for planning, financing and developing the water supply sanitation facilities on its area of service. Furthermore, under a Development Contract with the Government of Tanzania in August 2003, DAWASA had mandate to manage the rehabilitation and extension of the water supply and sewerage infrastructure under the Dar es Salaam Water Supply and Sanitation Project (DWSSP).

Dar es Salaam water Supply and Sanitation Project

The development objective is to provide a reliable, affordable and sustainable Water Supply and Sewerage (WSS) services to all categories of consumers in DAWASA designated area. The project started in 2003 and expected completion time is end of 2008 at a cost USD 164.6 million. The financiers are IDA, AfDB and EIB, Government of Tanzania. The contract is divided into following categoriesInterventions include;-

SIPE (Supply and Install Plant and Equipment) and POG (Procure of Goods) this was done by the former City Water Services. The Lease Contract was terminated in May, 2005 due to termination of lease Contract with. In 2006 DAWASA signed contract with

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Siemens/Consumer Sales and Services JV to undertake the remaining works. The works are on-going.

CPI (Rehabilitation of Water Supply Plant) Lower Ruvu Motor Control Centre were procured, delivered, installed and commissioned. The Contractor M/s Ondeo Degremont and Spencon Services are implementing the works. Rehabilitation of the treatment plant, construction of new clarifier and grit chamber (channel) at lower Ruvu and refurbishment of staff houses 84 houses were completed and handed over. Other on-going works are rehabilitation of treatment and pumping works at Lower and Upper Ruvu intakes. The completion time is May, 2007.

CP2 (Rehabilitation of Main Transmission Pipeline) contracted to M/s Spencon since October, 2004. Pipes delivery, pipe laying, construction of Tank at Wazo hill, construction of new staff house at Wazo Hill and Refurbishment of Reservoirs at University and Kimara works completed by 90%. The completion time is February, 2007.

CP3 (Rehabilitation of Primary Transmission main pipeline). Contract is be done by China Anneng since February, 2005. The contract is not progressing well. The contact completion time was December, 2006 it has been extended to June 2007.

CP4 (Rehabilitation of Sewage Treatment ponds) Contract was signed on March, 2006. The contract has been divided into four parts. The contact completion time is June 2008.

CP5 (Rehabilitation of Sewage Collection System) and CP6 – (Sewage Pumping Station Rehabilitation were awarded in December 2006. Completion 5time December, 2008.

i). Future Studies: -National WSS strategy was completed in December, 2005. For the financial year 2005/06 Mc Donald was given an extension to undertake the final dosing of the immediate works for 4 towns (Babati, Sumbawanga, Lindi and Mtwara)

v) Future Water Sources for Dar es Salaam:-

M/s Norconsult prepared Water Source Development Master Plan and has been prepared prepared and Bidding Documents in place: Future water sources for Dar es Salaam namely 600 meter deep boreholes at Mpiji Kimbiji and building a Dam at Kidunda were identified.

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The exploratory well at Mpiji Kimbiji has been successfully done. Preliminary investigation shows high ground water potential. Pumping and quality tests is yet to be done.

Preparation of the Water supply and sanitation Master plan for Dar es Salaam was completed in mid 2007.

vi) Lake Victoria-Kahama and Shinyanga Water Supply Project

The Government of the United Republic of Tanzania using its own funds is developing infrastructure for the Water Supply Project from Lake Victoria to Kahama and Shinyanga Towns. The project will also supply water to 54 villages along the pipeline route in Mwanza and Shinyanga regions. This project is carter for present demand of 80,000m3/day (population of 420,000 people) and future (after 10 years) demand of 120,000m3/day (population of 1,000,000 people)

In 2001, M/S GIBB (East Africa) Ltd from Kenya in association with M/S Netwas Ltd and Don Consult Ltd, both from Tanzania conducted Feasibility Study, Detail Design and preparation of Construction Tendering documents. The project is divided into four contracts to speed up the implementation. The feasibility study, design and preparation of Tender documents for all four contracts were completed November 2004 at a cost of Tshs 676.1 millions.

The Supervising Consultant M/S Norconsult International As from Norway in association with MMK Project services Ltd from Tanzania was procured for the supervision of all the four contracts at a cost of Tshs.1.76 billion.

1 Contract NO.1

The scope of work includes:-Interventions includes:

Supply and Installation of Intake works at Ihelele Village, Smith Sound in Lake Victoria.

Construction of a raw water pumping station at Ihelele Village. Supply and installation of a raw water pumping main from the intake to

treatment plant Construction of a water treatment plant with the present capacity of

producing 80,000m3 per day and to be expanded to a capacity of 120,000m3 pear day in 10 years later.

Construction of a clear water pumping station at a treatment plant Supply and installation of clear water pumping main from the water

treatment plant to the main storage tank

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Construction of a bulk storage tank with capacity 35,000m3 at Mabale hills.

M/S China Civil Engineering Construction Corporation (CCECC) was awarded contract No.1 for the design and built of the works at a contract price of Tshs 27,518,852,141/= without VAT for a period of 550 calendar days. However, there is additional costs of Tshs 3,293,567,479.8 for price adjustment and Tshs 731,040,042.35 for variation order No.8 making the current total contract sum 0f Tshs 31,543,459,663.2. Implementation started on 15/3/2004 with the original contract completion date 6/9/2005 extended to November, 2006.

2 Contract NO.2

Scope of work includes:-

Supply and construction of a 1200mm diameter gravity supply pipe line 27.6 Km in length from the Mabale hill Reservoir to the village of Mwawile.

Supply and construction of 300mm gravity pipeline 21.7 Km in length

from the Mwawile Village storage near Mhalo Village in Mwamashimba. Supply and Laying of pipeline to off takes in 10 Villages along the main

pipeline and construction of break pressure tanks for village water supply.

M/S Sinohydro Corporation was awarded Contract at a price of Tshs 47,687,826,004.80 without VAT for a period of 365 calendar days. This contract started on 19/2/2005 and expected completion time was 21/6/2006. The project has been completed. Electricity is awaited for trial run of the system.

Generally, the construction activities under contract No.2 as mentioned in the scope of works above are have been completed except provisional items for village off-takes. Other interventions include:

- The Contractor has handed over the works to the Ministry on 14/11/2006.

Design and Engineer’s Estimate for the Village off-takes have been finalized and awaiting decisions for implementations.

3 Contract NO.3

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The scope of the work includes.

Supply and construction of a 750mm diameter gravity supply pipeline 62.1 km in length from Solwa village to Kahama Town.

- The construction of a new storage reservoir situated at an elevation of approximately 1300msl ,with capacity of 18,000m3 at Kahama - The construction of large diameter (500 mm) steel gravity pipeline of

1.1Km in length from storage reservoir to a concrete water tower and break pressure tank in Kahama.

- Construction of 100mm to 300mm diameter pipeline 48Km branch to the villages along main pipeline route

- Construction of break pressure tanks for village water supply.- Construction of One water tower of capacity 250m3, a break pressure

tank of capacity 300m3 and distribution pipeline of PVC-U 198Km and 13.5Km of steel pipes.

- Construction of Instrumentation, pumping and re-chlorination facilities and Associated and ancillary works

- Constructions of 19 off-takes pipeline to 20 villages.

M/S Sinohydro Corporation was awarded Contract No.3 for the constructions of the works at a contract price of Tshs 62,538,654,786.36 without VAT for a period of 360 calendar days. Construction has started on 9/3/2006 and is expected to complete 9/3/2007.All these activities have been completed. Other activities include:

- 4 Contract NO.4

The scope of work includes:-Supply and construction of a 700mm diameter gravity supply pipeline 64.4 Km in length from Solwa village to a new storage reservoir situated on the hill at Old Shinyanga Town- The construction of an 18,000M3 concrete storage reservoir at Old

Shinyanga - The construction 400-900mm diameter steel gravity pipeline 28Km

from the reservoir at Old Shinyanga to four concrete towers in Shinyanga

- Construction of four water towers and water distribution pipeline 329Km PVC-U and 36 Km of steel pipes

- Construction of Instrumentation and re-chlorination facilities- Constructions of off-take, small diameters pipeline and break pressure

tanks for 9 villagevillages.

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M/S China Civil Engineering Construction Corporation (CCECC) from China was awarded contract No.4 at contract price of Tshs 54,158,284,939/= with VAT for a period of 365 calendar days which started on 21/06/2005.Only few activities are still on going.

Power ContractM/S National Contracting Company Limited from Saudi Arabia was awarded a power supply contract to Ihelele water Treatment plant at a contract price of Tshs. 6,360,235,814/=.The contract was signed 0n 30/8/2006 is scheduled to be completed on 30/9/2007.The scope of works includesInterventions related to power installations include:

Constructions of 1 x 10 MVA substations at Bulyanhulu substation Construction of 28km power transmission line from Ikangala village to

Ihelele including 1.5km submarine cable.

The works Mobilizations of the contractor’s camp are ongoing.

Survey of 28km route for power transmission line 33kV from Ikangala village to Ihelele Water treatment plant including 1.5km for submarine cable is completed

The contractor has already ordered 1 x 10 MVA Transformers to be

installed at Bulyanhulu substation

Most of these activities will be completed during this financial year.

4.3.8 UWSAs and DUWSAs

Challenges and Gaps

i) Under the Water Works Order of 1998, 19 UWSAs were established as “autonomous” bodies. They are now functional but challenged by many deficiencies. The most fundamental problem challenge is that they UWSAs do not yet fully exercise their autonomy. This is the case despite the fact that all UWSAs are implementing their Strategic Plans that give strategic direction towards full cost recovery.

ii) Boards are autonomous in decision-making and members are professional but have varying levels of skills and experiences.

iii) While blaming financial limitations for limited progress, the UWSAs are reluctant to increase tariffs to commercial levels.

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iv) Few authorities are replacing worn out equipment, and most depend on donor aid or grants from MoW for major refurbishments. Likewise, some UWSAs and DAWASA have rationalised their approach to maintaining and repairing distribution network. Due to inadequate leakage detection facilities, responses are only made to visible leaks.

v) Most of the UWSAs Finance departments have computerised billing systems and four are relying on manual systems. The average level of arrears in the UWSAs is high at around six months of accounts receivable, most being owed by households, but many also by institutional customers.

The Household Budget Survey of 2001 suggest that sanitation coverage (as measured by access to latrines) is as high as 90%. However, most latrines fail to meet MDG defined standards for sanitation. By MDG standards, coverage would be closer to 50%. Sanitation has failed to attract the required level of resources. When resources are available, they are commonly spent on technology and subsidies instead of on the necessary promotion, planning and skills development within the community.

The challenges and gaps for UWSAs and DUWSAs can be summarized as follows;-i). Do not yet fully exercise their autonomyii). Not financially self-sustaining. iii). Challenged by varying levels of skills and experiences. iv). Reluctant to increase tariffs to commercial levels vi) The private sector is actively participating in water sector but is

relatively weak in the district level where it is most needed.

Recommendations

Technical operationsi). Since the estimate demand figures have remained constant over the

last three years despite the increase in population and industrial and commercial activities within such municipalities, there is need to regularize the estimation of water demand to match the needs of the community in all UWSAs.

ii). In order to cope with the increasing demands, all UWSAs should budget for studies to establish new and sustainable water sources. Where necessary, mapping of underground and other water sources should be taken up seriously as a strategy leading to a permanent solution to the problem of water sources.

iii). Storage capacities are among the factors which need to be addressed in relation to expanding daily production.

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iv). The amount of UFW, which has been noted to be very high in some of the UWSAs, needs to be studied and a solution found as soon as possible.

v). Though turbidity has improved considerably, there is nevertheless a need to continue improving the standards of water quality in all UWSAs.

vi). Install metres to gauge all the water supplied from the supply systems as a way of controlling billing and to ensure that one pays for what one has consumed.

vii). Where practical and cost effective, an effort should be made to provide sewerage systems in un-served municipalities and expand existing ones.

viii). Work on strategic actions to prepare the UWSAs to ensure that all waste water is collected into waste stabilization ponds before discharging it into receiving water bodies.

ix). Moreover, there is a need to provide additional WSP units (like Maturation WSPs) in some UWSAs to further reduce the BOD5 to within allowable standards.

Commercial and business operationsFor the improvement of the commercial operations the following is being recommended.

