Formative Evaluation of the UNICEF WASH regional and country … · 2020-04-29 · FORMATIVE EVALUATION OF THE UNICEF WASH REGIONAL AND COUNTRY PROGRAMMING STRATEGIES IN THE EAST

Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific Region

FINAL REPORT – ANNEXES

FORMATIVE EVALUATION OF THE UNICEF WASH REGIONAL AND COUNTRY PROGRAMMING

STRATEGIES IN THE EAST ASIA AND THE PACIFIC REGION 2014-2017/8

ANNEXES OF FINAL REPORT

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CONTENTS

ANNEX A: TERMS OF REFERENCE 3

ANNEX B: EAPRO COUNTRY 2015 STATISTICS 17

ANNEX C: LIST OF DOCUMENTS REVIEWED 22

ANNEX D: INTERVIEWEES 26

ANNEX E: SEMI STRUCTURED INTERVIEW TEMPLATE 28

ANNEX F: COUNTRY STUDY – CHINA 30

ANNEX G: COUNTRY STUDY – CAMBODIA 43

ANNEX H: COUNTRY STUDY – INDONESIA 55

ANNEX I: COUNTRY PROFILES 67

ANNEX J: SURVEY 115

ANNEX K: COUNTRY VISIT OUTLINE 116

ANNEX L: VALIDATION WORKSHOP AGENDA AND PARTICIPANT LIST 121




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ANNEX A: TERMS OF REFERENCE




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FORMATIVE EVALUATION OF THE UNICEF WASH REGIONAL AND COUNTRY PROGRAMMING STRATEGIES IN THE EAST ASIA AND THE PACIFIC REGION 2014-

2017/8


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ANNEX B: EAPRO COUNTRY 2015 STATISTICS

UN WATER Global Analysis and assessment of sanitation and drinking water (GLAAS) 2017

Country Hygiene

Urban Rural Urban Rural National Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural

Cambodia 0 0.5 0 0.5 0.5 1 1 1 1 1 0.5 1 0.5 1 1 1 1 1 1 1 1 0 0.5 0.5 0.5

China 0.5 0.5 0.5 0.5 0.5 0 0.5 0 0 0 0 1 1 1 1 0.5 0 1 1

Fiji 1 0 1 1 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 0 0 0

Lao People's Democratic Republic 0.5 0.5 1 0.5 0.5 1 1 1 1 1 1 1 1 1 0 0.5 0 0.5 1 0 1 0

Malaysia 0.5 0 1 0.5 0 0.5 0 0 0 0.5 0 1 1 0 0.5 0.5

Micronesia (Federated States of) 0 0 0 0 0 0 0 0 0 0.5 0 0.5 0 0 0 0 0 0 0 0 0 0.5 0 0.5 0

Mongolia 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0.5 0.5

Papua New Guinea 0.5 0 0.5 0 0 0 0 0 0 1 1 0.5 0.5 0 0 0 0

Philippines 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0.5 0

Solomon Islands 0 0.5 0.5 0.5 0.5 0 0 0 0 0.5 0 0.5 0 1 0 1 0 0 0 0 0 0 0

Thailand 0.5 0.5 1 0.5 0.5 0.5 1 0.5 0.5 1 0 0 0 0 0.5 1 0.5 0 1 1 0.5 0

Timor-Leste 0.5 0 0.5 0.5 0.5 0.5 0.5 0.5 0 0 0 0 1 1 1 1 1 1 1 1 0 0 0 0

Tonga 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0 0 0 1 1 1 1 1 1 1 1 0 0 0 0

Vanuatu 0 1 1 1 1 0 0 0 0 1 1 1 0 0.5 0 0.5 0 0.5 0 1 0.5 0 0 0 0

Viet Nam 0.5 0.5 0.5 1 0 0.5 1 0.5 0.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.5

Legend 1 Agreed and consistently followed 1 Government, ODA, and non-ODA expenditure reports are available1 Covers over 80% of costs 1 Over 75% 1 Over 75% 1 More than 75% of what is needed

0.5 Agreed but not sufficiently implemented 0.5 Some reports available 0.5 Covers between 50% and 80% of costs0.5 Between 50% and 75% 0.5 Between 50% and 75% 0.5 Between 50 to 75% of what is needed

0 No agreed financing plan/budget or in development0 Expenditure reports are not available 0 Covers less than 50% of costs 0 Less than 50% 0 Less than 50% 0 Less than 50% of needs

Drinking-water

Existence and level of implementation of a

government-defined financing plan/budget for the

WASH sector which is published and agreed

Expenditure reports are publically

available and easily accessible, and allow

comparison of committed funds to

expenditures

Operating and basic maintenance costs

are covered by tariffs

Absorption of external funds (% of

official donor capital commitments

utilized (three-year average))

Absorption of domestic funds (% of

domestic commitments utilized (three-

year average))

Sufficiency of financing to reach national

targets

Sanitation Drinking-water Sanitation Drinking-water Sanitation Sanitation Drinking-water Sanitation Drinking-water Sanitation Drinking-water


2017/8


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EAPRO Country 2015 statistics: Urban and rural, sanitation and water

All the data from the following charts are drawn from JMP/UNICEF’s washdata.org. An interactive version of these charts can be found at https://washdata.org/data#!/dashboard/1394

Regional CO urban sanitation, 2015

https://washdata.org/data#!/dashboard/1394


2017/8


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Regional CO rural sanitation, 2015


2017/8


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Regional CO urban water, 2015


2017/8


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Regional CO rural water, 2015




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ANNEX C: LIST OF DOCUMENTS REVIEWED

UNICEF Documents

Type of document

Name

Strategy

UNICEF water, sanitation and hygiene strategies for 2006-2015

UNICEF Strategy for Water, Sanitation and Hygiene 2016-2030

UNICEF Strategic Plan 2014-2017

UNICEF’s Strategy for Health (2016-2030)

UNICEF WASH EAPRO Strategic Framework 2019-2020 (PowerPoint)

Results WASH Annual Results Report 2014

WASH Annual Results Report 2015



RAM WASH EAPRO (template)

RAM WASH – 2015 update - Extended Version EAPRO

WASH RAM – 2016 Update EAPRO

RAM Standard Indicators WASH Guidance Notes (2016)

RAM Standard Outcome Indicators (2017)

EAPRO Regional Headlines 2018-2021

East Asia and Pacific Times (with 18 results areas) (2017)

A snapshot of drinking water in East Asia and the Pacific: 2017 Regional Analysis of UNICEF Programme Countries

A snapshot of sanitation and hygiene in East Asia and the Pacific: 2017 Regional Analysis of UNICEF Programme Countries

ROMP EAPRO Regional Office Management Plan 2018-2021

Annual Report

EAPRO Regional Office Annual Report 2014




COAR UNICEF Annual Report 2016 China

UNICEF Annual Report 2017 China

Requests for support and surveys

UNICEF EAPRO Report 2017 Country Office Support Survey

WASH Consolidated CO support requests 2018 focal points added (excel sheet)

CO Requests for EAPRO/HQ Support 2018 (End year status)






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CO Requests for EAPRO/HQ Support 2016

CO Requests for EAPRO/HQ Support 2017

Thematic Gender Responsive WASH: Key elements for effective WASH programming (2017)

Equity in Public Financing of WASH: Analysis from Indonesia, Mongolia and Viet Nam (2016)

UNICEF Gender Action Plan 2014-2017

Evaluation

Final evaluation: Improving WASH in Solomon Islands (IWASH-SI) Project (2017)

Indonesia National Sanitation Programme: End line evaluation (2017)

Final evaluation of the JP: Enhancing access to and provision of water services with the active participation of the poor (2013)

End of project evaluation: Improving access to WASH in rural schools and communities through capacity development, Timor-Leste (2015)

Evaluation of the WASH sector strategy “Community Approaches to Total Sanitation” (CATS) Final Evaluation Report (2014)

Formative evaluation of the UNICEF WASH programme in DPR Korea with a focus on Gravity-feed water systems (2017)

Final evaluation Report: WASH in schools and kindergartens project, Mongolia (2015)

Final evaluation of the WASH in School Programme (WISE) Indonesia (2014)

Equity, scalability and sustainability in UNICEF WASH programming: A thematic meta-analysis of UNICEF’s WASH evaluations 2007-2015

Global Evaluation of UNICEF’s Drinking Water Supply Programming in Rural Areas and Small Towns 2006–2016 (October 2018)

Global Evaluation of UNICEF’s Drinking Water Supply Programming in Rural Areas and Small Towns 2006–2016. Country case study report – Cambodia

Final Evaluation: Joint Program on Promoting Water and Sanitation Access, Integrity, Empowerment, Rights and Resiliency (2017)

Evaluation of UNICEF Viet Nam Rural Sanitation and Hygiene Programme (RSHP) 2012 – 2016 (2018)

Formative Evaluation of the UNICEF 7th Country Programme 2012-2018 in the Philippines (2017)

Effectiveness and impact evaluation of a WASH in schools’ intervention in Laos, 2014-2017: A randomized controlled trial Final Report (2018)

Reviews and studies

Second Review of CLTS in the EAP region: Regional report

SDG Fund Joint Programme Final Narrative Report

CPDs Cambodia 2016-2018

Cambodia 2019-2023

China 2016-2020

Indonesia 2016-2020

Democratic People’s Republic of Korea 2017-2021

Lao People’s Democratic Republic 2017-2021

Malaysia 2016-2020

Mongolia 2017-2021

Myanmar 2018-2022

Pacific Islands Multi-Country Programme Document 2018-2022

PNG 2018-2022




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Philippines 2012-2016 Ext. 2016-2018

Thailand 2017-2021

Timor-Leste 2015-2019

Viet Nam 2017-2021

CPAPs Cambodia 2016-2018

Indonesia 2016-2020

Mongolia 2012-2016

CSNs Cambodia Draft WASH Programme Strategy note 2019-2023

DPRK Draft Strategy Note - WASH

LAO PDR WASH and Climate Change Strategy Note

UNICEF Mongolia Strategy Country Programme Strategy Note 2017-2021

Myanmar Programme Strategy note WASH outcome

Strategy note for the 2018-2022 Pacific Multi-Country Programme of 2018-2022.

PNG Programme Strategy Note: WASH

Viet Nam Country Programme 2017-2021 Draft Strategy Note

Programme Strategy Note for UNICEF Philippines 2019-2023

ToC Theory of Change Pathway and Narrative for Integrating WASH and Nutrition Programming in the Philippines. Draft 2016

Theory of Change Pathways & Narrative for Integrating WASH and Nutrition Programming in Papua New Guinea. April/May 2017 draft

Joint Nutrition and Wash Programming In Papua New Guinea Theory Of Change / Change Pathways Developed by National and Sub-National Government Agencies, NGO Partners, UNICEF And WHO– 2017

Cambodia WASH-Nutrition ToC Diagram

CARD/UNICEF Cambodia (2017) ToC Cambodia. Integrating and converging Nutrition specific and sensitive interventions in Cambodia: WASH and Nutrition – 2015 and onwards

Joint Programming WASH and Nutrition in Bobon and Mapanas, Philippines– Theory of Change Pathway UNICEF with national and municipal government and INGOS

Other CO documents

Safe Water and Sanitation for Every Child in Philippines 2019-2023 brief.

C4D Philippines Goodbye, Dumi! Hello, Healthy!

Toilet revolution in rural China

Human Interest Story: The School Toilet Revolution in Guangxi by Zhiming Hao

Japan Committee for UNICEF; French Committee for UNICEF grant summary

Guidelines and Standards

(UNEG 2008) UNEG Ethical Guidelines for Evaluation.

UNICEF 2015) UNICEF Procedure for Ethical Standards in Research, Evaluation, Data Collection and Analysis.

UNICEF (2017) UNICEF-Adapted UNEG Evaluation Reports Standards. Available from: https://www.unicef.org/evaldatabase/files/UNICEF_adapated_reporting_standards_updated_June_2017_FINAL(1).pd

https://www.unicef.org/evaldatabase/files/UNICEF_adapated_reporting_standards_




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Other Organisational Strategies

Other Sources

Organisation Name

Plan International

100 Million Reasons: Plan International’s Global Strategy 2017-2022

WaterAid Everyone, Everywhere 2030: WaterAid’s Global Strategy 2015-2020

Asian Development Bank

Strategy 2030: Achieving a Prosperous, Inclusive, Resilient and Sustainable Asia and the Pacific

ASEAN Secretariat

ASEAN 2025: Forging Ahead Together

Type of document

Full citation

Books Quinn-Patton, M (2011) Evaluating Strategy: New Directions for Evaluation. Number 128. Patricia Patrizi (Editor), Michael Quinn Patton (Editor) 2011

Kuzel and Patton (1992) Typology of Sampling Strategies in Qualitative Inquiry. In Miles and Hubermann (eds.) (1994). Qualitative Data Analysis: An Expanded Sourcebook. Second Edition

Working papers and articles

Jain-Chandra, S., Kinda, T., Kochhar, K., Piao, S. and Schauer, J. (2016) Sharing the Growth Dividend: Analysis of Inequality in Asia: IMF working paper. Available from: https://www.imf.org/external/pubs/ft/wp/2016/wp1648.pdf

Alonso, J.A., Glennie, J. and Sumner, A. (2014) Recipients and Contributors: Middle income countries and the future of development cooperation. DESA Working Paper. Available from: https://www.un.org/esa/desa/papers/2014/wp135_2014.pdf

Mayne, J. (2008) Contribution analysis: An approach to exploring cause and effect. ILAC Brief 16. Available from: https://cgspace.cgiar.org/handle/10568/70124

Cronin, A.A., Badloe, C., Torlesse, H. and Nandy, R.K. (2015) Water, Sanitation and Hygiene: Moving the Policy Agenda Forward in the Post-2015 Asia. Asia & the Pacific Policy Studies. 2 (2) pp. 227–233.

Websites WHO/UNICEF JMP: https://washdata.org/data

World Bank: http://projects.worldbank.org/country?lang=en&page




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ANNEX D: INTERVIEWEES

Name Position Location Date/s Phase/ Completion

1 Wivina Belmonte Deputy Director UNICEF EAPRO August 2018 Inception

2 Aidan Cronin WASH Chief Zimbabwe (ex-WASH Chief Indonesia)

August 2018 Inception

3 Louise Maule WASH Chief UNICEF Philippines August 2018 Inception.

4 Marc Overmaars WASH Chief UNICEF UNCIEF Fiji/Pacific

Aug 2018

and Dec 2018

Inception and Main Inquiry

5 Carmelita Francois

WASH Officer UNICEF Fiji August 2018

Inception

6 Christiane Rudert Regional Adviser for Nutrition

EAPRO Bangkok July 2018 Inception

7 Chris Kunikho Hrabayashi

Regional Health Adviser

EAPRO Bangkok July 2018 and March 2019

Inception and Main inquiry

8 Kenco Namgyal WASH adviser UNICEF DPRK July 2018 Inception

9 Zhenbo Yang WASH specialist UNICEF China July 2018 Inception

10 Alex Heikens Representative UNICEF Mongolia November 2018

Main inquiry

11 Batnasan Nyamsuran

WASH Chief UNICEF Mongolia Nov 2018 and Jan 2019

Main inquiry

12 Carlos Vasquez WASH Chief UNICEF PNG November 2018

Main inquiry

13 Pravin Moore WASH Officer UNICEF PNG November 2018

Main inquiry

14 Bishnu Pokhrel WASH Chief UNICEF Myanmar November 2018

Main inquiry

15 Paul Edwards Deputy Representative

UNICEF Myanmar November 2018

Main inquiry

16 Gerard Cheong Deputy Director WASH Section

DFAT Canberra November 2018

Main inquiry

17 Renee Paxton Senior WASH Policy Officer

DFAT Canberra November 2018

Main inquiry

18 Chander Badloe Senior Advisor WASH

UNICEF New York Nov 2018 Main inquiry

19 Waithira Githonyo

Senior Advisor UNICEF New York Nov 2018 Main inquiry

20 Michael Emerson Gnilo

WASH Specialist UNICEF New York Nov 2018 Main inquiry




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Name Position Location Date/s Phase/ Completion

21 Tom Slaymaker Senior Statistics and monitoring Specialist

UNICEF New York Nov 2018 Main inquiry

22 Belinda Abraham Vietnam Country Director and

Regional Director

East Meets West / Thrive

Nov 2018 Main inquiry

23 Meredith Hickman

Head of Strategy WaterAid Australia Nov 2018 Main inquiry

24 James Wicken Country Director WaterAid Cambodia Dec 2018 Main inquiry

25 Silvia Gaya Senior Advisor UNICEF New York Dec 2018 Main inquiry

26 Ann Thomas UNICEF Indonesia Dec 2018 Main inquiry

27 Jeremie Toubkiss

Evaluation Specialist (WASH)

UNICEF New York Jan 2019 Main inquiry

28 Riccardo Polastro

Regional Advisor - Evaluation

UNICEF EAPRO

October 2018

Main inquiry

29 Evariste Kouassi Komlan

Regional Advisor - WASH

UNICEF EAPRO

October 2018

Main inquiry

30 Jessica Blankenship

Nutrition Specialist (OIC for Regional Advisor - Nutrition)

UNICEF EAPRO

October 2018

Main inquiry

31 Wivina Belmonte Deputy Regional Director

UNICEF EAPRO

October 2018

Main inquiry

32 Friday Nwaigwe Section Chief UNICEF Vietnam March 2019 Main inquiry

33 Anuradha Narayan

Section Chief UNICEF China March 2019 Main inquiry

34 Santepheap Heng

WASH Specialist UNICEF Cambodia March 2019 Main inquiry




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ANNEX E: SEMI STRUCTURED INTERVIEW TEMPLATE

Inception phase inquiry: Regional Advisors

Name

Role; Organisation

Date of interview

Share the draft coherence and clustering diagrams for information and explain process of research

What are the main approaches to providing Regional Office support to Country Offices in your sectoral area?

Can you give me an example of a successful engagement with a Country Office in your area of expertise?

What underpinned that success?

And a less successful example?

How do you engage CO in developing, contributing to and understanding strategy in your area of expertise?

One of the key strategic areas of development within the Global WASH strategy is to integrate WASH with other approaches – namely schools and health.

We would like to understand how you may have collaborated with the WASH team – either by incorporating WASH approaches in your own work or ensuring that your sectoral priorities/issues are effectively addressed within WASH work.

If you have worked together, what approaches were used?

Do you see key differences when providing support in your own sector to those times when you are collaborating and supporting COs or teams working within WASH?

What example would you give of successful support to collaborative programming and why?

Is there anything else you think the evaluation team should know at this inception stage?




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Inception phase inquiry: Country Office WASH advisors

Name

Role; Organisation

Date of interview

Share the draft coherence and clustering diagrams for information and explain process of research

What are the ways you receive support from the Regional Office?

Can you give me an example of a successful engagement with the Regional Office in your area of expertise?

What underpinned that success?

And a less successful example?

How do you go about developing, implementing and understanding strategy in your CO and area of expertise?

One of the key strategic areas of development within the Global WASH strategy is to integrate WASH with other approaches – namely schools and health.

We would like to understand how you may have collaborated with other programme – either by incorporating WASH approaches into other work or ensuring that WASH sectoral priorities/issues are effectively addressed within their work. If you have worked together, what approaches were used?

What example would you give of successful support to collaborative programming and why?

Is there anything else you think the evaluation team should know at this inception stage?




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ANNEX F: COUNTRY STUDY – CHINA

Introduction

This document provides a summary overview of the China country context and outlines the development of UNICEF’s strategic engagement in WASH. Given that a core aim of the China Country Programme is to work cross-sectorally, this case study focuses on UNICEF China’s overall strategic approach and provides two specific examples of areas of strategic learning – one on WASH in Schools and one on Private Sector Engagement.

Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and a four-day visit to the UNICEF China Country Office. During the visit, interviews were held with UNICEF staff and external stakeholders including government officials.

This paper intended to inform the final evaluation report also acts as a standalone document and provides a narrative summary assessment against the evaluation criteria of relevance, effectiveness and sustainability, with some associated recommendations for China to consider.

Country Context

The People’s Republic of China is the most populous country in the world with an estimated population of over 1.4 billion. In 2013, China was home to 14% of the world’s children. China is a middle-income country which has undergone a rapid process of urbanization - between 2000 and 2011 the urban population rose from 36% to more than 50% of the total population. There are significant regional and geographical disparities with much higher levels of poverty in rural areas and in western provinces. 25% of children live in poverty-affected areas and in rural areas the percentage of underweight and stunted children is 8% and 20% compared to 1.3% and 3.4% in urban areas.

Water supply and sanitation in China has undergone a massive transition. Over the past decades there has been increased access to services, increased municipal wastewater treatment, the creation of water and wastewater utilities that are legally and financially separated from local governments, and increasing levels of cost recovery as part of the transformation of the Chinese economy to a more market-oriented system. The government quadrupled investments in the sector during the Eleventh Five-Year Plan (2006–10).

As shown in table 1, access to services figures show relatively high overall levels of access to improved water and sanitation services.

Table 1: Disaggregated WASH statistics for 2015 based on JMP (Joint Monitoring Programme) data

Urban (56% of the population)

Rural (44% of the population) Total

Improved water source

98% 93% 95%

Improved sanitation 87% 64% 76%

As well as the disparities between urban and rural services, many of those who have access to adequate infrastructure suffer from poor water quality due to fecal contamination; high levels of naturally occurring fluoride, arsenic or salts; and growing industrial and agricultural chemical pollution. Latrines are common in rural areas, but some are rudimentary, being unprotected from flies and other disease vectors.

The number of public and school latrines in rural areas that meet sanitary standards is increasing and the government has made a concerted effort to promote good health-related behaviours. In

https://en.wikipedia.org/wiki/Wastewater_treatment

https://en.wikipedia.org/wiki/Wastewater_treatment

https://en.wikipedia.org/wiki/Economy_of_China

https://en.wikipedia.org/wiki/Eleventh_Five-Year_Plan_(People%27s_Republic_of_China)

https://en.wikipedia.org/wiki/Improved_water_source


https://en.wikipedia.org/wiki/Improved_sanitation

https://en.wikipedia.org/wiki/Latrine

https://en.wikipedia.org/wiki/Vector_(epidemiology)




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most rural areas, a network of National Patriotic Health Campaign Committee (NPHCC) workers, the All-China Women's Federation representatives, the Communist Youth League of China, local epidemic prevention stations, and schools have led health education campaigns encouraging a wide array of hygienic behaviours. However, actual behavioural change has been slow to follow, especially in poor areas.

The latest 2018 Joint Monitoring Programme (JMP) estimates illustrate the challenge for China in meeting the SDG’s. Figure 1 illustrates high levels of ‘basic service’ for water nationally and rurally, with safely managed water in urban environments. For sanitation in all environments there is still a significant way to go before safely managed levels are reached.

Figure 1: JMP 2018 Estimates

Institutional Framework

To a large extent, the institutional structure of the sector has been inherited from the period of the planned economy before 1978 with considerable overlap between public institutions at central and local level. Responsibility for water supply and sanitation policies at the national level is shared between five Ministries. Provincial governments play a relatively limited role in the water sector, providing some limited financing for rural water supply. Local government plays a major role, providing a substantial share of financing and owning water supply and sanitation companies - which are the main service providers in urban areas. In smaller towns, local government sometimes provides services directly. Village committees operate water systems in rural areas. There is very limited external development assistance. While there are some active national NGO and CBOs, other than UNICEF there are few international actors with a significant presence.

The national government does not have a single policy document for water supply and sanitation. The two major laws in the water sector relate to water resources management: The Water Law of 2002 and the Water Pollution Prevention and Control Law of 1984.

The legal framework for water supply and sanitation at the national level is constituted by secondary legislation, of which the 1994 regulation of urban water supply, the 1996 administrative measures for the sanitary supervision of drinking water and the 2006 sanitary

https://en.wikipedia.org/w/index.php?title=National_Patriotic_Health_Campaign_Committee&action=edit&redlink=1

https://en.wikipedia.org/wiki/All-China_Women%27s_Federation

https://en.wikipedia.org/wiki/Communist_Youth_League_of_China

https://en.wikipedia.org/wiki/Health_education

https://en.wikipedia.org/wiki/Hygiene




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standards for drinking water are among the most important ones. These are complemented by numerous local regulations and administrative measures.

UNICEF in China

The UNICEF 2016-2020 Country Programme Document (CPD) lays out a clear strategic approach for UNICEF’s programme. It recognises, given China’s size and relative level of prosperity, that UNICEF needs a clearly targeted programme.

The CPD outlines two central strategic pillars: firstly, an intervention logic or theory of change which goes ‘from pilots to policy to results at scale’; and secondly a transition from sectoral, relatively vertically organized interventions to integrated, intersectoral approaches which aim to improve children’s lives. It also suggests that increasing the capacity of government and partners and ensuring the alignment of and with relevant sectoral plans and policies and programmes at provincial and county level are programme priorities.

The CPD outlines a total budget for UNICEF China in the 2016-2020 programme of just over $136 million USD with $38.5 million from regular and $98 million from other resources. There are five priority areas: Health, Nutrition and WASH; Education and Child Development which has the largest budget of $33 million; Child Protection ($27.5 million); Social policy and inclusion ($19.5 million); and cross-sectoral ($18.5 million)

UNICEF’s perceived comparative advantage draws from a long record of working and engaging with government ministries and other actors in China. As interviewees confirmed, UNICEF has built up a position of trust due to an ability to both support and influence policy at central ministry level and actively engage in developing solutions on the ground. The key strategic capabilities identified in the CPD and agreed by UNICEF’s partners as being essential for UNICEF to effectively deliver are the ability to:

• Support local action and pilot activities to inform development and implementation of policies, practices, implementation etc

• Mobilize partners, convene key actors and advocate for strengthened policies and programmes

• Facilitate knowledge generation and dissemination, best practices and innovative approaches

• Promote multi-sectoral approaches

• Support improved monitoring and evaluation

In assessing the merits of the CPD interviewees made a number of comments regarding UNICEF’s relative strengths and weaknesses to deliver it and the organisational challenges to be addressed. In general, interviewees have commented that UNICEF is seen to struggle to find its niche in middle-income countries; its core capabilities and operating models are seen to be better adapted to developing countries. Unlike in a lot of countries ‘top down’ policy does seem to be an effective driver of change in China and likely to lead to improved development outcomes. The ‘pilots to policy to results at scale’ is seen as an effective strategic model and in WASH in particular UNICEF is seen as the only international player playing a significant role.