(a) Service coverage

i). Intensify the search for additional water sources, the MoW should assist with the studies and expertise for UWSA with boreholes, seasonal rivers and springs.

ii). UWSAs with sewerage infrastructure to work out strategies to entice more customers to join the sewerage systems, e.g. through instalment payments, credit schemes, etc.

iii). MoW should also assist in the search for and provision of capital funds to expand water supply and sewerage services in order to meet at least the MDG and NSGRP goals in water supply and 20% of sanitation goals.

(b) Efficiency in billing and collection

Enhance billing thorough prompt metre reading, capacity building of computer staff, and motivation of staff through the introduction and monitoring of incentives.Assess and implement the outsourcing option of metre reading and distribution of bills.

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(c) Recovery of revenue lost through UFW

i). Sustain and intensify efforts to reduce UFW through metering, involvement of stakeholders in identifying illegal connections, metre by-pass prevention, metre chambering, prompt reporting of leakages and bursts and enhance access to key staff.

ii). Category A UWSAs should invest the required amount of revenue in capital, especially in rehabilitation of old networks. It is recommended to earmark a specific percentage of revenue for that purpose.

iii). Enhance the staff capacity and re-orient them to become multi-skilled and multitasked, e.g. to handle metre reading and minor repairs to save costs.

(d) Customer relations

i). Those UWSAs with less than MoU targets in customer relations, i.e. average service delivery hours should improve the situation.

ii). For UWSAs with large numbers of institutional customers, should start exploring the establishment of customer Accounts and have specific Commercial Staff dealing with these for the purpose of nurturing relations and enhancing the willingness to pay. This applies to Arusha, Moshi, Mwanza, and Tanga.

iii). UWSAs need to establish a common reporting format for all complaints received from customers in order to facilitate prompt handling of the same.

iv). UWSAs need to come up with plans of how to nurture relations with large customers in order to enhance their loyalty with a view to safeguarding their sources of income.

(e) Cost recovery and tariff setting i). UWSAs should review tariffs annually as required in the MoU to lessen

the customer sensitivity to price changes and also to enhance the acceptance of tariff changes and political pressure on the Authority.

ii). The comprehensive cost recovery strategies that are in place should be made operational immediately.

iii). The Ministry of Water should monitor closely and regularly the implementation of Cost Recovery Plans through the reporting structure.

(f) Enhancement of Private-Public Participation

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The UWSAs are encouraged to build capacity and enhance private sector participation in service delivery, e.g. in metre reading, bill distribution, debt collection, etc.The MoW should assist UWSAs in establishing a monitoring framework for outsourced services.

(g) Protection of water sources

i). Review the format of monitoring reports for UWSAs to report on progress in protecting water sources.

ii). UWSAs to draw up comprehensive, collaborative, integrated and better resourced plans for protecting water sources.

(e) Relations with Local Government Authorities

All UWSAs should establish Win-Win Memoranda of Understanding with respective Local Government Authorities, which specify the level of investment cooperation such as in repair of bursts across constructed Municipal and City roads, servicing the poor, etc.There should be links to the Local Government capital or development Grant System and NSGRP in water supply and sanitation.

f) Financial operations

i). The UWSAs in Category A and the Ministry of Water (for Categories B and C), should strive to employ fully qualified (registered) accountants in the Authorities. Retention incentives and motivation should be worked out both by the UWSAs and the Ministry. This will certainly enhance the quality of the accounts, financial statements and eventually lead to unqualified audit reports. In addition, competent accountants will facilitate the maintenance of records on accrual basis of accounting, compliance to IFRS and IPSAs, which are all mandatory requirements.

ii). The UWSAs should expedite the process of obtaining legal ownership of the assets inherited from the government and where necessary request assistance from the MoW. These include landed property, water sources and stabilization ponds. It is discouraging for an Authority that has exerted its effort in making sure that all other records have been kept well to have an audit qualification just because it has not yet received legal documents for the assets it has been given. The affected UWSAs here were Dodoma and Tabora in Category A.

iii). Authorities should learn from best practices and be encouraged to learn from each other, e.g. UWSAs that are weak in collecting water bills to go to TANGA which does very well in debt collection.

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iv). Explore the possibility of outsourcing internal audit functions for those UWSAs in category C to strengthen monitoring of internal controls because such Authorities may not be able to hire and pay adequately for competent internal auditors.

v). UWSAs should come up with strategies for recovering overdue debts particularly from government departments and institutions such as the Police, Prisons, Hospitals, etc. MoW assistance may sought to pursue support form parent Misnistries. This is a persistent problem in many Authorities. The government can, for example, pay the authorities directly through the respective Ministries, or some other arrangement made to rescue Authorities from this chronic problem.

g) Capital Development Projects

i). More effort should be made by the MoW to obtain funds for major capital development. The possibility of establishing a revolving fund whose contributions shall come from UWSAs with surpluses should be explored further.

ii). MoW should be requested to build good environment that will attract more Developing Partners to join in the Basket fund mechanism.

iii). Individual UWSAs (especially category “A”) should strive to budget for capital development and specific studies.

iv). Individual UWSAs should explore further the possibility of establishing partnerships with the private sector for purposes of raising development capital.

v). MoW should assist the financially capable UWSAs to acquire soft loans from the Banks.

vi). Efforts for mobilization of resources for capacity building and quality assurance are highly recommended.

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4.4 Water Resources Sub-Sector

The thrust of Water Resources sub-sector is to work with partners and stakeholders through an integrated water resources management, development and utilization framework that ensures sustainability of the nations’ water resources for socio economic development of the country. Through this framework, promotion of good governance of water resources through empowering water users, encouraging participatory and transparent decision-making, devolving ownership to the user level, and granting secure water rights with responsibilities to the water users, community groups, local government and Basin Boards are amongst key deliverables;


a) Water Resources Assessment

PlansIn ensuring timely water resources assessment as a prerequisite for facilitating the development of new water sources through Hydrological and Hydro-geological surveys and investigation. The following interventions were planned for 2006-2007 period.

i). Institutional and staff capacity enhancement of Water Basin Offices to effectively carry out discharge measurements and calibration of hydrometric stations, water quality measurements and carry out hydro-geological surveys.

ii). Provision of national level technical support and backstopping to basins.

iii). Prepare hydro geological and hydrological base maps of Tanzaniaiv). Identify potential sites and facilitate the development of dams, storage

reservoirs and groundwater sources. v). Enable Central Water Board Unit to carry out enforcement, regulatory

and environmental management in collaboration with BWOs.

Achievements:

Survey of water sources was carried out in all 9 basins. The surveys identified 1,590 streams and rivers, 2,024 springs, 236 lakes and dams and 10,458 boreholes all of which are used as water sources for various purposes. Data from Rivers and dams including Kidatu, Mtera, Kihansi and Nyumba ya Mungu were collected, and stored in Data Base to be used for various purposes.

i) Assessment of the existing water resources monitoring network was carried out to identify shortfalls/ gaps.

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ii) Topographic maps for Ruvuma River Basin and Wami/Ruvu Basin were digitized.

iii) A total of 850 potential borehole sites were identified for water well drilling out of the planned 1500.

iv) The awareness campaign on land and water sources protection was launched in all Water Basins. Each river/lake basin has identified types and number of water sources. Each water source identified will be protected by delineating the impacted areas.

v) Awareness and inspections was done in Mining sites, Industries and Municipal Councils. A total of 8 mines in Lake Victoria and Internal Drainage basins were inspected and 27 factories in Mwanza, Kagera, Musoma, Arusha, Moshi and Tangaand Tanga were also inspected for legal compliancy.

b) Water Resources Governance

PlansIn the process of ensuring that Water resources in all basins are properly used and equitably allocated, the sector planned to do the following:

i) Raise public awareness on efficient use of water,ii) Prepare water resources training modules and train stakeholders in

IWRM in all basins, andiii) Develop and implement monitoring programmes of water use

efficiencies across sectors by use of proper technologies.

The aAchievements were as follows:

i) Nine Water Basins organized public awareness campaign during Maji – week (2007) celebrations. The campaigns were on water resources protection, pollution control, establishment of water user groups and associations.;

ii) Specific fields of training were identified and assessments of stakeholders for training were carried out in all 9 basins.;

iii) A national water permit register was established as well as reviewing of existing water rights.

c) Trans-boundary Water Resources Management

In acknowledging that water resources are international with basins and rivers cutting across borders of countries hence Trans-boundary in nature; collaboration and coordination of stakeholder nations in the management and development of trans-boundary water resources trans-boundary is crucial. Participation of Tanzania in developing national and regional

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strategies and programmes on integrated water resources development and management of trans-boundary waters was amongst priorities.

The Planned interventions included the following:

i) Support the O&M of SADC HYCOS data collection and information management systems.

ii) Design and implement national GIS based database of water users.iii) Capacitate basins to set-up and manage database of water

resources data and information.iv) Support and coordinate National, Regional Programmes for IWRM

(SADC, NBI, EAC, IAEA, JRRBI, WMO)

Achievements on these interventions include:

i) Sketches and detailed designs of 15 water monitoring stations were prepared and forwarded for funding request from the SADC-HYCOS project.

ii) Data on water users have been collected for all 9 basins, as well as water resources data and information.

iii) Conditions of effectiveness for Implementation of the Shared Watercourse Support Project for Ruvuma River Basin were completed. These include signing of an agreement to establish a Joint Water Commission between Tanzania and Mozambique also a Project Implementing Agency (Ruvuma River Basin Water Office (RBWO)) was established as well as opening of special bank accounts in Local and Foreign currency.

d) Water Resources Monitoring Networks:

Installation of the optimally functioning and sustainable water resources monitoring networks especially in water basins constitutes key interventions for water resources monitoring.

The planned interventions during the period under review include:

i) Installation of water resources monitoring networks for quantity and quality monitoring and provision of funds for monitoring stations operational and maintenance costs in 6 out of 9 basins. This was planned so as to enhance the capacity of Water Basin Offices to carry out timely assessment of water resources.

The achievements include:

i) Assessment of the water resources was carried out in all 9 Basins.

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ii) Rehabilitation of 56 water resources monitoring stations were accomplished as follows: Wami Ruvu Basin (29), Pangani Basin (14), Rufiji Basin (5), Lake Victoria Basin (4), Wami/Ruvu (3) and Lake Nyasa Basin (1).

e) Capacity building for Water Resources management

Capacity building for water resources management is a necessary aspect for the Integrated Water Resources Management. To ensure that technical, professional and ethical management and institutional capacity for National Hydrological and Hydro-geological monitoring are improved.,

theThe following were the planned interventions include:

i) Organizing and participating in national and regional consultations and fora concerning water resources issues.

ii) Enabling Basins to acquire necessary technical equipment and materials.

iii) Carrying out specific training programs on negotiation skills, new technologies and standard procedures for water resources data acquisition, processing, storage and interpretation.

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Achievements include:

i) Basin Water Offices’ workshops were organized to familiarize with basin activities and officers participated in various regional and sub regional technical discussion meetings.

ii) Technical specifications for equipment required for assessing and monitoring water resources were prepared and submitted for procurement.

iii) Needs assessment was carried out to collect information required for the development of a human resources capacity building and institutional development plan.

iv) Provision of working gear to staff including office materials, working tools, furniture and other working gear assets required for timely execution of core obligatory activities.

v) Capacity building and institutional development needs assessments were carried out at ministry headquarters and in all water basins, development of the capacity building and institutional development program is in an advanced stage.

2.0 Sector Institutional Capacity building and Training

According to the NAWAPO, the central government is no longer involved in direct implementation of water schemes. Instead, it has taken up a new role of providing an “enabling environment” within which all players – the community, district councils, and private sector – can operate effectively in establishing community managed water supply and sanitation.. Capacity building and training is therefore a major component of the new approach and also a challenge to the sector.

The implications for human resource development following this change in approach are inevitable. It calls for re-orientation and training of existing personnel; recruitment, selection and training of new personnel and planning the long term personnel needs at an institutional and sector wide level. It affects the Ministry of Water, Regional Administrations, District Councils, Service Providers and communities. It also affects all managers, decision-makers, middle-level professionals, field workers, technicians and community-based cadres who play a role in the provision of water. It involves developing the capacities of all players at all levels – national, regional, district, and community.

The new approach involves a major transformation in the way different institutions work in the water sector. Given that the community is now at the centre of the process, all players have to learn skills of working in a participatory way with the community. Capacity building and training, therefore, are an important part of helping stakeholders deal with the

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changes and understand their new roles and approaches in the new system, and most importantly, translating them into practice.