The main strategic challenge focuses on increased integrated working. China is still seen to operate ‘vertically’ and though UNICEF is seen as having good relationships with functional ministries these relationships are not shared between UNICEF’s technical groupings. UNICEF’s organisational systems and processes do not generally support cross-sectoral working. UNICEF itself is quite siloed and sectoral groups have different operational discourses and performance metrics. To work collaboratively sectoral workplans need to include activities and indicators from other sectors and this rarely happens. Approaches such as developing joint theories of change (as undertaken by WASH and nutrition at a regional level) are seen as effective ways of supporting and developing more effective collaboration.

For the interviewees, UNICEF China is not necessarily seen to have the right operational mix of skills and expertise to deliver its proposed agenda. In general. UNICEF was seen to have




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insufficient staff, with clear gaps particularly in communication (C4D), learning, M&E and advocacy. These might limit UNICEF’s ability to effectively capture, facilitate and disseminate the knowledge gained from pilots to lead to results at scale. A number of interviewees were supportive of UNICEF’s overall strategic approach but had concerns that UNICEF might be too stretched, given the need to a) respond to government requests and b) continue to support/build on legacy projects showing promise/success.

While UNICEF maps out its ‘strategy’ in its CPD, this is not a full reflection of what it does or the impact it can have, so resource planning needs to allow sufficient space for ‘adaptive management’.

There are questions about how the strategic model is itself operationalised. The successful development of pilots/demonstration interventions requires the effective assessment of what works and why; so, the need to identify, monitor and analyse barriers, bottlenecks and success factors and identify improvements, adaptation and the capacity required for scale-up. There were concerns raised that at present there is a) limited modelling of the change levers required, particularly working cross sectorally (e.g. leadership, resource allocation and alignment, coordination), b) how easy it is to learn from failure, or how to withdraw if no effective progress is being made without negatively affecting partnerships and c) how robust ‘piloting’ was in terms of demonstrating how to reach the poorest or most difficult to reach.

A further comment was the need to broaden the range and depth of partnerships. UNICEF is seen to have good relationships with national and local government but only limited engagement with local NGOs, the private sector and academic/research institutions. A major challenge is geography as UNICEF programming is primarily in the western provinces, yet UNICEF only has a base in Beijing. NGOs who were interviewed felt UNICEF still had some way to go to develop partnerships that went beyond the transactional. Private sector representatives felt that a significant shift in organisational mindset is needed as UNICEF systems and processes are not an easy ‘fit’ with the private sector and UNICEF staff often have a very limited understanding of private sector dynamics such as cash flow management or investment planning.

WASH Programming

UNICEF China’s WASH strategy has been emergent, and programming has evolved based on changing national and provincial requirements and factors.

Cooperation between UNICEF and the Government of China started in 1993 with an assessment as to whether a UNICEF Water, Environment and Sanitation (WES) programme should be established in China. A trial phase was undertaken in 1994-95 working with the NPHCC Office for sanitation and the Ministry of Water Resources for Rural Water Supply working in Henan, Anhui, Shaanxi and Gansu provinces. Following this trial, a five-year plan was instigated between 1996-2000 working 40% in sanitation and 60% in water supply, and expanded to the additional provinces of Shanxi, Hebei, Xinjiang and Yunnan and working in a total of 21 counties. UNICEF also provided support to counter flooding in Hunan, Hubei and Jiangxi in 1998 and the Bellamy project in 1999-2000 in Guangxi, Hunan and Liaoning Province.

The period 2000-2005 saw the development of the MDGs which further shaped and informed UNICEF’s engagement. Between 2001-2005 there was a shift with 60% of the programme targeting sanitation and 40% on water supply with a specific focus on water quality, arsenic mitigation and impact on the environment. Interventions were undertaken in Gansu, Jilin, Sichuan and Qinghai provinces.

Between 2006-2010 several different initiatives were undertaken including a WASH project with the World Bank and DFID in the western provinces of Sichuan and Shaanxi; a knowledge and advocacy programme for sanitation and hygiene working with the NPHCC and NDRC; and a six-province pilot on Urban-Rural Integrated Sanitation Cleaning Action. A WASH in schools project was done working with the Ministry of Education, the NPHCC and Ministry of Water Resources in Guangxi, Sichuan, Qinghai, Gansu and Guizhou; and a study commissioned on the impact of Climate Change on groundwater in Shandong, Hebei and Shaanxi.

Between 2011-15 UNICEF ran a Water, Sanitation and Environment Policies Project, with a focus on developing capacity to deliver a CATS based approach working with NPHCC in Jilin,




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Guangxi, Yunnan, Shaanxi and Gansu. Other work focused on WASH in schools looking at water supply safety and governance and a WASH led Whole School Environment Project in Guizhou, Sichuan, Yunnan, Gansu and Qinghai. Additional advocacy work was also undertaken on Climate Change and a ‘China for the World’ initiative initiated looking at how China can both learn from and support other countries in developing their WASH services.

UNICEF as a cluster lead has also provided emergency WASH support when required. Recent support has focused on the 2014 Ludian earthquake in Yunnan, the 2014 Jinggu earthquake in Yunnan, the 2013 Dingxi earthquake in Gansu province and the 2013 Ya'an earthquake in Sichuan.

In the 2016-2020 CPD WASH results are nested within the Health, Nutrition and WASH objective area. They focus primarily on sanitation, but within a multisectoral context. Expected outputs are increased levels of evidence for policy change and increased capacity to formulate and revise policies, guidelines and tools for pro-poor sanitation. This policy and capacity change also aims to promote and enable public-private partnerships and support the equitable delivery of services. The primary indicators for illustrating progress are the number of provincial child survival strategies developed and incorporated into plans.

2016-2020 WASH programming includes a focus on supporting capacity development and reinforcing behaviour change using the CATS methodology to improve WASH standards in communities. There is a continued focus on WASH in schools (Child Friendly Schools) and improving sanitation and hygiene in other institutional settings such as health facilities. Work has been undertaken with the private sector to develop new latrine designs for different geological conditions and technical support is being provided to the Qinghai Toilet Revolution. Other programmes in development are looking to support Urban WASH through the Child Friendly Cities, DRR and Climate Change and the environment. The WASH for the World initiative continues with further support being given to Mongolia and the Republic of Korea.

Figure 4 aims to map the current China WASH strategy against UNICEF’s 2016-2030 global WASH Strategic Framework. Highlights in red shows where China is working most intensely, orange where they are working at medium intensity and yellow where they are working with a light touch.




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Figure 4: Mapping UNICEF China’s WASH strategy against the 2016-2030 Global Strategy

Good Practice and Learning

The following two examples provide a reflection on strategic initiatives undertaken by the UNICEF China WASH team.

WASH in schools

UNICEF has been working on WASH in schools since 2006 and is seen by central government as a technical agency with a global perspective, not as a service provider. This is slightly different to the perception at local level where it has been the history and long-standing engagement on the ground that has brought trust.

In China the WASH challenges are not primarily at the household level but focus on the need for attitudinal and behavioural change within the broader community. Improving institutional facilities and community awareness of WASH is a key process to achieve this. UNICEF’s WASH in schools programming has used a range of entry points which to maximise cross ministerial/sector working such as: ‘healthy country’, keep schools clean’. A push on equity also helps ‘sell’ the need for WASH in schools.

The programme has shown positive results that illustrate going to scale. A UNICEF supported model in 3 counties in Chongqing from 2011 has been replicated to all 40 counties. A UNICEF investment of RMB 5 million has leveraged RMB 700 million of government investments. A




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Train-the-Trainer programme delivered nationally to 180 education officials has cascaded down so 7,000 local education officials and teachers have been reached in more than 140 counties.

Key strategic factors

The role of capacity building has been central as an engagement process as much as an outcome. This has built trust, got teachers engaged and in particular UNICEF’s participation in the process on the ground has been valued and is the basis for more ‘upstream’ influencing.

Bringing in the latest ideas and tools – showing how these types of interventions have worked elsewhere. China has been insular but is now keen to learn from others and take up ‘best practice’. Even though China is very different showing how interventions have worked in India or Kenya for example is seen as a good driver for change. This approach is in line with the move to a more outward focusing society.

The importance of ‘visible’ change and impact on lives of children. Examples of behaviour change are really important. People learn by seeing so though infrastructure development is important it doesn’t illustrate change as effectively. Ensuring policy makers, key stakeholders visit and experience what is different is a powerful form of advocacy.

Strategic Challenges

Ministries in China are not aligned so need to work hard at local level for coordinated programming.

There is clear evidence that pilot to scale processes are happening but limited assessment/analysis of how and what the key features/conditions are for successful scale up. Modelling of this is planned but it will be important it looks systemically at how scale for WASH in schools happens and more explicitly identifying the necessary timings, connections etc.

The way UNICEF is organised makes it difficult internally for different sections to collaborate and coordinate. Ensuring ‘local’ engagement from Beijing is important but can be difficult.

UNICEF needs to ensure it has the appropriate skills mix at a country level. There seems to be a gap in the communication and advocacy capability needed to fully utilise the pilot to scale model and take advantage of the technical knowledge and experience the WASH team has in a Schools environment. UNICEF needs to be creative both in term of creating evidence but also how this is used to influence policy makers and budget holders.

The M&E frameworks used are limited. Some of the claimed results (while not inaccurate) are based on significant assumptions. Number of people trained, and funds leveraged are not sufficient to help track progress of how WASH in schools is influencing broader behaviours and outcomes. More important is the gap between ‘results’ and programme aims and objectives. In particular there is limited ‘why’ evidence being created in particular which allows for course correction or new approaches; and few assessments which routinely show how children’s lives are being improved. These are reliant on the experience and intuition of the teams on the ground.

Private Sector engagement

This case draws from two interviews and a brief presentation illustrating different facets of private sector engagement:

UNICEF have been working with an entrepreneur who used to work for the NPCC and had worked with UNICEF on programmes looking at toilets and hygiene practices in rural areas since 1996. He has now retired but has been working with UNICEF to develop new technologies. He has developed over 20 patented toilet improvements focusing on different technologies to fit different contexts and reduce cost and the use of water.

He shares all of his technologies openly; several companies have taken them up and are now manufacturing his designs; he also provides them and other companies with technical advice –




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though as a civil servant he can’t be paid. Pakistan and Mongolia are also using his designs and he is also talking with Mongolia to design a product especially for a cold environment.

UNICEF’s role has been key, though he does feel working with him fell slightly outside of their usual planning approaches and was rather based on the long-standing relationship he had with the WASH team. From UNICEF, he learnt that technology is not enough – growing his understanding of changing behaviour. He now aims to put products to communities once they’ve been triggered and to mobilise local officials so that innovations are publicised.

To achieve scale and target equitable coverage UNICEF needs to try new technologies in poorer areas quicker and change their ways of doing things. For increased private sector involvement/engagement processes need to be streamlined and proof of concept reached earlier. It is important that UNICEF and/or others are open to try a range of products and allow some of them to fail. UNICEF needs a shift in skill set and project/programme design, so they have a greater understanding of supply chains and the funding/business models required for scale. Also need to invest more in Research and Development and in providing business and technical training support to companies who can do this type of work. UNICEF has played an innovate and unique role in China and has the foundation to take forward this work both inside and outside of the country but needs to develop its capability if it is to fully utilise this opportunity.

The second example comes from a small business owner who set up her company after consultations with UNICEF. She collects and treats household and public facility waste water/sewerage at local levels and also improves the construction of toilets. Her business overs more than 10 counties in 4 provinces. She is paid either by local government or households. She employs a mix of permanent and temporary employees. UNICEF have helped in advocating for new funds in particular influencing local government, this they have done by increasing awareness of the importance of sanitation and stimulating demand. They are limited in their knowledge of the capital investment required for a business of her type to expand and it is important UNICEF come and visit areas where she and others work so they know what is done in different contexts to both effectively advocate and influence construction guidelines.

Strategic Factors

A recognition that to improve toilet quality and FSM management the private sector is key to translating products and designs into production at scale

UNICEF China were able to be flexible in the type of support provided – often this doesn’t fit precisely with the country plan

It is Important to recognise the importance of quality – a focus on sanitation demand is necessary but not sufficient – in China ‘starting point’ of high levels/standards of coverage makes this easier

UNICEF should support generation of technical/business solutions and also influence policies, standards and other aspects of an enabling environment

Strategic Challenges

• Developing demand is still fundamental, but this needs to be matched with standardised

and affordable products to reach scale.

• Engaging with the private sector is different and UNICEF systems, processes and skill sets don’t fit particularly well. Effective engagement may remain reliant on personal rather than institutional initiative/understanding unless there is a broader level of understanding and some process redesign

• Concentrate on developing greater understanding and a more corporate model/understanding on how to do sanitation marketing

• Develop an integrated approach which more systematically blends technological development, standard/guideline support and private sector engagement strategy.




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Findings and recommendations

Overview

UNICEF China is seen as having a highly relevant strategy in WASH based on a clear country office theory of change and an agreed role with Government. There is evidence that UNICEF is influencing positive change. The strategy combines ‘downstream’ but targeted pilot demonstrations with ‘upstream’ advocacy, policy influence and partnership based financial leveraging. There are limitations in UNICEF’s current programming and capabilities to intervene/support in some key areas such as sanitation marketing and increasing the engagement of the private sector. These capabilities are being development but will require further investment if UNICEF programming is to support the achievement of SDG level services which are equitable and at scale. There is a tendency for UNICEF to do what it knows and what is good at (e.g. CATS) and resources are limited to really expand capability in other areas. The UNICEF China WASH team are innovative and try to be both proactive and reactive in their engagement in the sector. One concern is that a lot of UNICEF’s institutional memory in the sector may be restricted to the current team

The major strategic challenges for UNICEF China to increase its effectiveness are a) limited internal and external cross-sectoral working and b) limitations in the level of alignment between its systems, processes and skill sets and its theory of change. In terms of sustainability the key challenge is does UNICEF have the capability and required partnerships to support equitable sustainable change given China’s scale, SDG level demands and a rural/urban, east/west split. A key question remains “Is there clear evidence that the theory of change feeds down to improvements for the poorest?”

The following sections aim to provide a summary assessment of UNICEF China’s WASH strategy based on the three criteria of relevance, effectiveness and sustainability (including equity and sustainability), and to provide some recommendations for moving forward.

Relevance

Findings

UNICEF China has a clear strategic approach focused on ‘from pilots to policy to results at scale’ which is being applied in WASH programming and is appropriate, given China’s size and level of income, to the country context and UNICEF’s niche. UNICEF is the only major international development partner with a significant active presence in WASH in China.

To align with SDG targets, China needs to move from improved to safely managed services, so improve toilet construction, FSM, water quality and equitable provision. UNICEF programming is moving its support in this direction whilst reinforcing the need for behaviour change to ensure alignment between demand, supply and finance.

The China strategy is aligned to the UNICEF Global WASH 2016-30 strategic framework with a focus on aiming to increase access at scale. It clearly targets ‘WASH in Institutions’ (particularly WASH in schools) and ‘Sanitation’ as well as complementary activities on ‘Hygiene’ and ‘WASH in emergencies’ support when required. There is less engagement in Water as this is a lower priority issues in China. The pilots to policy to results at scale is aligned with ‘utilising evidence’ and ‘strengthening enabling environments’. There is intent to address other areas such as sanitation marketing, urban WASH and engaging with the




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private sector and leveraging financial resources though the strategy documentation and approaches as to how to do this are yet rather limited.

There are good examples (WASH in schools) where there is an effective and relevant implementation modality, but there is work to do if this approach is to be used to ensure the poorest areas are fully targeted and reached. The team have undertaken innovative work to support the development of new toilet designs and increase the role of the private sector more broadly in FSM - but the process and resources as to how to take to scale needs more work. The pilot to scale is a good fit given that China is a middle-income country. The strategy is less explicit as to how it is going to tackle urban issues or what role it will play in supporting China in reaching the SDG targets it has committed too.

UNICEF’s history of engagement in WASH in China makes them uniquely positioned to contribute to sector improvements within China but also to take lessons to and from China for region wide development. The ‘pilots to policy to results at scale’ approach aligns with government thinking and provides a real opportunity for UNICEF to develop an approach which could transfer to other countries in the region as they develop.

China has a history of ‘top down’ vertically organised government. There is a recognition that this has led to siloed working. It sees UNICEF with its multi-sectoral mandate as being able to help join interventions up. The UNICEF CPD reflects that ‘on paper’ but it needs to strengthen its cross-sectoral working in practice and join up the different sectoral relationships it has at ministry level if its strategy is to provide a more relevant and to coordinated base.

Recommendations

China has a relevant strategy that is contextually appropriate, ambitious and fits with country needs, government expectations and the global UNICEF framework. The major issues to address going forward are strategic scope, especially given the available level of resources; shifting country office capability and partnership working to ensure it evolves its capability given SDG demands; enhancing regional office support so it can help facilitate more effective cross sectoral working. Suggested recommendations are:

1. Review the current capability, reach and potential cost-benefit of the UNICEF WASH team. Based on this decide to either limit scope of WASH strategy or develop clear resource plan to fill gaps in certain knowledge areas.

2. UNICEF capacity in general worldwide is developed to address MDG level challenges and in particular is heavily weighted towards demand driven targets such as levels of ODF. China provides a great opportunity given its current WASH coverage levels and UNICEF’s niche in China to pilot a more systemic set of skills and interventions. The evaluation would recommend bringing in or recruiting additional staff who have skills/knowledge in sanitation marketing, engaging with the private sector, institutional change and advocacy/communications. In order to deliver the theory of change these resources should complement and not replace existing skills. The regional office should support the country team in helping them draw up a recruitment plan with job descriptions and identify short term technical expertise who can support the process.

3. The evaluation suggests that, in the short term, UNICEF China limits its engagement in Urban WASH. It is not clear globally what capability/knowledge UNICEF has in this area, so the evaluation suggests waiting for the development of




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corporate modalities in this area in China before committing resources beyond light touch engagement and awareness raising (e.g. triggering in peri urban areas).

Effectiveness

Findings

UNICEF has a limited results framework which makes assessment of effectiveness difficult. In the 2016-2020 framework, WASH related indicators are part of the broader Health, Nutrition and WASH objective area. There is limited linkage between activity/output indicators and outcome level results. Project measures are primarily based on number of people trained and this is extrapolated down both to ‘people reached’ and up to influencing changes at policy level.

Narrative and qualitative explanations suggest that project work/activities feed into the theory of change. The ‘pilots to policy to results at scale’ model seems to be the basis of an effective framework - although more explicitly documenting the process and milestones would enable UNICEF China to better reflect and communicate progress, as well as course correct if needed. In WASH UNICEF China does see to be very effective at developing the pilot/demonstration element of this model and there are examples of this leading to policy change. There are examples of scale being achieved but the evidence of UNICEF’s role in this is less explicit.

The WASH programme in China has always had an upstream component. On the ground/ downstream work has been pivotal in developing the relationship, trust and evidence for ‘upstream’ working.

Regional support, in general, is not seen as significant. It has been most helpful when providing access to relevant technical advice (knowledgeable consultants) and access to learning opportunities. There appears to be a major opportunity for the regional office to support the development of cross-sectoral working, which is a key component of UNICEF China’s corporate strategy. Work on joint development of theories of change seems a good starting point. One issue raised is that regional office visits take time for the country team to organise and facilitate, this often creates some resistance to increased levels of input.

UNICEF has an opportunity to have a big impact in China but has a small staff base. Prioritising what it does especially given the SDG challenges and lack of other international players may make saying no challenging. Operationally UNICEF needs to review its own organisational structures and processes so that it can work more effectively cross sectorally. An assessment of its skill mix would also be helpful given the strategic approach and country context. For example, increasing communication and advocacy expertise to help make the jump from pilot to scale should be considered. Specifically, in WASH there needs to be a shift to include more sanitation marketing and private sector expertise and there may be a need to balance an emergent opportunity taking based approach with a more planned long-term strategy.

Recommendations

The key areas to develop UNICEF China’s effectiveness in WASH relate to internal organisation, structures, processes and ways of working with others. The main focus should be on improving cross sectoral working. Some of these recommendations involve change at regional and potentially endorsement global level




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1. The evaluation suggests recommendations at different levels to improve cross sectoral working:

a. The regional team should review how they work together and how they can best coordinate their work, so it is aligned, minimises resource cost (in particular time) and maximises impact. At present a major issue is the level of time and commitment that is required at a country level to host regional visits and engage in regional initiatives. This impacts on the countries willingness to engage with the region. There are strong positive examples of regionally coordinated assistance to build on – developing joint theories of change has provided an effective joint planning cross sectoral planning mechanism which is felt to improve effectiveness

b. At a country level it is important that sector groups have clear performance indicators related to activities in other sectors within their workplans. This institutionally legitimises cross sectoral working and the efforts required to do it effectively.

c. More cross-sectoral planning to be undertaken. An initial element of this could be a process through which relationships with ministries across national and local level are shared and mapped out. This will enable an effective identification of where there is cross over and also help inform joint influencing and advocacy strategies.

2. The Country team to review its results framework to ensure that it provides an

effective mechanism for tracking progress against the theory of change and provides sufficient data/opportunity to course correct of necessary. At present there is limited modelling of the enabling conditions for scale or assessing what are the sufficient combination/sequencing of factors which are required

3. The country team to review its partnership strategy and be clear about what types of partnership it needs and if different engagement processes/internal capabilities are required to effectively manage these. In WASH the main change is how does UNICEF effectively engage with the Private sector. This might involve changing expectations on responsiveness, contracting and ways of working. It might be helpful to undertake a formal inquiry process (e.g. survey) asking current and possible partners what they find effective in working with UNICEF and what they would like to change.

4. The Country Office to review how it incorporates and tracks innovation or interventions aimed at the most challenging areas. The WASH team have initiated new areas of work – such as design and production of safely managed level toilets. It is unclear how this fits into a results framework or whether there are appropriate monitoring approaches. The nature of innovation means that some initiatives fail – is UNICEF able to incorporate and learn from these experiences in a structured legitimised way.

Sustainability (including equity and scalability)

Findings

Policy change seems to be a much more important driver of change in China than in other contexts as the basis for sustained institutionalised change. Effective mechanisms (communications/ advocacy/demonstrations) to persuade policy makers/broad stakeholder




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groups and budget holders of the benefits of improved WASH services do seem to lead to increased levels of commitment and resource allocation.

UNICEF has built strong sectoral relationships but might need to broaden these out if it is to support other aspects of systemic sustainable SDG level change at scale. Community level ‘triggering’ is a UNICEF strength (through CATS) and its entry points at institutional WASH helps support increased understanding and awareness; however increased integration with supply side approaches such as sanitation marketing and developing cost-effective technological solutions appropriate to specific contexts utilising private sector production capacity and finance. It is not clear whether UNICEF China has sufficient resource in WASH to facilitate this.

UNICEF might also need to reflect and ensure it has less transactional and more ‘equal’ partnerships. and remember the importance of ‘on the ground engagement’ as a means of developing trust and building relationships which can help form the basis of more upstream work.

Though mentioned in the criteria this evaluation does not have a direct question on equity, however, it is clear that UNICEF programming has shifted to work more in the poorer western provinces, though it is not clear specifically how ‘the last mile’ or most marginalised are being reached/targeted.

UNICEF has an explicit theory of change focusing on scale-up but more work is needed to understand and explicitly communicate how the different the different phases link together to achieve sustainable results and how cross-sectoral working (and the different sectoral discourses) operates effectively.

Recommendations: Sustainability (including equity and scalability)

It is clear that China is on a positive trajectory in WASH and that change when initiated does seem to be sustained. Reducing inequality is an important objective and is important that it is appropriately addressed.

1. UNICEF to request to government that it sets up an office(s) in the Western Provinces. It is accepted that this may not be possible, however ‘work on the ground’ seems to be a key starting point for developing the relationships and trust required for the theory of change to be effective. In WASH the poorest and most marginal are in these areas and a closer proximity would assist in initiating sustainable change. These offices should only be temporary.

2. The UNICEF WASH team to ensure their interventions are joined up and sufficient resources are allocated to collecting and sharing evidence. WASH in schools is an example where more structured analysis could be undertaken to fully assess why it works and how it influences broader outcome level change at community level.




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ANNEX G: COUNTRY STUDY – CAMBODIA

Introduction

This short document provides a summary overview of the Cambodia country context and outlines the development of UNICEF’s strategic engagement in WASH; there has been a shift away from CATs and more ‘downstream’ activities towards a mixture of down, mid and upstream over the strategic periods from 2011 to today. UNICEF Cambodia’s use of different classifications of programme intervention, and their focus and use of the evidence base, are examples of good practice drawn on in this case study.

Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this study was developed following a review of key documents, a conversation with the Cambodia UNICEF WASH team, and meetings with various other players in the Cambodian WASH sector. It should be noted that a full-length field visit to UNICEF Cambodia was not conducted but rather a semi-structured face to face interview with the WASH manager, supplemented with interviews with UNICEF’s partners and other key WASH actors in Cambodia. It should also be noted that the inquiry for this study was conducted in 2018, during the 2016-2018 strategic period, however the case study also pays due consideration to WASH programming from the subsequent, now current, 2019-2023 strategic period.

This paper, intended to inform the final evaluation report also acts as a standalone document, and provides an overview of other sector actor’s view of UNICEF Cambodia. It is based on a short visit which concentrated on partner meetings and had limited engagement with the UNICEF office.

Country context

Cambodia is currently the second poorest country in Southeast Asia1 and received $1.35 billion in ODA during 2017 despite entering a period of significant social and economic transformation and achieving lower middle-income status in 20162. This follows a return to political stability in mid-2014 following a series of anti-government protests, and the longer-term history of the Khmer Rouge. The country aspires to reach upper middle-income status by the end of the SDG era and high-income status by 2050. The country is bordered by the more prosperous ASEAN nations of Thailand, Lao PDR and Viet Nam, as well as the Gulf of Thailand to the south as shown in Figure 1.