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HYGIENE AND SANITATION

(Source: National Environmental Health and Sanitation Policy Guidelines 2004)

Plans and Achievements

Trends in Sanitation and Hygiene. Tanzania has high access rates to sanitation facilities – both in rural and urban areas. Yet, many of these facilities fail to meet the MDG defined standards for sanitation. The Joint Monitoring Program reported access to improved sanitation in 2004 at 62 percent. However, a study of Water Aid found that coverage can vary widely within the countries. The challenge in reducing disease transmission is not only in providing toilets and other hardware but also in effective hygiene promotion to change peoples’ behaviour. Hygiene refers to the set of behaviours related to safe management of excreta, such as washing hands with soap at appropriate times, disposing safely of household wastewater, and the safe disposal of child faeces. Together with sanitation, hygienic behaviour is critical for control of diarrhoeal diseases and parasitic infections that cost lives and contribute to malnutrition. No data are available on hand washing practices, but some observations in a recent evaluation from a Dutch-funded project in the rural Shinyanga Region found

Definitions(i) Hygiene refers to protective measures promoting health and limit the spread of infectious chiefly transmitted by direct contact with a dirty environment. It also involves a set of behaviours related to safe management of excreta, such as washing hands with soap at appropriate times, disposing safely of household wastewater, and the safe disposal of child faeces. Other core hygienic practices include maintenance of sanitary facilities, handling and storage of cooked raw food and drinking of safe water through proper treatment, storage and handling.

(ii) Improved Sanitation is defined as a system that separates people from excreta and protects transmission of faecal contaminant and is easily accessible in all seasons.Improved sanitation technologies include:

• Flush or pour flush to piped sewer system, septic tank, pit latrine • Ventilated improved pit (VIP) latrine• Pit latrine with slab • Composting toilet

(ii) Acceptable Latrine, meaning a latrine which has a stable slab with a floor, superstructure with a roof, a door which provides privacy, maintains cleanliness, free from flies and odour with hygiene facilities.

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that hand washing after toilet use was not common practice among most children.

Detailed AnalysisAccording to the 2002 National Census, Tanzania has reportedly high access rates to sanitation facilities – both in rural and urban areas (which sources of information? The sector uses a wide range of M&E data!) . Yet, many of these facilities fail to meet the MDG defined standards for sanitation, and the country suffers from high rates of diseases associated with poor sanitation. The Joint Monitoring Program reported access to improved sanitation in 2004 at 62 percent. However, a study of Water Aid found that coverage can vary widely within the country. The challenge in reducing disease transmission is not only access to improved sanitation, but also in effective hygiene promotion to change peoples’ behaviour.

The current situation of sanitation and hygiene in Tanzania is not conducive for supporting a disease-free and happy living environment. A report from Ministry of Health and Social Welfare (MoHSW, 2004) found that the proportion of households with any form of latrine is at 87%. That means those without latrines are 13% which is equivalent to a population of almost 5 million people, according to 2002 census. In addition, the majority of latrines used are traditional pit latrines, which are ineffective at isolating faeces from the human environment. These latrines also perennially collapse due to poor construction using temporary building materials. Furthermore such latrines are neither safe nor comfortable enough for utilization by women, the elderly, disabled and children.

Institutions such as schools have particularly low rates of improved sanitation, currently estimated between 36% and 50% [MOH/DHS 2004]. Schools that lack access to basic water supply and sanitation services will have an increased incidence of major childhood illnesses among their students. Poor health is an important underlying factor for low school enrolment, absenteeism, poor classroom performance, and early school dropout. Hygiene, sanitation, and water in schools projects can create an enabling learning environment that contributes children's improved health, welfare, and learning performance.6

In the nomadic communities, latrine coverage is as low as 12% and in institutions, for example, in primary schools is equally appalling as only 36% of the school have acceptable sanitation facilities and safe water supply. It is a known fact that poor and hygiene contribute greatly to poor performance and increased school drop out. (DHS 2004) Together with improved sanitation, hygienic behaviour is critical for control of diarrhoeal diseases and parasitic infections that cost lives, contribute to

6 http://www.schoolsanitation.org/

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malnutrition, stunting, wasting, and reduced cognitive ability, reduced productivity and shortened life expectancy. It is reported that only 31.3% of the latrines have hand washing facilities (MoH, 2004), 50% of families wash hands in shared containers and 15.1% of households had children faeces around the compound. Some observations in a recent evaluation from a Dutch-funded project in rural Shinyanga found that hand washing after toilet use was not common practice among most children.

IssuesSanitation and hygiene issues assessed during the period under review (Dec 2006/Aug 2007) include;-

Fragmentation of the sector Many different agencies have responsibilities with unclear institutional arrangements for sanitation and hygiene services, as can be seen in Table 6.x, which summarizes the situation for household sanitation. In two key areas, school sanitation and water pollution control (another MKUKUTA indicator), the ministries of Education and Environment are also involved. The high proliferation of roles and responsibilities requires coordination among the different agencies.

Table 6.1 Responsibilities in Sanitation and Hygiene

Area Responsible Rural Responsible UrbanPolicy/standards MoH MoH, MoW Design ManualPlanning/designing

NGOs, CBOs

Implementation LGA, DWST, sanitation clubs, sanitation masons

WSSAs

Financing Households (construction), LGA (promotion)

WSSAs

O&M District Councils, COWSOs, WATSANs, MoH

WSSAs

M&E MoH LGAs (“delegates” to whom?)Coordination Unspecified (PM-ORALG?) Unspecified (PM-ORALG?)Technology transfer/training/CB

MoW, MoH, Regional Secretariats

MoH

Standards/Regulation

MoH, village councils EWURA

Tariffs unspecified EWURA

Source: Technical Working Group on Sanitation and Hygiene

Sanitation and Hygiene Financing

Sanitation is often considered an individual household/family responsibility, and subsequently tends to be severely under-funded in sector investment

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programs. When the sector gets access to resources, they tend to be focused on sewerage investments in urban areas, or curative programs in rural areas. Although expansion of sewerage makes sense in dense urban areas to deal with environmental externalities, creating demand for such services has proven difficult. In those towns in Tanzania, where sewerage is available, the demand for the sewerage services has been low. In the urban areas that have a sewerage network only a fraction of the population that has access to piped water supply has actual access to the sewerage network. This raises issues of equity, as most of the subsidies in the sector are geared towards privileged urban dwellers with access to water supply and improved sanitation, including sewerage. And yet the population densities of urban areas make the sanitation needs particularly acute.

Different approaches used in sanitation

Global experiences in successful sanitation have mainly focused on sanitation in urban areas. In Tanzania, even though hygiene awareness tends to be low and many sanitation facilities do not meet the standard of improved sanitation, some successful experiences combining sanitation and hygiene promotion have been documented both in rural areas (Box 6.2a) and in urban areas (Box 6.2b).Box 6.2a: Marketing Urban Sanitation in Dar es Salaam"The toilets built by masons from the ‘Kitiochovyo’ (toilet centre) are free from smell, insects including mosquitoes and provide sufficient privacy and safety compared to the old types of toilet". This is just one response from a beneficiary of the WEDC-run project to bring safe sanitation to around 20,000 people in urban areas of Dar es Salaam in Tanzania.Researchers facilitated the set up and promotion of a toilet information and sales centre where people could get access to information about sanitation, and which acted as a focal point for a pool of trained latrine builders. The centres offered a total package of information and advice, latrine building and emptying services.Through the centre, informal latrine builders gained better skills, and men and women who are members of the toilet centre group now gain extra livelihood from increased demand for their services - trained masons are now being contracted by government and NGOs to build latrines in schools and public places and to train other masons.As a result of the project, households in high-density low-income settlements acquire better quality toilets and are able to trace the builders in case of any problems. Children are able to use the toilets built by the trained masons due to the modification of technology to use safer and smaller drop holes.Source: http://www.research4development.info/caseStudies.asp?ArticleID=50053

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http://wedc.lboro.ac.uk/

Box 6.2b: Marketing Rural Sanitation in Kondoa DistrictIn Kondoa district, the NGO Environmental Engineering and Pollution Control Organization (EEPCO), with funding from the Ministry of Water, undertook a pilot project with the aim to improve the sanitation situation in two villages using a combination of social marketing, training of local artisans and extension workers to produce and install low-cost sanitation platform (SanPlat) latrines. EEPCO started a 16-day training program to implement these particular low-cost latrines in the villages of Kidoka and Itaswi/Kwadinu with members of the water committee, local artisans and extension workers. At the end of the training program, 200 SanPlat slabs were produced for households, schools, mosques and churches. Demand for the latrines proved high, and there was quite a bit of interest to continue the production of the slabs. Yet, further evaluation is needed to determine whether latrine use is still continuing after EEPCO left the villages.Source: EEPCO

Achievements

Ministry of Water: (This is being worked out)

Urban:

Rural: The sanitation activities have been going in all 12 districts of the project.Plans for implementation based on School and Community Sanitation, Main activities were as follows:- Facilitate the construction of sanitation activities in 12 districts (latrines

and hand washing facilities) Facilitate the 12 districts on formulation and training of school and

Community health sanitation clubs as the part of hygiene and sanitation education

The implementation for the first three project districts namely Mpwapwa, Rufiji and Kilosa includes:-

School hygiene and sanitation activities- Introduction of C to C approach in the school and community- Formation of the school sanitation clubs- Training need assessment and training of the CtC approach- Competition between sanitation clubs on hygiene and

sanitation behaviour- Construction of demonstration latrines, hand washing

facilities, purchasing and installation of hand washing facilities Community hygiene and sanitation activities

- Awareness raising to the community in better hygiene education and sanitation behaviours

- Formation of community sanitation clubs

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- Training need assessment and conducting training to sanitation fundis and sanitation clubs

- Construction of different demonstration latrines at centres

Sanitation implementation for the eleven districts Morogoro, Mvomero, Handeni, Kilindi, Kiteto, Kondoa, Kongwa, Manyoni, Singida, Iramba and Igunga have community sanitation work plan and budget. The implementations are at the beginning due to rate release of fund.

Implementation status and fund released for each district

Name of the District

Planned Activities Implemented status

Remarks Fund Released

Mpwapwa

Construction of latrines and washing facilitiesConstruction of latrines 20 holes in Chiseyu and 36 holes in Mtera Primary School

20 holes of Chiseyu primary school latrine constructedConstruction 36 holes for Mtera is in progress

Construction of latrines in Mtera delayed due to hard rock formation 43,945,1

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Purchase and installation of hand washing facilities

Procurement procedure in progress

Addition fund released for completion


2 health sanitation clubs formed 1 for Mtera, another for Chiseyu and 10 community sanitation clubs formed

Training of CTC Approach and 2 school sanitation clubs trained.

Draw different pictures of hygiene and sanitation massages

Pictures drawn in Chiseyu

Mtera not yet due to uncompleted latrine construction

Competitions between sanitation clubs(SC) on hygiene and sanitation behavior Participants are Mtera and Chiseyu P/schools

Competition done as planned, were Chiseyu against Mtera Primary School

The winner was Mtera primary school

To improve Hygiene & Sanitation in Community level

Conducting training to sanitation fundis and sanitation


Addition fund released to

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clubs complete the activities is about 5,731,900

Construction of demonstration latrine in two centers in Kibakwe and Chipogolo


Rifiji Construction of latrines and washing facilitiesConstruction of latrines in Kilimani, Utunge and Mloka Primary School

Construction are in Progress

Work plan and budget were approved, but when funds for the RWSSP sent to the district, sanitation package was not given enough money as it had no priority, thus implementation started late

39,531,145Hygiene and sanitation

educationIntroduction of Child to Child Approach in 3 schools and to the 10 community and Formation of Sanitation clubs

3 school sanitation clubs formed in Utunge, Mloka and Kilimani primary schools


3 school sanitation clubs trained

To draw pictures after completion of latrines construction




Kilosa Construction of latrines and washing facilitiesConstruction of latrines in Parakuyo and Nguyami Primary Schools

Construction in progress

30,236,200


2 school sanitation clubs formed







Handeni / Kilindi

To improve Hygiene & Sanitation in Community level by :-Conducting training to

Mkata, Kweinjugo, Songe and Kwediboma

19,334,000

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sanitation fundis and sanitation clubs and Construction of demonstration latrine in 3 centres

centres selected to build at least 3 different types of latrines for demonstration

Morogoro Rural/ Mvomero

Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Mtamba and Nkindo centres selected to build demonstration latrines

19,070,000

Singida Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Njiapanda ya Makiungu, and Sepuka centres selected to build demonstration latrines

17,395,000

Kongwa Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Mbande and Pandambili centres selected to build demonstration latrines

21,350,000

Kondoa Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Demo latrines constructed by FSP in each 10 villages and training to be done soon

16,428,000

Manyoni Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Itigi and Nkonko centres selected to build demonstration latrines

22,375,000

Iramba Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Gumanga and Msigiri centres selected to build demonstration latrines

19,352,000

Igunga Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Nkinga and Igurubi centres selected to build demonstration latrines

20,183,000

Kiteto Construction of demonstration latrine in 2 centres and Conducting training to sanitation fundis and sanitation clubs

Sunya, Olkine and Laiseri centres selected to build demonstration

18,420,000

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latrines

Challenges in the Districts Despite being a component of RWSSP, sanitation and hygiene has not received the necessary priority as compared Water supply. More resources have directed towards Water Supply.Way FowardAs a way forward, plans are under way to implement Hygiene and Sanitation Promotion in the other eleven (11) project districts. The Action and Work plans for the activities in these districts are prepared, approved and fund released.