Cambodia currently has the lowest level of access to WASH facilities in the EAPRO region3, but made significant progress towards most of the MDGs, including meeting the target related to drinking water and achieving ‘good progress’ towards the sanitation target4. Now, the country is making steady (but inadequate) progress towards meeting the SDG related

1 Second to Myanmar. https://www.worldatlas.com/articles/the-richest-and-poorest-countries-of-southeast-asia.html 2 Cambodia Country Programme Document 2019-2023 3 Cambodia Country Programme Document 2016-2018 4 https://washdata.org/sites/default/files/documents/reports/2017-06/JMP-2015-Report.pdf

Figure 1: Cambodia’s location and neighbouring countries




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WASH targets with a focus on safely managed and sustainable WASH services. Table 1 shows estimates of the percentage of the population at various ‘rungs’ of the ladders for drinking water, sanitation and hygiene as per JMP 2017 data. Currently there is no data available on safely managed sanitation or hygiene.

Table 1: Disaggregated WASH statistics for 2015 based on JMP data

Drinking Water Sanitation Hygiene

Nat. Rural Urban Nat. Rural Urban Nat. Rural Urban

Safely managed 24 16 55 - - - - - -

Basic service 51 54 40 49 39 88 66 60 88

Limited service 0 0 0 8 7 9 13 15 5

Unimproved 12 15 2 3 4 1 - - -

No service 13 15 2 41 51 3 22 26 7

To summarise, half of the rural population practice open defecation, and when the poorest members of the population are considered this rises considerably to over three quarters of the population. This is significant as just under 80% of the entire population are categorised as rural.5 For water, two fifths of rural Cambodians use an unimproved water source during the dry season and only half of health facilities have sufficient water access throughout the year. Just over a quarter of pre-primary schools have WASH services. The Government’s National Strategic Plan (NSP) for rural WASH envisions that every rural person has sustained access to safe WASH services and lives in a hygienic environment by 2025 but gaps in people knowledge persist and capital investments for rural WASH heavily rely on development partners and household contributions6.

5 JMP 2017 6 Cambodia Country Programme Document 2019-2023




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Cambodia is divided into 25 provinces (as shown in figure 2) comprising 163 districts. Further administrative divisions are commune, village and block. The five provinces faring worst for basic sanitation are Preah Vihear and Stung Treng (24.7%), Kratie (25.9%), Mondol Kiri and Ratankiri (30.8%)7 all clustered in the North East of the country. Nearly half of all the country’s

provinces, scattered across the country but clustered in the central provinces, are exposed to arsenic concentrations over the recommended standard in groundwater8 and some communes do not have access to piped water supplies as an alternative.

World Bank modelling suggest there persists an annual shortfall of USD 142.2 million in capital expenditure within the Cambodia WASH sector for it to reach 2025 targets, and an additional 24.2. million will be required for operation and maintenance costs9. Table 2 shows annual capital expenditure deficits by subsector. The biggest deficits will be felt for urban sanitation and rural water supply.

Table 2: Predicted annual capital deficits by WASH subsector.

Annual deficit (millions, USD)

% annual requirement

Urban Sanitation 79.4 92

Water Supply 33.1 55

Rural Sanitation 5.7 18

Water supply 24 75

7 Figures taken from UNICEF CSN but originally from Cambodia Demographic Health Survey 2014. 8 This is >10ppb as per United Stated Environmental Protection Agency standards. 9 Figures taken from UNICEF CSN but originally from World Bank Group 2015

Figure 2: Provinces of Cambodia

Figure 2: Cambodia’s provinces




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UNICEF in Cambodia

UNICEF’s Country Office is based in Phnom Penh and is supported by three field or ‘zonal’ offices also in Phnom Penh, Kratie and Siem Reap. UNICEF Cambodia focuses on provinces with the highest disparities and worst child development indicators despite operating nationwide10 and is thus focusing on areas within the North East as well as the urban poor of Phnom Penh.

WASH Programming

During the prior two programme cycles (2011-2015 and 2015-2018) UNICEF Cambodia placed a focus on borehole drilling support and Rainwater Harvesting as well as piped water supply. They have also focused on community access to clean drinking water and community managed water supply as well as working towards ODF through CATS approaches.

2016-2018 Country Programme

UNICEF’s Cambodia’s Country Programme 2016-2018 was shorter than the standard five-year country programmes to align it to the current national planning cycle. In terms of WASH there is a strong focus on early childhood with WASH comprising one of three elements of the ‘Child Survival Development’ section alongside nutrition and health, which sits under the larger programme of International Early Childhood Development (IECD). The CP identifies the cost of technology and limited choices, weak monitoring systems, lack of knowledge within LAs about WASH benefits, and limited private sector service provision as important bottlenecks to be addressed11. It also acknowledges the barriers that inadequate WASH facilities in schools has on schooling for adolescent girls and commits to make school environments more child friendly. The CP indicates that UNICEF would partner with the Ministry of Rural Development (MARD) throughout the strategic period to provide technical support for costed planning and an M&E framework for universal access to WASH as well as supporting them in emergency preparedness and response through co-leading the WASH cluster. The WASH team’s focus would be on ending open defecation, WASH in schools and health facilities (systems and behaviour changes) and ensuring safe drinking water quality in arsenic-contaminated areas.

10 https://www.unicef.org/cambodia/UNICEF_Cambodia_2016-18_overview.pdf 11 Cambodia Country Programme Document 2016-2018




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As of August, 201812, the WASH team are currently focusing on water supply, community hygiene and sanitation, enabling environment and system strengthening for emergency preparedness and response, aligned with what it laid out in their 2016-2018 CPD and also with parts of UNICEF’s global 2016-2030 strategy. They have also worked on community access to clean drinking water and community managed water supply through connecting spring water to piped systems which has recently been started as a pilot and intended to provide learning opportunities as the government is beginning to look at supply systems for the future with a focus on rural. In addition, UNICEF have leveraged increasing interest of engaging with private operators for both piped supply and for forging link to the private sector to supply bottled water. MARD currently include community managed supply systems in their budgets, and UNICEF is looking at strengthening this vis results-based budgeting approaches and have also done a mapping exercise of organisations working in piped water supply and sanitation.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented in Figure 3 alongside the programming primciples to be applied within the context of Agenda 2030. Figure 3 aims to map the current Cambodia WASH strategy against UNICEF’s 2016-2030 global WASH Strategic Framework. Highlights in red shows where Cambodia is working most intensely, orange where they are working at medium intensity and yellow where they are working with a light touch. An analysis of Cambodia’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 4 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

12 Information from meeting with UNICEF WASH staff in August 2018




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UNICEF programming in Cambodia is ‘somewhat coherent’ for most of the results areas, apart from WASH in Emergencies which is considered highly coherent. Regarding programming modalities data is lacking for some modalities however Cambodia is highly coherent for Enabling Environment but uncoherent for empowering communities.

Results areas

Water: Cambodia's focus on water revolves around safe drinking water quality in arsenic contaminated areas according to the CPD, and its proper treatment and storage according to the CPAP which is in line with the global strategy, however there is nothing about access and sustainability. Strengthening institutions and building systems is covered to some extent in the CPAP which describes how UNICEF will collaborate with the ECCD National Committee and other key stakeholders to develop comprehensive communications and education resources.

Sanitation: The CPD says their focus will be on ending OD, with an indicative country programme output which includes 'adequate sanitation' It is unclear whether this refers to access or quality though. There is no mention of addressing social norms, sustainability or around financing, demand creation or supply, nor is the concept of 'safely managed' acknowledged.

Hygiene: The CPAP mentions they will improve hygiene practices particularly those related to safe management of infant and young child faeces and handwashing practices, and an indicator on the results framework is the percentage of households practicing hand washing with soap at critical times. This is highly coherent with the global WASH strategy however there is nothing about safe water handling, MHM, policy implementation and monitoring and promotion of key messages at critical times.

WASH in Institutions: The focus for WASH in Institutions is that they (health care facilities, primary schools and preschools) have WASH services and systems that promote behaviour changes according to the CPD. This is highly coherent with the global strategy however elements around health and education programming capacity, childhood care centres and evidence-based advocacy are lacking.

Figure 4: Level of coherence for Cambodia’s 2016-2018 Country Programme.




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WASH in Emergencies: The CPD states that UNICEF will support government leadership in emergency preparedness and response and co-lead the WASH cluster which is in line with the global strategy. They will also provide technical support and help analysis risks and vulnerabilities to disasters and develop WASH specific preparedness plans focusing on villages affected by arsenic or recurrent emergencies according to the CPAP, however there is nothing indicating a focus on children and women specifically in these situations, mitigating gender-based tensions, or around direct response during emergencies.

Programming Modalities

Strengthen enabling environments: The CPD states Cambodia will support the government for emergency response and co-lead the WASH cluster, whilst also partnering with the MARD to provide technical support for the development of costed plans and a M&E framework for universal access to WASH. The CPAP indicates there to be an output under the IECD outcome around strengthening capacities of administrators in target provinces for analysing, planning, coordinating, implementing and monitoring actions that promote IECD, which includes WASH.

Empower communities: The CPD indicated that technical and financial support to a selected number of districts shall be prioritized, where participatory monitoring will be introduced to promote community engagement and social accountability. The CPAP also indicates that UNICEF shall collaborate with the ECCD National Committee to develop a comprehensive set of communication and education resources/initiatives for communities.

Utilize evidence to promote child rights: The CPAP indicates that UNICEF will work to strengthen the existing HMIS and EMIS to help capture and monitor WASH status in health and educational institutions. It also makes reference to other data sets such as the Commune Data Base and Cambodia Socio- Economic survey (CSES) which it will help to strengthen but doesn’t indicate intent for advocacy or any focus on children with disabilities.

Leverage Sustainable financial resources for WASH: This is not discussed in the documents.

Build Sustainable Markets: This is not discussed in the documents.

Deliver services and supplies: The CPAP indicates that UNICEF will support the implementation of the costed Rural Water Supply, Sanitation and Hygiene National Action Plan (2015-2018) through implementation of a WASH early childhood development package and shall provide direct support for improved and equitable access to WASH, including through provision of WASH services in health care facilities, primary schools and preschools.

New Country Programme 2019-2023

A new Country Programme Document for the period 2019-2023 is imminent and accompanying this is a WASH Programme Strategy Note13. This new CP suggests it will support the achievement of the national vision for universal access to WASH by 2025; and is therefore aligned to both the Governments NSDP midterm review priorities as well as the UNICEF global strategic plan and the UNDAF. The new CP expresses intention to work at the three levels of upstream, midstream and downstream, focusing thus on the national, subnational (provincial and district) and community (children, adolescents, parents, caregivers and service providers) respectively14.

Water, Sanitation and hygiene constitutes one of five interrelated programme outcomes/ components funded primarily through non-core resources and comprising 11% of the total budget in the 2019-2023 CP. Whilst its WASH section doesn’t reference the Global WASH strategy there are clear alignments to the 2016-2030 strategy results areas and programming modalities from Figure 3, following on from the 2016-2018 CPD. The CSN refers to the EAPRO headline result around early moments matter and safe and sustainable environments. It states it

will pay particular attention to addressing vulnerabilities in relation to climate, wealth,

13 WASH programme Country Strategy Note 14 Cambodia Country Programme Document 2019-2023




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disability and gender, and modelling WASH solutions for those so far left behind. Tables 3 and 4 present the ways in which the 2019-2023 strategy is aligned to the global WASH strategy, and for programming approaches, maps UNICEF Cambodia’s intended ‘Implementation Strategies’ to them15.

Table 3: Cambodia Country Programme 2019-2023 by results area

Results area Activities or intended areas of focus as per the CPD

Water Focus in areas with high risk of arsenic in drinking water

Sanitation Address open defecation through strengthening community, market and finance-based approaches to total sanitation.

Hygiene Improved MHM in schools, communications for sustainable WASH behaviour change

WASH in emergencies Ensure that even during humanitarian situations, children use safer water and practice safer sanitation and hygiene.

WASH in institutions Focus on better WASH facilities in health care centres and schools, the latter of which includes MHM through modelling and scale up.

Table 4: Cambodia Country Programme 2019-2023 by programming approach

Programming Approach

Implementation strategies

Strengthen enabling environments

Working across ministries and sectors at national and sub-national level.

Targeting technical assistance to barriers and bottlenecks.

Programming excellence for at scale results for children.

Empower communities Adopting a complete commune/district approach.

Utilize evidence to promote child rights

Harnessing quality WASH evidence for children.

Fostering WASH innovation for children.

Leverage Sustainable financial resources for WASH

Developing and leveraging WASH resources and partnerships

Build Sustainable Markets

Working with WASH businesses and markets

Deliver services and supplies

15 The implementation strategies are presented in the WASH Programme Strategy Note




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The 2019-2023 CPD identifies the following potential barriers for progress: insufficient national budget allocations; limitations in decentralized coordination; insufficient data use; inequitable rural sanitation and inequitable climate resilience and quality control.