Summary: Established School and Sanitation Clubs under RWSSP

S/N District School Sanitation Clubs

Community Sanitation Clubs

Fund Released

1 Rufiji 2 7 39,531,1452 Kilosa 2 2 30,236,2003 Mpwapwa 2 14 43,945,1624 Morogoro (V)/

Mvomero- - 19,070,000

5 Kongwa - - 21,350,0006 Kondoa - - 16,428,0007 Handeni/

Kilindi- - 19,334,000

8 Kiteto - - 18,420,0009 Manyoni - - 22,375,00010 Singida (V) - - 17,395,00011 Iramba - - 19,352,00012 Igunga - - 20,183,000

(some suggestions might be, school latrines constructed, household connections completed, sewerage network rehabilitated – in Dar the sludge ponds have been cleaned, and the sea outfall constructed, as well as a draft strategic sanitation plan has been completed. Also, fundis trained, sanitation clubs formed, etc. Perhaps Mama Dorisia can do the rural section and Mama Mbowe to do the urban section?

National: Sanitation and Hygiene Thematic Working Group (SHTWG) formed, with representatives from MoW, MoHSW, NGOs, and donors. The SHTWG has met four times, and this has led to improved coordination in the subsector.

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Increasing resources have been allocated to sanitation and hygiene from the MoW. For FY08/09, every eligible district received TSh20 million for sanitation and hygiene. Additionally, external agencies are dedicating more resources to the sector, (e.g., WSP, with a $3 million, 3-year project).

6.2.2 MINISTRY OF HEALTH AND SOCIAL WELFARE

A) THE HEALTHY VILLAGES PROGRAM

Healthy villages refers to the settings in which the rates of health promotion and disease prevention are high, community members have access to basic services that meet their needs and its people live in harmony. It is a multi-faceted approach which entangles several public health interventions such as provision of safe and clean water; improve levels of sanitation, hygiene and status of the dwelling houses. The program started in 2006 in five pilot villages namely; Kitunda (Dar es Salaam region), Chumwi (Mara region), Namalenga (Mtwara region), Kitisi (Iringa region) and Mkowe (Rukwa region). Currently the villagers are implementing the plans developed by themselves which addresses the community felt needs. The approach is sincerely community based entailing that the community take a leading role on the implementation and evaluation of the performances. It emphasizes the use of locally available resources and expertise although other affordable technologies from outside are used whenever need arises.

So far more than 75 community facilitators have been trained on PHAST approach. The facilitators are responsible for training other villagers on issues pertaining to health promotion interventions which include hygiene, sanitation, and other disease prevention measures. Within one year of implementation remarkable ground work has been observed in some of these villages. The Mkowe village has been outstanding of all. There has been tremendous increase of sanitation facilities which includes latrines, pits for rubbish and dish racks. In addition the Sumbawanga district councils within which the village is located has allocated funds for supporting this initiative.

In an effort to scale up the coverage of the VHP to other regions, the Ministry of Health and Social Welfare has selected twelve (12) new districts which will implement the concept in twelve pilot villages one in each district. It is anticipated that, the program will help to raise awareness and involvement of the community in undertaking environmental health interventions which are the building blocks for improved health and well being of the people. In addition the program will help to strengthen collaboration between health and other sectors since it is a multisectoral approach that needs collective efforts to realize it.

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B) PHAST IMPLEMENTATION

Participatory Hygiene and Sanitation Transformation (PHAST) is an approach to health promotion that focuses on community participation and capacity development rather than health messages. An underlying principle of PHAST is that no lasting changes in people’s behaviour will occur without communities internalizing the link between disease and poor hygiene and sanitation, as well as understanding and appreciating the rationale of improved sanitation and hygiene facilities and practices as key barriers to disease transmission. PHAST facilitates communities through a step-by-step process to identify and analyse their health issues and plan for the selection of interventions that are most relevant to their situation.

To date, more than 70 districts implement PHAST though not extensively. The coverage in some districts is 100% however majority have much lesser coverage. The introduction of PHAST in these districts went hand in hand with training of facilitators. So far there 1025 district facilitators, 1300 ward facilitators from 210 wards and 3600 community facilitators.

Source: MoHSW

C) WORLD TOILET DAY

The Ministry of Health and Social welfare have for the past two years mobilized stakeholders of sanitation and hygiene to participate in the world toilet day commemorated on 19th of November each year. The event has been so instrumental as far as community mobilization is concern. During this day the Minister for Health delivers the press release focusing sanitation and hygiene and the government plans for sustaining the sub-sector.

As part of community sensitization particularly on the whole issue of construction and use of acceptable latrines, the ministry in collaboration with other stakeholders namely WSP, AQUASAN, WATERAID and EEPCO conducted the road shows in the three municipalities of Dar es Salaam city displaying the ecological latrines at the same time airing the hand washing with soap messages to the public.

In this year (2007) the climax will be preceded by a series of event in that week entailing different sanitation and hygiene activities in the whole country. At National level apart from the Minister’s press release, it is expected that there will be a stakeholder’s workshop and exhibitions to demonstrate different sanitation options and hygiene facilities. It will be accompaigned by the official launching of the National Sanitation and Hygiene Steering Committee. LGAs are like wise expected to mobilize people

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in their areas of jurisdiction to participate in environmental cleanliness activities including but not limited to collection of solid waste, opening of blocked drains, clearing grasses and shrubs near dwelling houses.

D) THE NATIONAL SANITATION AND HYGIENE STEERING COMMITTEE

The fact sanitation and hygiene sub-sector suffers from weak coordination and institutional diversity, the ministry of Health and Social welfare convened three subsequent consultative meetings to deliberate and recommend on the best modality of coordinating and harmonizing stakeholders roles and responsibilities. It appeared that the establishment of the National Steering Committee for sanitation and hygiene under the Ministry of Health can ultimately help to clear the pitfalls which had grown broadly. In response to this situation the National Steering Committee fro sanitation and Hygiene came into being.

The National Sanitation And Hygiene Steering Committee is composed of the following:- Ministry of Health and Social Welfare (Chair) Ministry of Water Ministry of Community Development Gender and children PMO- Regional Administration and Local Government VPO- Environment Ministry of Lands, Housing and Human Settlements Development Ministry of Infrastructure Development Ministry of Education and Vocational Training Development partners (UNICEF, WSP, WHO) High Learning Institutions (MUCHS) Civils Societies and NGOs

The committee is charged to fulfill the following objectives Provide guidance to all actors on sanitation and Hygiene for

sustainable development. Facilitate identification of support needed for implementation of sector

programmes Improve information availability and dissemination for decision making

and priority setting by responsible sectors.

The main responsibility of NSC is to coordinate and provide the linkage between sectoral Ministries, Multi-lateral and Bilateral organizations, External Support Agencies, NGO’s, Research and learning institutions involved in sanitation and hygiene promotion. It also gives guidance on formulation and review of sanitation and hygiene plans. Being the first step in developing a

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national, coordinated approach to sanitation and hygiene, the Committee meets on quarterly bases. The first meeting was convened in June 2006.

6.2.3EXTERNAL SUPPORT AGENCIES

KfW/EU sanitation/sewerage? – Nangula

AFD – small town sanitation

Unicef - urban and rural sanitation – Rebecca

WaterAid – urban and rural sanitation – Viv/Malima

Plan - urban and rural sanitationCare – urban sanitation

Belgian – urban sanitation – Rosemary

EEPCO – Edmund

Etc.

WSP: See Box XXX

Sanitation investments (from the MIS system) made in the sector – can we figure this out?? A larger proportion of investment program dedicated to sanitation and sewerage???? Example WSP project ($3.5 million specifically for sanitation and hygiene activities)

About 8.5% of the total funds approved in the year 2007/2008 budget is for Sanitation and Hygiene activities.

Box XXX Integrating Sanitation and Hygiene Promotion

The Water and Sanitation Program (WSP) is working with the Government of Tanzania on improving sanitation and hygiene among the rural poor. The project will build on what has been learned by previous water and sanitation efforts (in Tanzania and elsewhere) and subsequently design sanitation and hygiene programs that improve health and are sustainable at large scale. The project will test promising approaches for creating demand for sanitation and hand washing, improve the supply and quality of sanitation-related products and services, and promote hand washing with soap. Key to

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the approach is developing a better understand of what the households’, as consumers, needs, desires, and constraints are. Then working with potential suppliers (e.g., fundis, soap manufacturers) to satisfy those criteria in providing a product which the household wants and is willing to invest their own resources to purchase. It is also important to take the community as the unit of intervention, as health improvements are unlikely to be realized if only a handful of households improve their sanitation and hygiene. Given the high level of traditional sanitation, the approach will focus on upgrading the existing latrines to becoming improved latrines. Monitoring and impact evaluation are key to the project. The project will conduct a thorough baseline evaluation of the project areas to determine the actual range of sanitation technologies, handwashing practices, and current rates of diarrhoea. Additionally, a study will be made of existing sanitation and hygiene interventions, the enabling environment for improved sanitation and hygiene, consumer preferences, and the obstacles and opportunities for widespread adoption of improved sanitation and handwashing practices. At the end of the project, an evaluation will determine the most cost effective approaches to sanitation and handwashing and the associated health benefits.

All activities are being developed in collaboration with the sanitation and hygiene teams of Tanzania’s Ministries of Water and Health, with a goal of integrating them into the Government of Tanzania’s workplans as results are available. Planning, site selection, implementation, and capacity-building are all being done in consultation with the appropriate government agencies. The private sector, NGOs, CBOs, and FBOs will also be engaged as partners.

The Way Forward

Recommendations for the Way Forward of the Water Sector:Sanitation and Hygiene

1. Standardize key sanitation terminologies and define minimum standards as a measure to improve measuring access to improved sanitation

2. As more resources have and are becoming available to the water sector, it is recommended that a higher proportion of these resources are allocated to sanitation and hygiene, especially in rural areas.

3. The water sector will coordinate its activities and secure resources with other agencies, most notably the Ministry of Health (for school sanitation) and the districts to ensure that sanitation targets can be met

4. Build capacity in NGOs, the private sector and other agencies to deliver effective hygiene promotion that is well coordinated with water and sanitation interventions

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SECTOR FINANCING

This section sets out the sector finance (GoT, donor and revenue collected by service providers) and summarises the key activities undertaken in the four respective sub-sectors and hygiene and sanitation. Data on the level of Lake Victoria is presented and analysed briefly. A summary of the investment requirements is presented. The status and achievements regarding gender and HIV/AIDS in the sector are also set out.

Sector Finance

Sector Finance through MoW The funds which were budgeted, released and utilised in 2006/2007 are set out in Table 1 and 2 and Figure 1 A total of Tshs 168.873 bn was budgeted for MoW. The total of local amount allocated to MoW, 100.36%, equivalent to Tshs. 99.755bn of the budget was released and utilised. While the total amount of foreign fund allocated to MoW, only Tshs 48.761 bn. was released and utilised (70.19% of allocation). Budget allocations by GoT and Development Partners were 59% and 41% respectively. Of the total Mow fund released and utilised, donor funds accounted for 34% while GoT financing was 66%. No analysis of resource allocated to LGAs has been done because of the lack of data7.

Gap: Although the MoW is responsible for coordinating and monitor water finances from different sources so as to track the progress of the sector, It is have been facing difficulties in capturing LGA expenditures and progresses

The donor funds amounting Tshs 20.71 bn equivalent to 30% of allocated budget were not released. The significant unreleased funds was recorded under rural Water Supply sub-programme where there was a delay in the implementation of NRWSSP due to number of factors including procurement of contractors, consultants, pumps and other facilities. Also the resource allocated to curb HIV/AIDS (TMP Project) nothing has been released.

Table 1: Water Sector (MoW) Local Budget, Release and Expenditure (FY 2006/2007)

7 Final Performance report of LGAs for 2006/2007 Budget has yet recorded by MoF

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PROJECT APPROVED ESTIMATES

FUND RELEASED ACTUAL EXPENDITURE

2325 Design and Studies 1,442,161,039 1,442,161,039 1,442,159,7663436 Monitoring and Coordination of Water Sector

140,000,000 140,000,000 138,567,614

6545 Devel. & Mgt of Water Resources 305,000,000.00 225,000,900.00 224,978,600.00 3306 Rehab of Urban Water Supply 238,000,000 238,000,000 238,000,0003307 Expansion of Urban Water Supply 248,000,000 245,000,000 244,999,9683402 Construction of Urban Water Supply 450,000,000 441,000,000 441,000,0003437 Improvement of DAWASA Project 4,772,000,000 5,222,000,000 5,222,000,0003403 Lake Victoria -Shy /Kahama water Supply

81,458,833,061 81,458,833,061 81,458,659,060

3216 Expansion of Rural Water Supply 1,803,000,000 1,803,000,000 1,803,000,0003252 Rehabilitation of Rural Water 771,000,000 771,000,000 770,991,3603280 Rural Water Supply and Sanitation 133,000,000 133,000,000 132,991,4513223 borehole Drilling & Construction 5,838,000,000 5,838,000,000 5,838,000,0006262 Support to WRI 299,000,000 299,000,000 298,984,9226246 Strength. Of Drilling & Dam Const. Agency

1,500,000,000 1,500,000,000 1,500,000,000

TOTAL 99,397,994,100 99,755,995,000 99,754,332,743PROJECT Name of

DonorAPPROVED ESTIMATES

FUND RELEASED

ACTUAL EXPENDITURE

2325 Design and Studies GTZ 908,731,759 908,728,759 908,727,7593436 Monitoring and Coordination of Water Sector

GTZ 537,076,000 537,076,000 537,076,000

5492 TMPA TACAIDS 150,000,000 - -3306 Rehab & Exp of Urban Water Supply

KfW 6,574,582,819 6,574,582,818 6,574,582,818

3307 Expansion of Urban Water Supply

EU 8,463,132,900 7,000,000,000 7,000,000,000

3402 Constriction of Urban Water Supply

EU 441,000,000 - -

3437 Improvement of DAWASA Project

ADB/IDA 19,008,775,082 30,325,745,477

30,325,745,477

3216 Expansion of Rural Water Supply

JICA 10,321,739,427 10,198,312,240

10,198,312,240

3252 Rehabilitation of Rural Water JICA/ADB 1,104,394,913 1,104,394,913 1,104,394,9133280 Rural Water Supply and Sanitation

WB/FRANCE 21,965,700,000 7,133,382,318 7,133,382,318

TOTAL 69,475,132,900 48,761,834,948

48,761,833,948

Table 2: Water Sector (MoW) Foreign Budget, Release and Actual Expenditure (FY 2006/7)

Figure 1 below depicts the local budget allocation, fund release and expenditure to the MoW sub-programmes FY 2006/2007.

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LOCAL BUDGET APPROVED, RELEASED AND ACTUAL EXPENDED - FY 2006/2007

-

10,000,000,000.00

20,000,000,000.00

30,000,000,000.00

40,000,000,000.00

50,000,000,000.00

60,000,000,000.00

70,000,000,000.00

80,000,000,000.00

90,000,000,000.00

100,000,000,000.00


TSH

S.

Training, Research andPlanning

Urban Water Supply andSewerage

Rural Water Supply andSanitation

Figure 2 below depicts the Foreign budget allocation, fund release and actual expenditure to the MoW sub-programmes - FY 2006/2007.

FOREIGN FUND APPROVED, RELEASED AND ACTUAL EXPENDED - FY 2006/2007

-

5,000,000,000.00

10,000,000,000.00

15,000,000,000.00

20,000,000,000.00

25,000,000,000.00

30,000,000,000.00

35,000,000,000.00

40,000,000,000.00


TSH

S.

Training, Research and Planning

Urban Water Supply and Sewerage

Rural Water Supply and Sanitation

Figure 3: Budget Performance 2006/2007 (Tshs)Figure 3 below depicts the Total Budget allocation, fund release and actual expenditure to the MoW projects as of FY 2006/2007. The list of Project is shown in Annex XXXX

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Project Fund Approved, Released and Actual Expenditure

-

10,000,000,000.00

20,000,000,000.00

30,000,000,000.00

40,000,000,000.00

50,000,000,000.00

60,000,000,000.00

70,000,000,000.00

80,000,000,000.00

90,000,000,000.00

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Project Code

Tshs

.

APPROVED ESTIMATESFUND RELEASED ACTUAL EXPENDITURE

Delays and unrelease of funds to the projects for both local and foreign funds hinder the attainment of sector targets according to annual plans. In the review period the delays of fund release has been experienced mainly to local funds while for the foreign funds the realised amount was less that what has been budgeted. Government and DPs should fully and timely release budgeted funds to the projects in order to achieve sector targets

Sub-Sector Budget AllocationIn the FY 2006/2007, the budget allocation between the three MoW sub-programmes is given in Figure 4 (a) Urban Water Supply and Sewerage Sub-programme In FY 2006/2007, the highest proportions of local and foreign funds were allocated to the urban sub-sector which account to 88% and 60% respectively. The lion share of local funds allocation was used to finance Lake Victoria – Kahama and Shinyanga Water Project which is under construction. This singe project accounts to 82% of total allocation of local funds and 93% of budgeted resources to the urban sub-programme. It is obvious that this trend will change after completion of the project by year 2007/2008.

(b) Rural Water Supply and Sanitation Sub-programme

The rural water supply sub-programme received about 10% and 48% of the MoW local and foreign funds allocation in FY 2006/2007 respectively.

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However, that is unlikely to be the full extent of government funds provided to the rural water sub-sector. Apart from funds that are allocated for the implementation of rural water initiatives in LGAs through the MoW vote, the GoT also allocates resources directly to LGAs. In the FY 2006/2007 the funds allocated for water sector development was amounting to Tshs. 420 million. This financial resources were then boosted by WSDP fund amounting Tshs. 19.25bn (Refer Annes xxxx) which has been disbursed to LGAs for implementation of Quick Wins Projects during the 4th Quarter of 2006/2007. The review of expenditures of LGA allocated funds has been limited by the lack of data showing actual utilisation of the disbursed funds. LGA periodic reports on funds utilisations are not consolidated timely to provide annual expenditure information for feedback in the water sector review process. Capacity building is therefore required at PMO-RALG, RSs and LGAs to enhance the ability to process information and provide feedback to different interested parties. A proper M&E system is required for timely reporting of both technical and financial information in the sector.

(c) Water Resources Management The water resources management sub-sector is a vital component of water sector for reduction of poverty in the country. The Sub-sector is responsible for ensuring that the Nations’ water resources are managed, developed and utilised in a sustainable manner for the various competing uses; also is responsible for promotion of good governance of water resources in the country. In FY 2006/2007 has been allocated a meagrely of 0.31% of the total local funds and 0.21% of both local and foreign funds. (Refer Annex xxx) The appropriate level of resources allocation to this sub-sector is very vital to ensure sustainability of growth of productive sectors and water supply services. The Water resources sub-sector

(d) Disparity in Resources AllocationThis disparity in allocation concerns both domestic and foreign resources. Even though it is likely that urban water service delivery is more expensive than that in rural areas because of differences in service levels, the current allocation of resources between rural and urban areas and meagre resource allocations to water resource management does not seem appropriate in view of the service gap between rural and urban areas as well as ensure availability of water resource in terms of quantity and quality for sustainable growth of productive sectors. Te policy strategies aimed to improve living standards for the poor which disproportionally live in rural areas.Figure 4: Budget allocation for Local and Foreign funds - FY 2006/2007

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LOCAL FUND ALLOCATION TO MOW SUB-PROGRAMME - FY 2006/2007

Tshs. 87,166,833,061, (88%)

Tshs. 2,186,161,039, (2%)Tshs. 10,045,000,000,

(10%)

Training, Research andPlanningUrban Water Supply andSewerageRural Water Supply andSanitation

FOREIGN FUND ALLOCATED TO MOW SUB-PROGRAMMES FY 2006/2007

Tshs. 33,391,834,340 (48%)

Tshs. 34,487,490,801 (50%)

Tshs. 1,595,807,759 (2%)

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Trends. Figure 4.2 shows the sector budget trend over the last 3 years, and the approved budget for 2007/2008 which reflect WSDP financing levels of both GoT and DPs. Allocated funds for FY 2007/2008 include MoW funds and the District Water funds under WSDP through LGCGD system. The sector funds which allocated to the MoW shows an increasing trend over the period of four years. The budget has increased from Tshs. 101 bn in 2004/05 Tshs. 294.92 bn for 2007/08 an increase of 189.45%. The funds allocation trend however, does not capture the additional funding from other sources such as MoES (school sanitation), MoHSW (sanitation), and NGOs/CBOs (water and sanitation) because were not readily available for analysis. The budget for water has been approved in line with the PRS and sectoral plans. Actual expenditures have in some years exceeded the budget allocation by the GoT.GoT water expenditure over the past three years has changed significantly with more priority sector allocations directed to water. Most water development projects are however relying on donor funding. The donor community has committed significant amounts of funds for water development projects. There are however, disparities between donor commitments and actual funds released with the latter being lower than commitments.Significant donor funds go to LGAs to finance various water initiatives but it is difficult to determine the actual level particularly due to the lack of a central co-ordination mechanism. It is difficult therefore to assess the contribution of such funds in the overall LGAs water supply. There is a need for concerted efforts to redress the situation particularly by ensuring that all funds that go to LGA water are properly tracked and centrally co-ordinated. Most donors now appreciate that there have been more coordination among themselves on development initiatives than it was in the past, quite an improvement.There are no specific sector wide, costed and timed initiatives for attaining the NSGRP targets in the water sector. A sector-wide investment plan that outlines initiatives that needs to be carried out is imperative. It has become evident that there is no instituted working mechanism for tracking outputs in the water sector, in particular, there is no adequate information as regards the number of new water points produced annually.The current level of coordination between the MoWLD and PORALG regarding various water undertakings in the LGAs is not adequate, resulting sometimes into unnecessary duplication of efforts, more cooperation is therefore

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required. Implementation capacity in the water sector in the LGAs need to be clearly established and gaps identified.. Figure 4.2 Water and Sanitation Sector allocated Budget Trend (FY 2004/2005 to 2007/2008)

DEVELOPMENT FUNDS ALLOCATION TREND (FY 2004/05 TO 2007/08

-

50,000,000,000

100,000,000,000

150,000,000,000

200,000,000,000

250,000,000,000

300,000,000,000

350,000,000,000

TSH

S.

Local Foreign TOTAL

Local 30,452,856,000 68,092,900,000 99,397,994,100 70,754,004,000 Foreign 71,439,763,200 52,355,800,000 69,475,132,900 224,170,013,600 TOTAL 101,892,619,200 120,448,700,000 168,873,127,000 294,924,017,600

2004/2005 2005/2006 2006/2007 2007/2008

The budget allocation trend shows that in FY 2004/2005 the the DPs funds were more than 50% of GoT funds but the following years, 2005/06 and 2006/07 the allocation changed, the local funds slightly surpassed the Donor funds. In FY 2007/2008 the allocation reverse again showing the donor funds records more than 200% of the GoT allocation. The trend in the financing of Sector thought MoW can be explained in two folds, one the declining trend of DPs commitments from FY 2004/2005 to 2006/2007 resulted from the lack of firm arrangement between GoT and DPs for financing water sector, the second folds is firm arrangement of GOT and DPs of using SWAP approach for implementation of WSDP. SWAP approach allow financing of water sector through basket.