UNICEF Cambodia offers examples of good practice that could be used by other COs in the EAPRO region, and for learning purposes.

One example is around the Cambodia Country Programme’s use of different classifications of programme intervention, a mixture of upstream and downstream activities. Having focused very much on downstream work in the past, they seem to be ‘transitioning’ to more upstream work through utilising a mix of interventions in the 2016-2018 and forthcoming 2019-2023 Country Programme Strategies. Whilst it doesn’t use the specific ‘upstream’ and ‘downstream’ terminology, UNICEF’s Strategy for Water, Sanitation and Hygiene 2016-2030, articulates a significant shift in UNICEF’s approach, evolving from a model focusing primarily on ‘activities such as providing finance and technical assistance for WASH service delivery (downstream) to ones focusing on building and strengthening institutional systems and the enabling environment (upstream). Thus, Cambodia Country Programme is in alignment to this. Table 5 shows the types of interventions they are engaging in by classification and specific CP strategic periods.

Table 5: Type of intervention by upstream/downstream classification

Classification Type of intervention

Upstream Enabling environment 2016-2018; 2019-2023

Sustainable and safely managed 2016-2018; 2019-2023

Financing (including private) 2019-2023

Resilience 2019-2023

Downstream Delivering services and supply 2016-2018; 2019-2023

WASH in institutions building infrastructure 2016-2018; 2019-2023

UNICEF are in a good position to focus on upstream work and to encourage other development partners also to do this too as they have a lot of institutional credibility and convening power in Cambodia. Regarding a move towards more upstream work though, it is recognised that this is challenging and causes relationships with stakeholders in country to change. UNICEF’s contribution as they continue to shift towards doing more upstream work will become harder to pinpoint and attribute to. Quality outcomes are harder to measure too and thus it is harder to get funding for these types of interventions. Donors seem to know more these days about upstream and downstream modalities but still prefer traditional approaches however some, such as DFAT are pushing harder for upstream work since most Asian countries are now of MIC status or moving towards it. There is an argument around whether organisations should move more upstream, when there are still gaps in basic needs. Traditionally in Cambodia, development partners seem to help the Government through providing finance and budget and there can be a perception that organisations focusing on upstream work and shifting away from financing and budget have no money. If organisation’s like UNICEF ultimately want to be ‘out of a job’ and unneeded in a country they should be thinking, for example, about what that would mean they have to do over the next few years to ensure their programmes and work carries on without them. This often means considering what types of things the government need to know or be able to do within such support and figuring out how they can assist the government to get to this point.

Another example of good practice is around use of the evidence base. UNICEF’s global WASH strategy specifically indicates evidence-based programming and monitoring as a key mechanism for WASH in Country Programmes, stating “Measurement of results and identification of lessons learned are critical activities to drive continuous improvement of programme design and to increase accountability for delivering on results16”. With this in mind, UNICEF Cambodia’s latest CSN for WASH is very good, being evidence based and complete with detail, rationale and using

16 WASH global strategy p.35




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data from the latest evidence sources. The Theory of Change is well thought through and aligned to the results framework which offers detailed explanation and information for each output and a clear estimation of resource requirements for each. In addition, the WASH CSN offers an explanation of the country’s added value including how the country programme will use an equity lens, aim to achieve catalytic change and systems strengthening, contextualise WASH interventions according to local milieu taking a district wide approach, using innovative technologies and approaches, linking to the SDGs and addressing emerging and neglected issues such as climate resilience in WASH, sustainability, gender and accessibility of WASH for the disabled.

Findings and recommendations

UNICEF Cambodia

The WASH team in Cambodia describe how they are seeking to provide catalytic support, strengthening systems, using data, modelling approaches for future scale-up, leveraging partnerships and key events during the programme cycle to support change. The north east of the country is still their geographical focus and they are trying to forge stronger links still with nutrition and improve WASH in institutions, specifically schools, preschools and health care facilities. These seem aligned to the global WASH strategy, however staff indicated they are also doing more traditional WASH programming activities

with a broader sector role and rural focus as well as coordination and enabling environment work with MARD.

The team indicated that within the Cambodian context, looking at service levels for WASH and the “safely managed” aspect is a dilemma for them at CO level. Whilst acknowledging the importance and value of SDG WASH focus, UNICEF place a strong emphasis on equity, and given that many in Cambodia still have no access to basic levels of sanitation, let alone safely managed etc, then it is important to strike a balance between these and still ensure that they are working towards getting everyone at least a basic level of access whilst also keeping a handle on safely managed etc. Ideally both should be worked on at the same time.

UNICEF Cambodia’s partners in the sector

UNICEF Cambodia currently partners with and has engagements with a variety of other actors in the WASH sector including other UN agencies (such as UNFPA, WHO, FAO, GSF and WFP17), multilateral organisation (World Bank, Asian Development Bank and GSF18) and INGOs (WaterAid, World Vision, Plan, East Meets West and CARE19). Representatives from some of these organisations were met20 and discussions had about both their own approaches to WASH programming (including the shift or transitions to upstream programming), and around their engagements with UNICEF Cambodia. Table 6 provides some information about some partner’s operations and presence in Cambodia from a WASH perspective.

17 Cambodia Country Programme Document 2016-2018 18 WASH programme Country Strategy Note 19 WASH programme Country Strategy Note 20 World Bank, WaterSHED, East Meets West, WaterAid.




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Table 6: Information about other WASH players in Cambodia

WaterAid

At the global level their aim is to create a “water secure world for all” with five guiding strategies being Institutions, Sustainability, Inclusion, leveraging finance and climate change. They are engaged in upstream work with the government (MARD and MIH) supporting for example the latter to become a better regulatory body, monitoring water quality and benchmarking indicators. They have been building capacity of the Cambodia Water Association and also supporting catalysation of investment in the water private sector and aiming to start a new project in 2019 with the objective of improving water supply coverage and sanitation services. Overall the World Bank are trying to fill gaps in water supply and tackling the higher hanging fruit rather than the lower, whom other donors and the private sector are taking care of. For sanitation they are focusing on sewerage and looking at filling gaps in household connections to address FSM.

WaterSHED

They “use a systems approach to make water, sanitation and hygiene markets work better for everyone21”. They are head quartered in Cambodia but also operate in Viet Nam and Bangladesh. Their work is centred around sanitation marketing and comprises elements of demand generation, supply chain development and access to finance. In Cambodia they are filling gaps where government isn’t meeting need and working with social enterprises where the market isn’t performing well. They feel that moving towards upstream work is the right thing for development partners to be doing and are currently working with UNICEF on Collective Action Initiative mechanism, enabling organisations to work more closely together with government.

East Meets West

At the global level they are called the Thrive Network but at the regional level they are known as East Meets West and also work in Viet Nam and Laos as well as Cambodia. They are aiming to drive demand and supply for WASH infrastructure and are using an Output based Aid (OBA) approach. For water they are working with the government at the provincial level to privately manage existing water supplies and piped water supply. For sanitation and hygiene, the focus is on demand generation, supply and instilling good hygiene practices. They are currently partnering with UNICEF on a pilot in one province related to OBA and “small scale funding agreement on sanitation”.

WaterAid

WaterAid’s vision is to have a world where everyone, everywhere has safe water, sanitation and hygiene. They have been present in Cambodia since 2014 and their current country strategy for Cambodia indicates five ‘strategic intents’ based on the four global strategic aims of equality, sustainable services, hygiene and integration. All of WaterAid’s work in Cambodia is around learning, information, brokering, knowledge and catalytic work, no service delivery. UNICEF fund partners to do service delivery and most recently have funding from DFID PBR for “Accelerating WASH services”. They fund the government MRD to do CLTS and possible cover a big chunk of MRD’s salaries in this? WA like UNICEF are more upstream and add value at the policy/advocacy level where others are unlikely to. WaterAid and UNICEF Cambodia have a Programme Cooperation Agreement (PCA) looking at SDG and monitoring ‘safely managed’.

21 WaterSHED website




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Partners’ views on UNICEF

Partners recognised UNICEF’s added value and position in Cambodia as one of the key WASH players and spoke highly of them, but noted areas for consideration for UNICEF Cambodia moving forwards as they enter their 2019-2023 strategic period and beyond towards 2025, the key year for the Governments National Strategic Plan for WASH. Some partners who were familiar with UNICEF processes and structuring suggested that there is a lot of experience within UNICEF globally and increased or more focused technical assistance could be provided to the CO from the HQ or regional office; they noted there was a disconnect between the three levels of HQ, RO, CO or what is ‘done on the ground’ and that, whilst the global WASH strategy sounds great in principle, Cambodia CP needs to better “connect the dots” whilst also thinking more globally and systematically. There was also a reoccurring opinion that UNICEF is well positioned to conduct upstream work, their strengths lying in influencing government and convening of partners in the sector. Their added value is not necessarily in pilots and models so they should be looking more beyond their usual (for example pioneering CLTS) and become proactive in new involvements within the sector, looking at for example how the water supply SDG can be met when there are no piped water systems and sanitation marketing which features in the global WASH strategy but not at the CP level for Cambodia. It was noted that CLTS has not always been particularly effective, but UNICEF are still doing it at the request of the government. Currently just two districts within Cambodia have ODF status – although there are many villages and communes who are ODF and some districts and provinces demonstrate decreasing percentages of OD prevalence, thus UNICEF could look to targeting these high coverage places as priorities to get them to ODF and beyond, rather than just the ‘low hanging fruit’. Partners also suggested that UNICEF should be thinking ahead as to how they can be getting out of Cambodia; possibly through focus on upstream work as a better way to support long term development outcomes.

Overall Recommendations

Invest to ‘close the gap’ in places that already have high percentage coverage but not yet ODF rather than merely focusing on the ‘low hanging fruit’ with a view to placing more emphasis on key elements of the WASH SDGs such as safely managed and equity.

Consider use of sanitation marketing as in some places technological solutions aspired too are not always low cost enough to be plausible.

Consider how work around urban sanitation could be integrated into the CP.

Advocate for the use of upstream modalities and encourage other sector players to also use such methods. Be assertive and confidence with UNICEF’s added value and strength and unafraid to pursue such modalities.




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ANNEX H: COUNTRY STUDY – INDONESIA

Introduction

This short document provides a summary overview of the Indonesia country context and outlines the development of UNICEF’s strategic engagement in WASH. Whilst equity is rightly the core of the country programme a major focus of the Indonesia Country Programme is on knowledge generation and sharing with a focus on upstream modelling and replication, evidence generation, operations research, evaluation and knowledge management, reflecting the use of limited resources for maximum impact. This case study focuses on these areas and provides three examples of how this can be applied and developed – one on the nexus between Development and humanitarian responses in WASH programming, the second on utilising evidence generation to drive policy change and the third on Knowledge Management. Each of these areas of focus and the recommendations made are seen to be linked and complementary.

Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and a four-day visit to the UNICEF Indonesia Country Office. During the visit, interviews were held with UNICEF staff and external stakeholders including government officials.

This case, intended to inform the final evaluation report also acts as a standalone document, and provides a narrative summary assessment against the evaluation criteria of relevance, effectiveness and sustainability, with some associated recommendations for Indonesia to consider.

Country Context

Background

Indonesia is the largest archipelago in the world. Spanning over 5,000km from East to West and 1,800km north to south it has over 17,000 islands of which more than 7,000 are uninhabited. It is currently the world’s fourth most populous nation with a population of over 250 million of whom 140 million live on the island of Java. Indonesia is also a rapidly urbanising country. The population of the conurbation of Jakarta the capital is approximately 30 million making it the second largest metropolitan area on earth (after Tokyo22).

Indonesia achieved middle income status (MIC) in the 1990’s and is the only country in Southeast Asia to be a member of the G20. Despite this there is a huge income disparity across the country:

22 Indonesia: Java. "Regencies, Cities and Districts – Population Statistics, Charts and Map". www.citypopulation.de.

http://www.citypopulation.de/php/indonesia-jawa-admin.php




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Out of a population of around 260 million, more than 25.9 million Indonesians still live below the poverty line.

Based on March 2017 data, approximately 20.78% of the entire population remain vulnerable of falling into poverty, as their incomes hover marginally above the national poverty line.

Nationwide indicators on the situation of children and women in Indonesia have made substantial improvement. However, this trend masks significant disparity across geographic regions and disadvantaged population groups. A critical issue to address is the level of stunting. Approximately 1 in 3 children under the age of 5 suffer from stunting, which reflects impaired brain development that will affect the children’s future opportunities. If not reversed, the gap between rich and poor, already increasing in recent years, may widen23.

A key factor in reducing stunting is to prevent infections through hand-washing with soap, the availability of safe water (water supply), access (and use) of safe sanitation. Due to the large size of the country, these disparities, although small in percentage, often equate to large numbers. This challenge is exacerbated by the geographic spread of affected populations across the country.

Figure 1 shows the distribution of ODF across the country24:

Table 1: Disaggregated WASH statistics for 2015 based on JMP (Joint Monitoring Programme) data

Urban (56% of the population)

Rural (44% of the population) Total

Improved water source

96.6% 81.3% 89.5%

Improved sanitation 77.3% 57% 67.9%

Vulnerability to disasters

Indonesia is extremely susceptible to disasters. In 2018, an earthquake in Lombok (in July) and an earthquake and tsunami in Palu, North Sulawesi (in September) caused widespread loss of life. A key factor in Indonesia’s vulnerability is its location on the ‘Pacific Ring of Fire’ a network of tectonic plates, volcanoes and fault lines that cross the region.

In 2014, the National Disaster Management Agency reported 2,022 disasters in Indonesia, affecting around 1.8 million people, including hundreds of thousands of children. Long-term monitoring indicates that around 90% of disasters result from hydro-meteorological hazards,

23 http://www.worldbank.org/en/country/indonesia/overview 24 Data from UNICEF SDG Provincial Briefs. The SDG provincial briefs on children have been jointly developed by Bappenas and UNICEF for each of Indonesia’s 34 provinces. The briefs synthesize baseline data (from 2015) on children at province level for selected priority SDG indicators through simple data visualizations, using data from official government sources. The briefs also contain a scorecard, comparing the provinces and their progress against each other.



https://en.wikipedia.org/wiki/Improved_sanitation




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mainly floods, landslides, strong winds, and drought25. Most recently the Anak Krakatua volcano

in the Sunda Strait erupted causing a major Tsunami26. Such disasters are likely to become

more frequent due to the impacts of climate change. These risks are exacerbated by increased urbanisation. The challenge for the country is that efforts on disaster preparedness are not keeping up.

WASH in Indonesia

Despite recent gains, many millions of Indonesians still go without improved water and sanitation. In Indonesia, 87 percent of the population has access to improved drinking water and 61 percent has access to improved sanitation, a 39 and 36 percentage point increase, respectively, since 1990. Despite these gains there are still close to 100 million people without improved sanitation and 33 million without improved drinking water (see tables above. Critically there are still persistent divides between urban and rural populations and among different income levels in access to services, and they mask underlying gaps in quality faced by all households, regardless of income or geographic location. The 2015 figures for Household Water and Sanitation from the Joint Monitoring Programme (JMP) highlight the challenge for Indonesia in meeting the SDG’s. Figure 2 illustrates high levels of ‘basic service’ for water nationally and rurally. For sanitation the main challenge is the high level of people still practising open Defecation

Figure 2. Data on WASH from JMP Tables27

Whilst growing incomes are helping to both reduce poverty and increase access to proper water and sanitation, gaps in access between the poor and rich remain, and in some cases are widening. Factors other than poverty also significantly affect access to drinking water and sanitation, particularly geographic location.

Urban dwellers in the lower income quintiles are more likely to use improved toilets and drink clean water than rural dwellers in the upper income quintiles28.

25 Detailed data available on <http://www.dibi.bnpb.go.id> 26 December 22nd 2019 27 JMP 2017 28 This point needs to be considered against the findings of the Water Quality Testing Study (2017) in Yogyakarta Province.




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There is also variation at the local government (LG) level. District poverty rates do not neatly correspond with either levels of access or equity of access to improved sanitation; some poor districts are doing a better job than wealthier districts, and a far better job than some of their poorer peers. For example, despite there being no significant difference in poverty levels between Java and non-Java districts, Java districts have achieved higher levels of coverage overall for both B40 (bottom 40%) and T60 (top 60%) households.

The persistent gaps in service quality—rather than barriers to access—are the main challenge facing Indonesia.

Although most households are gaining access to drinking water and sanitation due to rapid urbanization and increasing living standards, not everyone is benefitting from the same quality of service.

An estimated 95 percent of faecal waste still makes its way into the nearby environment due to poor quality on-site septic tanks, lack of adequate emptying and disposal, or dysfunctional wastewater treatment.

Country Programming summary

Overview

UNICEF Indonesia consists of its headquarters in Jakarta, five field offices and two sub-offices29. The programmatic focus of each field office is determined by regional needs and priorities. Initiatives are carried out in tandem with subnational government and civil society partners at both the provincial and district level. The field offices are key to UNICEF’s work. They support the organization’s efforts to model innovative approaches for children’s rights in low- and middle-income communities, both in rural and urban settings. In line with UNICEF’s equity approach, the programme recognizes Indonesia’s efforts to “develop from the periphery”, while maintaining work in high-population areas such as Java and Sumatra where most of Indonesia’s children live. The WASH Programme is located within the Child Survival and Development Team30.

Linking to UNICEF’s Global Strategy

UNICEF’s Programming in Indonesia for the Strategic period 2016 – 2020 has embraced the SDG’s whilst also recognising the significant challenges in making the paradigm shift in focus and effort required. In order to make the substantive shift in focus the country programme has specifically recognised the importance of building a sound data base to support analysis and reporting (calling for a ‘data revolution’) and recognised the importance of developing and further building on its international and national partnerships to build effective collaborations. There is also significant emphasis on building awareness of the health implications of poor WASH where UNICEF has capitalised on the growth of digital media and people’s access to create effective and relevant campaigns (for example ‘Tinju Tinja’).

Whilst not belittling the significance of work mentioned above the structuring of the WASH programme within CSD means that WASH objectives may not be nuanced enough to address the scale and breadth of challenges for WASH in Indonesia. WASH poverty pockets can be very large and/or isolated, pose significant challenges for UNICEF WASH programming and require working to areas of strength (developing and using data) as well as weakness (working with highly decentralised government structures).

The table below illustrates the areas of emphasis against the SDG’s:

29 Surabaya, East Java (with additional work in Central Java province), Banda Aceh, Aceh, Kupang, East Nusa Tenggara (with additional work in West Nusa Tenggara province), Makassar, South Sulawesi: health, education, child protection (with additional work in Maluku and North Maluku provinces, and a sub-office in Ambon), Jayapura, Papua (with additional work in West Papua province, and a sub-office in Manokwari). 30 Indonesia Country Programme Action Plan 2016 - 2020




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Note on the ratings for the results areas and programming approaches:

Green = substantial work in this area across a number of initiatives and sectors;

Yellow = some work in this area, some diversification of areas and sectors;

Red = little work in this area

The application of ratings is not meant to imply success or failure or if a green rating is given for no further work to be done. As mentioned earlier addressing the complex and deeply embedded WASH challenges in Indonesia will require building further on strengths and seeking ways of addressing areas where there is less engagement. This will require developing strategies that enable the UNICEF Programme to achieve more within its current resourcing envelope through acting as a catalyst to other actors.

WASH Programme Analysis

The UNICEF Indonesia programme approach, as outlined in its Country Programme Action Plan 2016 – 2020, has a major focus on equity and aims to support Indonesia in the realization of rights for all children, as enshrined in the Convention on the Rights of the Child (CRC) and articulated in the (RPJMN)31. In recognising the challenge of achieving the SDG’s for the country a major focus of the current programming strategy is to support upstream capacity development initiatives with the systematic generation, collection and use of disaggregated data, to enable evidence-based decision making for the WASH sector. There is a clear recognition that in order to focus effectively on the ‘unfinished agenda of the MDG’s’ the emphasis of the

31 Rencana Pembangunan Jangka Menengah Nasional (National Development Plan)




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programme will need to be on seeking ways of ‘doing things differently’ to influence the necessary acceleration of progress whilst also addressing quality, sustainability and equity.

For the WASH area of work UNICEF will continue support for community-led sanitation (STBM (Sanitasi Total Berbasis Masyarakat), WASH in institutions including health facilities and schools (critical for both health and education outcomes), and hygiene promotion (including hand washing and menstrual hygiene management). Importantly the CPAP notes that WASH in urban areas remains a significant challenge and that UNICEF will continue to extend support to the related national programmes and coordination mechanisms. Addressing social norms related to open defecation and advocacy with key groups in support of national efforts to achieve universal sanitation coverage and improved water quality and safety. At the same time, the programme will continue to remain prepared to respond to emergencies, strengthen resilience of the health system, and lead the coordination of the Nutrition and WASH clusters.

UNICEF has very good relationships with the Indonesian Government as well as International and National organisations. Its role as an influencer is recognised by other stakeholders (e.g. World Bank) and seen as one which it is critical to further develop, especially with regard to addressing the major challenges of urban sanitation.

Addressing the challenge of supporting communities to move towards ODF status and a supportive enabling environment involves ensuring that the STBM process is well managed and carried out. A critical challenge has been to ensure that ‘triggering’ is properly managed and is not just a general ‘sanitation promotion’ activity’. At the same time, it is critical to engage in advocacy work with government to ensure that their understanding and engagement in WASH is supportive of achieving the SDG’s.

In order to contribute to achieving these changes UNICEF’s approach is to engage in a critical mix of ‘downstream’ and ‘upstream’ activities:

• Downstream activities involve taking a District Wide Approach; demonstrating how to carry out effective ‘triggering’. For example, by working through the local Health Centres – Puskesmas (Pusat Kesehatan Masyarakat: sub district level health centre).

• Upstream activities focus on building a strong enabling environment. This includes using Provincial ODF declarations to highlight importance of sanitation; roadshows for District Leaders to demonstrate benefits of sanitation;

A major challenge for ‘upstream advocacy work’ has focused on persuading government officials to recognise the value and importance of software approaches such as good triggering rather than over heavy approaches based on ‘hardware’ oriented approaches. A critical example of this has been seen in Aceh Province where sanitation work carried out as part of the relief and rehabilitation following the 2004 Asian Tsunami provided sanitation facilities with no/minimal emphasis on awareness and behaviour change. Now that many of the sanitation facilities built then are coming to the end of their useful life many communities are either abandoning them or asking their local government to repair/replace them.

A challenge with planning is the positioning of the WASH Team within the Child Survival and Development Team. There are four specific WASH objectives given in the 2016 – 2020 results framework and one relating to Humanitarian emergencies32. The challenge with having only a few centrally generated objectives and specific outcomes is the lack of granularity when interpreting and acting on them to address specific challenges outlined in the programme challenges and programme priorities section of the CPAP. A critical question to consider is how to reconcile the recognition of the need to ‘do things differently’ and the strategy of taking an incremental approach (page 8 para 54 of CPAP). Specifically, how to effectively address the underlying challenges of deepening ‘poverty pockets’.

32 Indonesia Country Programme Action Plan 2016 – 2020. Annex 1 pages 23 - 27




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Managing the nexus between development and humanitarian programming

Whilst the Indonesia government has substantial capacity and capability to support and manage environmental and humanitarian events the sheer scale, complexity and impact requires input and support from other key stakeholders. The UNICEF WASH programme in Indonesia plays a vital complementary role to national efforts, bringing technical expertise/ technology, specialized supplies and financial support.

UNICEF supports relevant directorates of line ministries and works directly with – the Ministry of Social Affairs (MoSA) on Child Protection and WASH (displacement camps); the Ministry of Education and Culture (MoEC) on Education; the Ministry of Public Works and Housing (PU) on WASH (infrastructure); and the Ministry of Health (MoH) on hygiene promotion (WASH), nutrition, immunization and maternal and child health. Across all sectors, UNICEF has been requested to assist with information management and coordination, which is in line with its Core Commitments for Children in humanitarian action.

With the increasing frequency of humanitarian crises and an increase in the level and duration of their engagement the UNICEF WASH Team are being challenged on how to manage the number and duration of these events. The following examples illustrate these challenges:

In responding to the Palu Tsunami UNICEF Indonesia was able to access ‘surge support’ from other UNICEF programmes/staff. Whilst providing important emergency support the management and support to external teams is especially demanding where UNICEF works in close partnership with highly developed and decentralised government departments.

The challenge to addressing emergency water and sanitation needs can easily result in a situation where communities have access to WASH but there has been minimal time spent on building their ownership and buy in/ behaviour change. Similar to the issues raised on effective triggering’ of STBM (CLTS) work. Recent studies in Banda Aceh have shown that where communities were essentially given toilets (following the Asian Tsunai in 2004) with minimal behaviour change support replacing those toilets at the end of their working life was seen as an external rather then family/community priority33

The challenge with the type and level of disasters experienced in Indonesia (primarily sudden onset) requires a dynamic linkage between development and relief that is flexible and empowers key actors and impacted communities to make timely and effective decisions to minimise the impact of disasters whilst maximising opportunities to build back better.

Generating useful and effective data

A critical area where the UNICEF WASH Programme is playing an important role is in the generation and use of data.

The UNICEF WASH Team along with other colleagues from the UNICEF office have made significant contributions to building the evidence base from which advocacy, influencing, information generation and learning can be built. The study on Water, Sanitation and Hygiene Services in Public Health Care Facilities (PHC’s)34 provided an important evidence base from which to lobby and advocate to government on areas that need to be addressed.

High quality, credible studies provide an opportunity to ‘hold up a mirror’ to duty bearers on the challenges facing the effective delivery and support of WASH

services’

An example of this is the recent study on water quality around Yogyakarta Province in Central Java (DI Yogyakarta). Indonesia has made good progress on provision of water from improved sources rising from 123 million in 1990–222 million in 2015 resulting in Indonesia meeting the water target of the MDGs. However, there is strong evidence that even improved water sources are not always safe Bain et al. (2014). There is recognition of the pressing need for systematic

33 Interview with UNICEF local field staff member. November 2018 34 Water, Sanitation and Hygiene Services in Public Health-Care Facilities in Indonesia: Adoption of World Health Organisation/ United Nationas Childrens Fund Service Ladders to National Data Sets for a Sustainable Development Goal Baseline Assessment. Odagiri et al 2018.