Trends in Sector Financing. Sector financing has shown some remarkable increasing financing trends in the past few years. First, the actual budget assigned to the water sector has increased rapidly since 2004/05 – after many years where the budget was relatively stable, and unable to keep up with population growth and inflation trends. This increase in public funding for the water sector will continue in the next two years on the basis of recent government budget estimates. The 2007/08 budget reveals an investment budget for the water sector that will increase to TZS210bn.

A second trend is that the absorption capacity of the sector is shown to have increased significantly. In 1999/2000, only 25 percent of the budget was

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translated into actual investment expenditure. In 2005/06, the average absorption capacity shows discrepancies. The data based on those of the Ministry of Finance shows an absorption capacity of almost 100 percent, while that of the Ministry of Water as reported in the MTEF review showed an absorption capacity of about 85 percent.

A systematic comparison of the two data sources shows large variations between budget allocations, actual expenditure, foreign and local component, and project-based data.

Figure 4.1: Trends in Development Expenditure for the Water Sector(in billions of Tanzanian Shillings)

0

20

40

60

80

100

120

140

1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06

budget actual

Source: The United Republic of Tanzania, Public Expenditure Estimates Development Votes Part A: Ministerial and Regional Programmes Volume IV, various yearsNote: The data before 2004/05 contains also investment data for livestock development as the Ministry of Water was physically integrated with that of Livestock.

Even though, sector funding has grown rapidly in the past few years, the contribution of water in the total investment budget has not increased; it actually shrank since the late 1990s. Nevertheless, about 10 percent of the public investment budget is allocated to water and sewerage.

Figure 4.2: Contribution of Water in Total Public Investment Budget

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0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

Source: The United Republic of Tanzania, Public Expenditure Estimates Development Votes Part A: Ministerial and Regional Programmes, various years

Donor financing makes up a large part of the total investments available to the water sector. In 2005/06, 43 percent of the actual expenditures was contributed by donors. It is assumed to increase rapidly in 2007/08. The donor’s contribution was most felt in policy and planning and rural water supply, where their contribution made up more than 80 percent of the total investments.

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Resource Allocation of Public Funds. The sector’s allocation of its central public investment funds has an urban bias. In 2005/06, about 81 percent of the public investments to the sector were for urban water supply and sanitation projects. This disparity concerns both domestic and foreign sources of funding. The bulk of the domestic resources are allocated to the Lake Victoria – Shinyanga project. Yet, even though it is likely that urban water service delivery is more expensive than that in rural areas because of differences in service levels, the current allocation of resources between rural and urban areas does not seem appropriate in view of the service gap between rural and urban areas, and the policy strategies aimed to improve living standards for the poor which disproportionally live in rural areas.

The rural water supply sector received about 16 percent of the central government sector allocation. However, that is unlikely to be the full extent of government funds provided to the sub-sector. Rural water supply is a local government responsibility. As regional and local funds for the water sector are not included in the Ministerial water investment budgets, the total available sources for the water sector are larger than Figure 4.3 reveals. A part of the water budget is captured by the Prime Minister’s Office for Regional Administration and Local Government. In 2005/06, the share of water investments made by local governments was small (TzS. 345 million). The Regional budgets also reflect investments in the water sector – albeit that the numbers show that their contribution in 2005/06 was very modest.

The remainder of the investment budget in 2005/06 went to policy and planning (2 percent) and water resource management (2 percent). Water resource management total investments may be higher, as the responsibility for this sub-sector is spread over several different ministries , including but not limited to the Ministry of Agriculture (irrigation), the Ministry of Energy and Minerals (hydropower), and the Department of Forestry (protection of water resources). Yet, it is unclear how much these ministries add to the investments set aside by the Ministry of Water.

Figure 4.4 Allocation of 2005/06 Public Investment Budget for the Water Sector

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Urban Water Supply and Sew erage

80.6%

Administration0.1%

Policy and Planning2.3%

Water Resource Management

0.3%

Water Drilling0.6%

Water Resources Institute0.4%

Water Laboratory0.1%

Rural Water Supply15.8%

Source: The United Republic of Tanzania, Public Expenditure Estimates Development Votes Part A: Ministerial and Regional Programmes Volume IV, various years

Issues in Sector Financing. A number of key issues arise from the analysis of the available data. The first key issue is the quality of the available data. Due to the large number of stakeholders in the sector, the funding is spread over different ministries (Ministry of Water, Prime Minister’s Office for Regional Administration and Local Government, while water resource management is spread over at least 3 ministries), which results in different reporting mechanisms whose data show rather significant discrepancies between the different sources. To get a better insight in the actual sector flows, it is important to undertake a water sector public expenditure review that comprehensively looks into the resource allocations to the water sector. One of the products of the water sector public expenditure review would be the establishment of a database that will help to improve the tracking of resource flows in the sector.

The second issue is closely related to the first as improved insight in the sector resource flows will help to ensure that the resource allocations in the sector are made according to the sector’s strategic priorities – as set out in the National Water Sector Development Strategy. Up to 2006/07, rural water supply received only a relatively small share of the total resources available in the sector as discussed above. The total LGA allocations in 2005/06 are very modest, but they are estimated to increase very rapidly in 2007/08 increasing to TzS 60 billion (estimates of Ministry of Finance) or TzS 70 billion (estimates of Ministry of Water). The increase in funding availability for the local governments will increase manifold, and they will become the key agency in implementing water sector investments.

The third issue relates to the fragmentation of resources at the local government level. Local governments are responsible for their own planning

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based on their budgetary allocations (through the Prime Minister’s Office for Regional Administration and Local Government (Vote 56) and Regional Votes) and that also includes earmarked expenditure for the water sector. In addition, a part of the water sector expenditure is financed through the Ministry of Water (Vote 49) on funding requests submitted by the Local Governments to the Ministry of Water. This fragmentation is affecting the planning of resources because of lack of budget information, which may result in inefficient use of resources.

A fourth issue is related to sector planning. Planning for water activities takes place at different levels. Integration is difficult due to the fact that only limited information is available regarding available funding and complementary activities. This is especially the case for the information flow on water related activities between local government authorities and the Ministry of Water. The WSDP with its sector wide approach will improve some of the planning issues, but lack of information remains an issue to be solved to ensure that resource allocation can be efficient.

Recommendations of Situational Analysis of the Water Sector :Planning and Finance

Analyze the resource flows in the water sector, including all different levels of governments and other funding agencies to underpin strategic planning and improve the planning basis for the sector;

Improve the flow and analysis of information in the water sector between the different stakeholders by creating a database that tracks the resource flow information over time;

Based on the information gathered define mechanisms for wherever needed efficient and equitable resource allocation for the sector;

Undertake specific studies especially with regard to obtain information between resource allocation and outputs, and the funding that is internally generated by the sector (water supply and sanitation authorities, village water funds and private funding for water and sanitation)

Source: : Susanne Hesselbarth and Prof. Damas A. Mashauri, Situational Analysis of the Water Sector in Tanzania, Draft Final Report, August 2006

4.2 The Way Forward

Recommendations for the Way Forward of the Water Sector:

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Planning and Finance

1. Facilitate approval of water legislation and the national water and sanitation strategy

Specify precise names of water legislation to be approved, to be prepared

2. Operationalise mechanisms for resource allocation Analyze the resource flows in the water sector, including all different

levels of governments and other funding agencies to underpin strategic planning and improve the planning basis for the sector;

Improve the flow and analysis of information in the water sector between the different stakeholders by creating a database that tracks the resource flow information over time;

Based on the information gathered define mechanisms for wherever needed efficient and equitable resource allocation for the sector;

Undertake specific studies especially with regard to obtain information between resource allocation and outputs, and the funding that is internally generated by the sector (water supply and sanitation authorities, village water funds and private funding for water and sanitation)

governments 3. Secure full funding of WSDP during the lifetime of the program

INSTITUTIONAL DEVELOPMENT AND CAPACITY BUILDING

7.1 Introduction

This chapter presents an overview of capacity development issues in the water sector taking into account the on going reforms. It covers progress made during the period since the formulation of the National Water Policy in 2002 to date. This chapter defines capacity development in the context of the water sector, outlines capacity development progress within the Ministry of Water, water sector organizations, local government authorities, private sector and relevant stakeholders. Challenges and way foward in improving capacities within the water sector actors and organizations have also been provided.

7.2 POLICY AND STRATEGIC ORIENTATION FOR CAPACITY DEVELOPMENT IN THE WATER SECTOR

The most challenging issue in the implementation of the water sector reform and the related development programmes is to build the institutional and human resources capacities, which are needed to efficiently implement and coordinate programmes, projects and sustainably manage the water

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resources and the provision of reliable water supply and sanitation services in the country. There are immediate, medium and long term capacity needs both for regular routine sector operations and management and implementation of programmes and projects. Therefore, capacity development has to be seen in a broader context and requires a close synchronisation of development and capacity building processes, in line with routine planning, budgeting and service delivery processes at all levels. Capacity building in this context means to improve individual and institutional capacities.

Definition of Capacity Development:

With respect to organizational capacity development, the National Water Policy (NAWAPO 2002) provides the following directions: “Strong organisations responsible for water resources management and water supply and sanitation will be established and operate within a conducive working environment, with the necessary capacity building of personnel, appropriate backstopping support, and the provision of adequate financial and physical resources”.

The National Water Sector Development Strategy (NWSDS:2006) defines the following strategies for overall capacity development in the water sector:

GoalEfficient and effective organisations are responsible for water resources management at the basin and water user levels, and for water supply and sanitation at the local government and community levels.

StrategyThe strategy for organisational development will be to:assess the needs of the organisations in terms of personnel, management systems and resources;formulate and implement capacity building plans to meet the identified needs;support the operationalisation of the organisations through the provision of appropriate systems, procedures, capacity building and resources;establish technical support and backstopping mechanisms for water resources management in the Ministry responsible for Waterestablish technical support and backstopping mechanisms for water supply and sanitation through the Regional Administrative Secretaries;

According to current thinking and international practice, capacity development is a gradual process of strengthening the capacities of individuals, organisations and societies to make effective and efficient use of its resources, in order to achieve their own goals on a sustainable basis. This requires countries to take the initiative to match interventions aimed at its needs by building on human resources and changing and strengthening institutional practices. Capacity development is a process, not a definite output. Ownership is the key to effective capacity development. Capacity Development needs to be addressed at three different levels:

4) “Individual” – the ability of individuals to learn, gain knowledge and skills that can be expanded when new opportunities arise.

5) “Organisational” – the ability of individuals to work together towards a common objective, including building institutional capacity and reforms that are owned and driven by countries themselves.

6) “Societal” – the overall incentive environment as well as the rules and norms under which individuals and organisations operate, and the broader political and cultural environment and engagement of societal actors.

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In the past, management and implementation in the sector has been controlled by regional and national levels. Under NAWAPO, the role of Government, through the Ministry responsible for Water, is changing to that of co-ordination, policy and guideline formulation, regulation, monitoring and evaluation. Functions and Responsibilities of New Organisations are well stipulated in the NWSDS:2006 and Programme Implementation Manual (PIM). Consultations and planning for water sector development activities starts from the grass roots; implementation is at the most appropriate level, closest to the beneficiaries. Under the new organisation ,user groups are not only responsible for operating, maintaining and sustaining the infrastructure, they are also responsible for planning and managing it.

As a strategy to realise the key policy objectives, a joint dialogue mechanism was established and refered to as Joint Water Sector Review and its subsequent components as described below. The Joint Water Sector Review (JWSR) and the Water Sector Working Group (WSWG) provide an effective sector-wide dialogue tool which enhances coordinating capacity in water sector institutions and stakeholders. Through the JWSR mechanism, awareness on the importance and the need for capacity development in the water sector has been raised. Different capacity development actors are effectively coordinated. However there are other relevant stakeholders such as urban planning and land use managment as well as forest managment actors, ought to be brought on board. This will increase the scope of coordination in the water sector.

The Institutional Development and Capacity Building (IDCBWG) is among the four thematic working groups (TWG) under the WSWG. This working group is responsible to coordinate institutional and capacity development activities in the water sector.

The (IDCBWG) convene stakeholders with technical expertise to plan and implement capacity development priorities and review and report on progress to the water sector working group.

The(IDCBWG) was assigned the following undertakings by the first JWSR in 2006.

a. Review current practices for capacity building and suggest new approaches

b. Review the current institutional landscape against NWSDS and sketch out a road map for gradual changes;

c. Discuss and follow-up on activities, projects and programs related to institutional development and capacity building;

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d. Review impact of institutional changes and capacity; development measures;

e. Promote understanding on concepts and approaches with regard to change management and human resources development .

f. Contribute to a situation analysis in the areas of HRD, education and training

g. Prepare documentation for the WSWG and the JWSR and suggest actions/undertakings for the following year.

In the following sections progress, achievements and challenges with respect to capacity development in the water sector are outlined. 7.3 Capacity Development initiatives by the Ministry of Water

7.3.1 The Capacity Development studyThere are various initiatives on capacity development by both MoW and other actors but these initiatives are not well coordinated, in addition there is low information sharing among individuals, units and departments. At the moment, MoW has neither a policy nor a Division to specifically guide institutional and capacity reforms at all levels as stipulated in NWSDS:2006. A detailed situational analysis on Institutional and Capacity development for Water Sector was carried out to help the Ministry of Water come up with policy, strategy, programme and plans for capacity building. Preliminary findings were presented to the 4th WSWG meeting held on September 24th

2007 (The Draft Report is attached as Appendix 7.1).

7.3.2 Recent Capacity Development InitiativesIn addition to the capacity development study, the following are some of the most recent and ongoing capacity development initiatives:

h) MOW has held briefing sessions/workshops with Regional Administrators, LGAs, UWSAs, and BWOs. All have shown a full commitment in implementing reforms in the Water Sector. However there is still a need for further sensitization especially on issues related to monitoring and evaluation and financial management.

i) Technical cooperation is being considered with the European Commission and GTZ for “Clustering of Water Utilities”, ‘Capacity Building for Regional and District Urban Water Supply and Sanitation Authorities’, and ‘Human Resources and Organization Development in the Water Sector’.

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j) Recruitment of 220 staff of various fields and qualifications for the Basins Water Offices, Districts (LGAs) and MoW HQ. Also has prepared a draft training programme.

k) In collaboration with GTZ, organized computer training programmes in various applications for about 50 ministry staff.

l) Conducting sensitisation workshops on HIV/ AIDS to avoid new infections as well as voluntary testing. Funds are being sought to assist the affected in transport while attending clinics, and supply of nutrition.

m)With the help of JICA, the ministry has lounched a Project on RUWASA-CAD ( Rural Water Supply & Sanitation Capacity Development Project) in Lindi, Mtwara, Dar-es salaam and Coast Regions.

n) Collecting documents on capacity development in electronic form and if possible should be posted to the MoW website for easy access.

7.3.3 Capacity Development Aspects of the WSDP

Moreover the Ministry has lounched the WSDP that stresses the need for Capacity development and trainning for Central and Local Government Institutions as well as community owned and commercialized water and sanitation service providers. The WSDP has defined the following principles for capacity development:

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7.4 Institutional and Capacity Development for The Sub-Sectors Athough the WSDP focuses on three subsectors namely, WR, CWSS, and CWS; this chapter on capacity development includes ministrial departments and units such as Administration and Human Resources Management(AHRM), Policy and Planning(PP), Accounts and Finance, Legal, Management Information System and Publicity; as well as DDCA, WRI and MCS executive agencies.

7.4.1 Status of Capacity Development in WRMBy 2005, the Ministry completed the establishment of nine Basin Water offices all over the country. Some of these basin water offices do not have adequate number of staff, and those who are available are not sufficiently trained in current water resources management issues such as IWRM. Moreover, the available staff fall in the same age profile and will retire in less than 5 years to come.

In adressing these issues the department has done the following;Figure 1, below: Manpower Planning

Planned and Conscious Approach – defining beforehand whose capacities needs to be developed, with what skills, through what processes, aimed at what outputs, and measured by what indicators.Demand driven Approach – involving stakeholders in identifying their training needs and in the planning of the CB&T programme.Priority Audiences – the focus will mainly be on three priority target audiences – communities (including Watsans, user groups, caretakers) SPs, and staff of local authorities.Participatory Approach – training based on a learner centred, participatory approach – one which promotes active learning, rather than passive listening – and emphasizes learning by “doing” – discussing issues, solving problems, practicing skills, and planning actions.Training Provided in Small Doses over a Period of Time – training will be given in a series of courses over a period of time, rather than in a single course – this will allow trainees to learn in a gradual step-by-step way and avoid information overload.Incorporation of Cross-cutting Issues – the CB&T will focus on a number of cross-cutting issues, including: Participatory skills to support the development of community ownershipGender awareness – women and men will have equal access and full participation in CB&T activitiesEnvironmental awareness – the risks of water contamination and to avoid or mitigate those risksResults-based planning and management to help all stakeholders plan their work according to expected key result areasHIV/AIDS – the rationale and strategies for dealing with HIV/AIDSAction Planning – training events will lead to action plans that list tasks to be completed, with clear objectives, targets, indicators, and timelines.Teamwork and Network Building –players who are expected to work together in the field, such as Facilitation and Technical Service Providers, will be trained together, so that they can learn how to work as a team and plan their work together.Monitoring and Evaluation – CB&T will be monitored to ensure that it is on track and achieving expected results.

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Manpower Planning





tasks








plan

e) Initiate recruitment processf) Short and long term trainningg) Initiate process to purchase of technical equipments at ministerial and

basin levelh) Collaboration with development partners for instance IUCN, inWEnt,

JICA, SADC, WWF and others in capacity development such as environmental flow assessment, dialogue in managing shared water resources and hydrogeological surveys.

Additional interventions should include on job trainning, succession planning, automation, computerization and maybe outsourcing.


Under the WSDP institutional capacity of WR-subsector will be strengthened for improving the management of water resources through:(i) logistical and technical assistance in strengthening of the 9 basin institutions and their management systems, (ii) support in planning and preparation of integrated (river and lake) basin development and management plans, (iii) support in the implementation of selected priority water resources (single and multi-purpose) investment projects identified by the GoT

7.4.2 Status of Capacity Development in CWSS

Regional UWSAs have been successful in re-skilling some of the inherited technical staff, however, the Authorities still do not have the manpower resources required to operate commercially and financially autonomous. Human resource problems in terms of numbers, technical skills and commercial orientation are more pronounced in DUWAs and Small Town Water Authorities and in National Projects. The already established 21 water supply companies are regulated by the Energy and Water Utility Regulatory Authority.There is no clear guideline criteria to categorize community into commercial.... this has left some staffs and water entities hanging.

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In addition, all authorities have no capacity to mobilize financial resources for capital investment.

Among the initiatives carried out include:

a) All UWSAs have reviewed their manpower needs using the steps in the diagram, Figure 1, below: Manpower Planning

Manpower Planning





tasks








plan

A study on clustering of water supply and sewerage authorities across a number of local government authority areas so as to promote and achieve commercial viability.a) Short and long term trainning.b) Orientation on guidelines, and procedures on implementing water

sector reforms.c) Deployment of staff is on progress.d) Joint tailor made trainning programmes such as non revenue water

management by inWEnt.e) Trainning on data management by GTZ.

Future initiatives include:g) WSDP will strengthen the UWSAs through improvements in demand

forecasting, water sources assessment and planning, control over unaccounted-for-water, water quality management, network analysis, tariff setting and billing systems, control over operating costs and aging arrears, and acquisition of investment funding.

h) Succession.i) Automation.j) Recruitment.k) Computerization.l) Outsourcing.

7.4.3 Status of Capacity Development in the CWS The community water supply department implements water sector activities through Local Government Authorities. The CWS role is to facilitate, coordinate and monitor and back stopping implementation. All personel are placed within the ministry.CWS do not have adequate number of staff, and

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those who are available are not sufficiently trained in current role of the department.The role Reginal office include data for water situation in the region, regional technical equipments.There are two regional water engineers to support district water engineers.CWS Initiatives for capacity development include:

g) Strengthening RAS through trainning and supporting the two water engineers

h) Implementation model for facilitating effective interaction between CSW department and LGAs has been established.

i) Database to facilitate implementation, operation and maintenance of water projects is in place.

j) Baseline data for water status to be used by different water actor is on progress.

k) 56% of Water commettees have been fully regesteredl) RWST and DWST (whose members include one person from water,

land, education and health departments respectively)have been established all over the country and have clear guideline on how to operate.

Future initiatives includes:g) To establish and strengthen facilitation service and technical service

providersh) To improve database and baseline information.i) Updating guidelines and procedures for O& M.j) Trainning of water sector personnel at district and regional levels on

project implementation and O& M.k) Raising awareness on the importance of water commettees being

registered as water usersl) Continuation of technical back stopping to LGAs

7.4.4 The Status of AHRD

Sector Staff Augmentation and Training: The capacity of key implementing agencies will be strengthened including short term recruitment of skilled manpower to fill the gaps in all essential fields in MoW and recruitment of Water Engineers for LGAs and RSs, training of existing Ministry staff, Basin staff, Water Specialist in Regional Secretariat, DWSTs of the LGAs, and key staff of water related Ministries and institutions to enable them better implement their new assigned functions.

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7.4.5Policy and PlanningThe MoW Policy and planning division is reponsible for sector coordination, so that any decisions made by sectoral agencies are cross-sectoral in nature. PP has the role to ensure that there is effective coordination and collaboration among stakeholders in order to provide enough room for sharing of experiences, agreeing on collaborative actions and enhancing dialogue for water sector management and development at all levels. This will help to avoid duplication of efforts and misallocation of available resources.

The challenges in implementation of the roles as mentioned include::

How to ensure the understanding of the water policy and NWSDS to help Tanzanians satisfy their future water needs.

How to make the water sector function like a coherent sector. Mechanisms for the sector to have the right staff to take up the

changing mandates (according to the new Water Policy and water Act) What motivation and incentives can be provided to curb the current

brain drain in the sector? How to sensitise the districts to take up professionals to implement

the Water Policy? Most of the hydrologists and engineers in the sector are within the

same age range and will be retiring in a few years. Is there any succession plan in place to replace the retirees?

7.4.4 The Status of Capacity Development in the DDCA:

Water Sector Development Strategy (WSDS) and WSDP put top most priority on drilling of boreholes/water wells and construction of dams in rural areas. Comparing the present capacity of water well drilling industry and the current requirement, there is a gap which needs to be filled. Whereas the program requires drilling of about 940 boreholes for the rural population in the year 2007, DDCA’s current capacity is to drill about 400 boreholes annually. The private companies have a capacity to drill a total of about 200 boreholes per year. Therefore, as far as the program requirement is concerned, about 260 boreholes would not be able to be installed in that year. This is regarded as the program need. However, from experience the demand for deep wells by exceed a thousand wells annually; more drilling capability will therefore be required. Hence the capacity of DDCA needs to be strengthened. Capacity development interventions proposed are:

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d) To monitor performance of DDCA to determine progress and efficiency towards improving performance.

e) Incentives for agency reforms will be designed towards adoption of more commercial approaches in managing the agency. Such incentives shall include increased powers of autonomy, setting salary levels, recruitment, etc. based on cost recovery performance.

f) To implement training programmes on the basis of the up to date training needs.

7.4.5 Status of capacity development in the WRI:

The WRI core functions is to train Water Technicians in the fields of: Water Supply Engineering, Hydrogeology and Well Drilling, Hydrology and Water Laboratory Technology, to train/upgrade Artisans in relevant trades of the water sector, to carry out Applied Research and to conduct Consultancy Services related to development and management of the water sector, to disseminate important (educative) water sector information through publications, seminars, workshops etc, to carry out tailor-made course programmes requested by clients from the general public.

A process towards transforming the WRI into an Executive Agency is underway to make it to operate more effectively.

The current capacity of WRI is not sufficient to meet the required needs. There is an urgent and immediate need to carry out the following capacity development activities:

h) To allign the training programs with requirements in the water sector and for the implementation of the WSDP.

i) To train young academic staff members and also to recruit new staff members in order to fill the impending gap.

j) To strengthen manpower through re-training and/or recruitment of more competent staff in relevant academic and administrative departments,

k) To construct a more spacious staff room which will also serve as a conference room for Board meetings,

l) Equipping the Institute library with sufficient and more up-to-date books, but also of computerizing the library catalogue and creating an online accessibility of international scientific periodicals/journals,

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m)Equip the existing workshops with the necessary machinery, expansion of the buildings to give better student-accommodation capacity.

n) More hostel blocks are needed to create enough space for the anticipated increase of enrolment as per projected academic programmes to be established in the near future, and as per the coming residential short courses which will be designed to respond to the WSDP capacity building programme.

7.4.6 Maji Central Store

Maji Central Stores have been in operation since the 1960s, with the aim of facilitating fast procurement of water equipment and supplies for government and non-government institutions. Supplies available at the Stores include water pipes and fittings, chemicals, water meters and water pumps and equipment.

In order for the Central Stores to provide better quality service and achieve independency, the existing buildings need to be rehabilitated, modern office equipment provided, increased vehicle fleet for quick equipment and supplies delivery and some of the staff to undergo more focused and business oriented training

7.4.7 Status of capacity development in the Private Sector

Private sector participation in the water sector comes in many forms: concession, lease, management contracts and service contracts with each form being appropriate to a particular set of circumstances. So far the engagement of Private sector has been in the areas of consultancy and construction. Very little have been done in the Operations and financing of activities in the water sector. Concessions are appropriate for situations in which there is a need for significant infrastructure investments and the financial resources of the private sector are harnessed to replace or supplement investments by central government. So far private sector actors in the water sector are rather few and those which are in place require technical training to improve their skills and technical competency.

Efforts are needed to encourage the private sector to invest in the water sector activities for instance service contracts from UWSAs.

Having relevant incentives for the private sector may enhance the capacity of the private sector in the water sector.

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7.5 Achievements, challenges and way foward for enhancing capacity development processes in the water sector

7.5.1 Achievements

Progress and achievements realized under institutional and capacity Development since the JWSR meeting last year include:

a) Situation on Institutional Capacity of the Water Sector known b) Sector Dialogue mechanism in place (JWSR, WSWG and TWG,)c) Awareness of sector institutions and staff on the capacity development

needs for the sector and the program has increased.d) Capacity building Initatives by the MOW and Other Actors ( GTZ,

InWEnt, EU Water Facility, WB, Afd , KfW, The Netherlands, JICA, KOICA etc)

7.5.2 Challenges

Human resources related challengesa) Man Power planning for the sector is required: Given the magnitude of

the WSDP and ongoing reforms in the sector there is need for sector wide manpower planning.

b) Incentive packages should be designed to prevent professionals from shifting for green pastures.

c) Issues of MOW to use staff from the market eg. Hiring of staff/professionals as raised.

d) Organizing the manpower available and utilizing the capacity available for efficient output.

Lobying, advocacy and awareness raising challenges a) Awareness raising and senitization on the Water Sector reforms b) How to enhance top managment support to institutional and capacity

development practices.c) Endorsement of the National Water Sector Development Strategy and

the enactment of the Water Laws.d) Mainstreaming institutional and capacity development in plans and

budgets of the different institutions in the water sector.e) How to get more active participatory organs (ATAWAS,)

Incentives: Monetary and non-monetary- Designing Incentives packages … - Utilizing the available capacity is a challenge- How to improve TWG members attendance in meetings

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e) Adequecy and Capacity of private sector in the implementation of the NWSDP

7.5 Way Forward:

Introduction and institutionalization of Capacity development processes , including :

a) Incorporating capacity development strategies and Plans into planning processes (MTEF, Bussiness plans, WSDP annual plans, Districts and Basin Plans)

b) Implementation of capacity building development activities.c) Continue ongoing capacity building projects and initiatives , including

the MOW, GTZ , EU Water Facility projects, JICA, InWent WAVE, Small Towns and others

d) Endorsement of the NWSDS and Water Act

Trends in Institutional Development and Capacity Building.

The most challenging issue in the implementation of the water sector reform is to build the institutional and human resources capacities, which are needed to efficiently implement the programmes for providing reliable water supply and sanitation services in the country while managing water resources in a sustainable manner. The crucial role of capacity building is reflected in the importance attached to it in the Water Sector Development Program that has assigned $58 million to build capacity in the water sector at all levels of society.

The Joint Water Sector Review prioritized training for staff of the water sectors’ main implementing agencies (i.e., local government authorities, community water organizations, basin water organizations, urban water and sanitation authorities, and executive agencies) to ensure that they can carry out their new roles and responsibilities. To that effect, the Thematic Working Group was tasked to review current practices for capacity building. A study has been commissioned but has so far not been concluded.

Issues in Institutional Development and Capacity Building

During the period under review, the sector assessed the key issues on the development of a performance monitoring system, these include;

i). The link between inadequate institutional and human resources capacity and the access to education,

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ii). The highly fragmentation of different organizations and agencies at the central and local level dealing with water sector issues. For example, the sector has a total of 7,790 water user committees (of which 4,400 had acquired legal status by 2006 (4,257 water user groups and 143 water user associations). In the urban areas, the sector has 96 water supply entities. As inadequate capacity is an issue that strikes at all levels of society, but the type of capacity lacking differs for the different actors, and hence requires a tailored approach and prioritization to ensure that capacities can be strengthened in a sustainable manner.

Planned activities during 2006/2007 included the following;

• Review current practices for capacity building and suggest new approaches;

• Review the current institutional landscape against NWSDS and sketch out a road map for gradual changes;

• Discuss and follow-up on activities, projects and programs related to institutional development and capacity building;

• Review impact of institutional changes and capacity development measures;

• Promote understanding on concepts and approaches with regard to change management and human resources development.

• Contribute to a situation analysis in the areas of HRD, education and training;

• Prepare documentation for the WSWG and the JWSR and suggest actions/undertakings for the following year.

Definitions• Capacity” is the ability of people, organisations and society as a whole

to manage successfully their affairs.• “Capacity Development” is the process whereby people, organisations

and society as a whole unleash, strengthen, create, adapt and maintain capacity over time.

• “Support for Capacity Development” recognises that it cannot be imported from outside, but is an endogenous process in which external support can act as a catalyst, facilitator, or knowledge broker.

Capacity development is a gradual process of strengthening the capacities of individuals, organisations and societies to make effective and efficient use of its resources, in order to achieve their own goals on a sustainable basis. This requires countries to take the initiative to match interventions aimed at its needs by building on human resources and changing and strengthening institutional practices. Ownership is the key to effective

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capacity development. Capacity Development needs to be addressed at three different levels namely:

• Individual – the ability of individuals to learn, gain knowledge and skills that can be expanded when new opportunities arise.

• “Organisational” – the ability of individuals to work together towards a common objective, including building institutional capacity and reforms that are owned and driven by countries themselves.

• “Societal” – the overall incentive environment as well as the rules and norms under which individuals and organisations operate, and the broader political and cultural environment and engagement of societal actors.

Progress so far

• Conceptual study on Capacity Development has been commissioned to a Consultant, a brief presented to the Water Sector Working Group meeting in September;

• JICA Capacity Development Project for RWSSP in 19 Districts in 4 Regions: Dar es Salaam, Coast, Lindi & Mtwara in place;

• JICA IDB Water Resources Assessment in place;• EU/GTZ for WRI, Small Towns Water Utilities Clustering & CD for UWSAs

and DWSAs(65 entities) in place;• InWent Regional Training Program for water utility staff (Kenya,

Uganda, Tanzania & Zambia also in place.• Nile Basin Initiative Capacity Development in IWRM by IUCN (Pangani

Basin), and WWF (Rufiji Basin) in place;• DDCA Investment Strategy planned in 2007/2008 financial year.• MoW Training Program(2004) being updated FY 2007/08 (starting

December);• MoW Staff recruitment for MoW, Basins and Districts done during

2006/2007 and also to continue in 2007/2008;• Training on MS Project under GTZ support on going;• TWG compiling a CD Documentation (linked to planned MoW MIS) on

going.

Way Forward • Conceptual Study will provide a framework for next steps, to be

discussed by TWGs and WSWG.

Other Achievements and Challenges on Capacity Building for 2006/07 at the MoW

MoW current employees stands at 2,069 ( is it HQ only or includes Basins and RAS staff –need clarification). The MoW plans to raise professional and technical skills of staff by 30% so as to meet requirements of new Schemes of services by 2010. During the period under review, the strategic plan to

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achieve the objectives constituted provision of short term, medium term and long term training on professional and technical skills and to develop a staff data bank including Enhance skills for running and maintaining the database, storage, retrieval and dissemination of personnel related data with the aim of keeping up to date all employee records.

Achievements during 2006/07 include:

i). Training of 123 employees in various fields in short, medium and long term courses.

ii). Out of 123, 15 staff members were sponsored for Higher Learning (Master, Degrees, Advanced Diploma and Ordinary Diploma), the remaining staff got short term training in various fields of skills.

iii). 220 employees recruited, among them, 98 were engineers who were employed on contract terms to support the Districts and Regional Secretariats in implementation of the Community water supply sub component of WSDP.

iv). 16 employees were confirmed in their jobs and 598 staff members were promoted to new posts

v). 1996 Staff Records have been entered into Computer

vi). 2 staff have been trained on database applications and management

Challenges

Training and capacity building activities in the sector are uncoordinated and fragmented across divisions and units; the training arrangement of staff in the MoW sub-sectors is usually short term or long term but sometimes not aligned to sector priorities and needs. To ensure that the training needs for the sector are well coordinated, the MoW has launched the training Committee to try to coordinate and have institutionalized focused training at the National Level to address the issue of skills of manpower required for the sector. But required is a committee that will look at the training need for the whole water sector not only for the MoW.

Role of Local Institutions in Capacity Building

Water Resources Institute was established to produce the required technical human resource capacity for the water sector, (i.e. Water Technicians and Artisans).This institute has a challenge of meeting the demand of the human resources in the Water Sector and in the market. It is however known that the graduates from the institute are not readily absorbed in the market, and

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it is not clearly known the reason for that situation. It is proposed that the Institute establish mechanism for publicizing its products or look for other strategies to make sure the water sector use the graduates from the Institute.

The way forward

• The Comprehensive Conceptual Study on Institutional Development and Capacity Building provides a framework for next steps, to be discussed by Water Sector Technical Working Groups and Water Sector Working Group.

CROSS CUTTING ISSUES

HIV/AIDS

Putting on stage the Fight against HIV/AIDS

In preventing the spread of HIV/AIDS infection to employees of the Ministry of Water the following interventions were planned;

v). Advocate staff on voluntary of HIV tests, vi). Conduct training to voluntary counsellors, vii). Conduct training to peer educators, viii). Promote and distribute safe kits for HIV/AIDS prevention

Achievements:

iv). 600 staff attended AIV/AIDS Awareness Workshops while 4 staff Volunteered and declared their HIV Status (Positive).

v). Training for councillors was done early in October 2007vi). Weekly Distribution of Condoms.

Planned activities for 2007/2008 will be broader after consucting the situational analysis and the workplace HIV/AIDS Strategy.

GENDER

Gender mainstreaming in the MoW

The plan was to raise women participation in decision making posts from the present level of 18% to 30% by year 2009

The planned interventions included:

vi). Training of key personnel on gender conceptual and analytical skillsvii). Develop and implement gender affirmative actionsviii). Strengthen gender Co-ordination desk

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ix). Develop sector specific gender sensitive indicators to monitor thex). Facilitate the development of profession and technical skills for women

Achievements:

ix). employees attended Gender trainingx). All members of Management were sensitized on gender issuesxi). Water Sector Women Association draft in placexii). Female employees of the MoW held a meeting with the Deputy

Minister on February, 2007xiii). Development of the Constitution for Women Professionals Association

is in advanced progressxiv). Gender issues mainstreamed in the Departmental and programs and

projects activities and in various water sector implementing agencies

xv). TOR Draft for consultancy on gender gaps in progressxvi). 2 female staff sponsored for Diploma course in Water Resources

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Chapter 5

PERFROMANCE ANALYSISPROPOSED UNDERTAKINGS FOR 2007

Will be developed after filtering all gaps, challenges and recommendations from this report including outstanding activities from the last year undertakings and tasks.Performance Analysis by using the proposed Input and/Output Indicators

Conclusions and Recommendation:

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References

National Water Policy, URT 2002,

National Development Vision, URT 1998,

National Strategy for Growth and Reduction of Poverty, NSGRP, URT, 2005,

Draft National Water Sector Development Strategy, MoW, 2006,

Rural Development Policy, URT, 2003,

Rural Development Strategy, URT, 2004,

Urban Water Supply Performance Report, 2005/2006,

National Rural Water Supply and Sanitation Project Progress Report, 2005,

Demographic and Health Survey Report, URT, 2004,

House Hold Budget Survey Report, URT, 2001,

National Environmental Health, Sanitation and Hygiene Guidelines, MoH, 2004,

Budget Guidelines, URT, 2005/2006 & 2006/2007,

Water Sector Development Programme, MoW, 2006,

Water Sector Situational Analysis, MoW, 2006

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