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water quality monitoring strategies to assess drinking water safety and to track progress towards the Sustainable Development Goals (SDG).

The UNICEF Indonesia WASH team worked together with the Ministry of Health (DepKes), the National Bureau of Statistics (BPS) and National Planning agency (BAPPENAS). This study incorporated water quality testing into an existing national socioeconomic survey in Yogyakarta province, the first such study in Indonesia in terms of SDG tracking. The study illustrates the huge challenge in ensuring safe, equitable and sustainable access for all to clean water and sanitation.

The study found that the estimated proportion of households with access to safely managed drinking water and sanitation was 8.5% and 45.5%, respectively in the study areas, indicating a substantial difference from the JMP reported data of improved drinking water (82.2%) and improved sanitation coverage (70.9%) as per the MDG targets.

The greatest contamination and risk factors were found in the poorest households indicating the urgent need for targeted and effective interventions here. There is suggested evidence that sub-surface leaching from on-site sanitation adversely impacts on drinking water sources, which underscores the need for further technical assistance in promoting latrine construction. Urgent action is still needed to strengthen systematic monitoring efforts towards tracking SDG Goal 6. The following quote from the World Bank illustrates the challenges:

‘Most urban families rely on septic tanks located under or close to their houses, but many are not watertight. There is even a popular

misperception in Indonesia that a good septic tank is one that leaks, as it will not need to be emptied’.

A second important example of generating important data focuses on WASH in schools and compares the progress made on WASH in schools with increased access to computers:

From the above graphs the challenge of making substantial and sustained progress in embedding good WASH practices, behaviours and facilities is clearly illustrated. The issue with this example is what should be done with this information?

Knowledge Management – new approaches to using data

Knowledge management is a critical part of advocacy with the need to provide evidence to government officials to challenge and support them to engage in effective WASH programming.




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It is also critical for key messages on the importance of good sanitation to be delivered to local communities. Examples of UNICEF work in this area include:

Using videos to share key message on WASH issues

• Menstruation is not taboo - https://www.youtube.com/watch?v=ipTIsJf4QSg&feature=youtu.be

• Water quality Yogya SUSENAS collaboration (English)

https://www.youtube.com/watch?v=DNWpKRc-uiI&feature=youtu.be

• Epen Cupen Movie 1: Makan coklat (Eat chocolate) – about handwashing https://www.youtube.com/watch?v=fNniWqarXwU

• Epen Cupen Movie 2: Istri makin mesra (my wife is getting intimate) about having a ‘safe’ toilet https://www.youtube.com/watch?v=6Tt0HaZB2Qo

New approaches to using data

Whilst data on water and sanitation provides bleak reading, the country is making significant advances in other areas such as access to and use of new technologies. A recent report by UNICEF Indonesia on SDG 4 (Education) illustrates this with a comparison of data on levels WASH in schools in comparison to access to computers and the internet. Access to single sex sanitation facilities between 31 and 42% in comparison to access to computers and the internet 0f 52% (66% in urban areas).

UNICEF programming is also moving forwards into new areas and using different approaches to communicate with people. A very good example of this is the ‘Tinju Tinja campaign:

UNICEF initiated Tinju Tinja - ‘Punch the Poo’35, an online platform on open defecation to raise awareness on this important issue among youth and all persons and to generate more dialogue on open defecation as this is still too rarely discussed in Indonesia. The next step is action - Tinju Tinja can inspire people from all across around Indonesia to actively participate and help free Indonesia from the threat of open defecation with Aksi Nasional Tinju Tinja (National Action for Tinju Tinja). The campaign successfully built awareness amongst the ‘netizens’ and youth in general, creating 392.4 million impressions making it the most unique non-profit digital campaign in Indonesia, the first of its kind.

At the same time the Indonesia WASH Team have led and supported a number of high-quality published studies on WASH that provide critical support to advocating for improved practice and support from the government as prime duty bearer as well as support focused programming in key areas. These two types of data collection, analysis and use provide some important opportunities for UNICEF to take its influencing and programme work to a different level.

Whilst individual studies are currently used as an important source for lobbying and advocacy based on an improved evidence base, they have the potential to be used collectively in a more inter- connected way to support a co-ordinated approach to advocacy at multiple levels. To support this, it would help to review the current evidence base against the issues and challenges, to develop a plan for further studies, where needed and develop a coherent multi-level advocacy and influencing strategy.

35 http://www.tinjutinja.com/aksi-nasional-tinju-tinja

https://www.youtube.com/watch?v=ipTIsJf4QSg&feature=youtu.be

https://www.youtube.com/watch?v=DNWpKRc-uiI&feature=youtu.be

https://www.youtube.com/watch?v=fNniWqarXwU

https://www.youtube.com/watch?v=6Tt0HaZB2Qo




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Conclusions and Recommendations

The challenge of the SDGs

For Indonesia, despite making progress in achieving the MDG targets on Goal 7c to halve, by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation the challenge of achieving the SDG goals are extremely challenging.

For Indonesia challenges include:

• The considerable proportion of the population (currently 264 million) who rely on surface water sources which are prone to contamination problems ((Statistics Indonesia, 2014).

• Only 11% of Indonesian households have access to piped water inside their dwelling (Statistics Indonesia, 2014)

• Indonesia has the second highest number of people (54 million) in the world that practice open defecation (UNICEF & WHO, 2015).

• Diarrhoea is still a major health concern in Indonesia, responsible for 31% of post-neonatal mortality and 25% of child mortality (UNICEF, 2012).

• Stunting. Approximately 1 in 3 children under the age of 5 suffer from stunting. If not

reversed, the gap between rich and poor, already increasing in recent years, may widen36.

• The Water Quality study carried out by the Government of Indonesia together with technical support from UNICEF highlights the challenge of ensuring access to clean water and effective sanitation for all. With the above challenges in mind the SDG goals clearly require a significant paradigm shift in approach. Key issues to focus on are:

• How to ensure access and use for all;

• How to ensure a high quality of service (and therefore benefits from improved access);

• Sustainability of access and use. This point relates to financing, ability to withstand shocks for example from the impacts of climate change and natural disasters;

What does this mean for UNICEF?

The challenge for UNICEF is to have strategies and approaches to engaging in WASH that can address issues of access, safety and sustainability that can be effectively scaled up to levels not seen before in the country. Whilst there is interest in the experience of India with its Swachh Bharat Sanitation Programme the issues of safe, sustainable and equitable access and use for all remains. At the same time addressing them through scaling up of technologies and sharing and getting adoption of lessons learned remains a challenge. It is quite clear that whilst the UNICEF WASH Team in Indonesia are highly committed and work extremely hard there needs to be a major shift in approach that can identify and harness areas of growth and use them as carriers and channels for coverage and impact. This fact is recognised in the CPAP but needs to be further developed.

36 http://www.worldbank.org/en/country/indonesia/overview




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The challenge can be summarised as changing thinking and acting from:

Recommendations

1. Taking a ‘transformational approach to addressing upstream and downstream needs.

• Current approaches to upstream and downstream work need to move from incremental approaches to ones which empower and transform. In effect UNICEF has to reflect on its role as a catalyst on both downstream and upstream work. This will need to impact every area of its work and ways of working. UNICEF is highly regarded in Indonesia by both Government and other development actors. There is a clear and strong demand for UNICEF to engage further and advocate for change both to government as well as through civil society. These actions need to be both direct and indirect engaging with sector actors and players and maximising the organisations footprint.

• Specifically, to utilise its position as a key actor in Indonesia to build a strong evidence base that can be used to influence government directly and also provide an evidence base to inform and empower communities to demand their rights to WASH.

• With the need to engage in Urban WASH and the request from other sector actors for UNICEF to use it’s ‘soft power’ in this area there is a real opportunity for the Country Programme to make a critical contribution to stimulating demand that will enable other sector actors to effectively engage with the government. This is recognised as a critical strength by the World Bank.

2. Utilise the power of different communication tools and strategies to communicate with and

empower individuals and communities

• There are opportunities to develop Apps that will enable people to access information on

quality of services for information, advocacy and action together with Apps providing information on possible service providers, messages on improved behaviours and practices.

The screenshots below illustrate a few of the Apps that could provide information on different areas. Each one could then open up to provide more detailed information, access to data on the status of current services; access to service providers, help and support. A specific area to develop would be on disaster preparedness and action:

IncreasingIncreasing•Doing more

with less

ImprovingImproving•Achieving

more with less

TransformingTransforming

•Doing differently to achieve exponential change




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3. Building a dynamic linkage between humanitarian and development work through a firm

development foundation.

• Approaches to the nexus between development and humanitarian work will need to see

linkages as inter-twined and dynamic rather than static and programmatic. Achieving this level of interconnectedness relies on an outcomes focused framework of initiatives and responses.

• Specifically, development programming needs to own and drive relief programming. In effect relief programming needs to be seen as additional support rather than as separate inputs, projects or programmes. For example:

• Stimulating a ‘Build Back Better’ environment as an essential element of any relief programming.

• Build on resilience work through using technology to share important messages on disasters, protection and resilience messaging with at risk communities.




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ANNEX I: COUNTRY PROFILES

Country Profile: DPRK

Introduction

This country profile provides a summary overview of the DPRK country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

DPRK is a low-income country bordered by China to the North and the Republic of Korea (South Korea) to the South. GDP per capita is low, estimated at $1013 in 2013. State owned industries and agriculture account for most of the national revenue; DPRK is a communist country and there is no private sector.

DPRK has a history characterised by frequent human rights violations, but in 2014 the country had endorsed 113 of the 185 recommendations of the Human Rights Council.

The population is just under 25 million with over a quarter being children, and 1.7 million under the age of 5. Life expectancy is on the increase and fertility rates reducing. The rate of urbanization is 60%.

In terms of disaster risk, DPRK is ranked at 39 out of 191 according to the Inter-Agency Standing Committee Index for Risk Management. Floods and drought are common natural disasters and climate change threatens to make weather events more frequent and severe.

DPRK attained the MDG target for sanitation but missed the one for water although better progress was made in urban compared to rural areas. 18% of the population lack access to improved sanitation and 2% to improved water. Although 77% of households have access to piped water supply37, lack of O&M reduces the effective coverage of these, perpetuated from recurrent flood damage and many people don’t treat the water. Just under a quarter of the population use rudimentary latrines which do not stop faecal contamination and there is an economic pressure to use faecal matter as fertilizer leading to widespread, unsafe handling of excreta in agriculture38. At least a third of people rely on dug wells. It is estimated that 50% of schools and health facilities, and 38% nurseries lack adequate WASH facilities39.

Infant mortality rate is 13.7 and under five mortality 16.2. The rate of decline in this was insufficient to meet MDG goals and it is estimated that 5 per cent of the deaths in children under-five are related to diarrhoea, which is also cited by teachers as the most common cause of absenteeism from school. It is among the leading causes of hospital admissions40. In addition to diarrhoea, limited WASH access contributes to prevalence of waterborne and respiratory tract infections.

37 UNICEF DPRK: Programme Strategy Note Country Programme 2017-2021 38 Country Programme Document Democratic People’s Republic of Korea 2017-2021 39 Country Programme Document Democratic People’s Republic of Korea 2017-2021 40 UNICEF DPRK: Programme Strategy Note Country Programme 2017-2021

Figure 1: Location of DPRK




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Safely managed

Basic service 99.6 99.3 99.8 77.1 68.4 82.7

Limited service 0 0 0 4.5 2.5 5.7

Unimproved 0.4 0.7 0.2 18.4 29 11.5

No service 0 0 0 0 0 0

Country Programming Summary

UNICEF in DPRK

UNICEF has been working in DPRK for over three decades41 and has a Country Office in Pyong Yang. In the past, their focus has been placed on Gravity Fed Water Systems as a way to increase access to safe and sustainable water supply; UNICEF reached 250,000 (1% of the population) with GFS by 2014 and demand continued to grow as it provided a valuable, cost effective alternative to pumped water systems. It is an intervention that can be taken to scale and benefit communities where poor infrastructure and lack of electricity hinder other options such as pumped water supply. A double urn sanitary latrine model adopted from China has been piloted for adaptation to DRPK at the household level, and considerations for improvements in health facilities and learning institutions are underway.


The 2017-2021 country programme recognises that “a healthy, well-educated and well-nourished population is a resilient one”. Unlike most countries, DPRK have a 5-year country programming cycle. They have a clear process for strategy development which includes situation analysis of children, consideration of national priorities, identifying where UNICEF can add value, consultations with stakeholders, identifying level of resources and likely budget windows and agreeing priorities and strategies to address required changes. The process is ‘Theory of Change’ based rather using a logframe approach and a clear risk analysis is conducted to outline assumptions.

The 2017-2021 programme is split into four components comprising health, nutrition, planning, monitoring and evaluation and WASH with just over 16% of the budget going to WASH. DPRK has its own Theory of Change for WASH and results framework shown in the WASH strategy note42. They are engaging at a sub-national level in 9 counties, and primarily their work is on water supply systems, but they are having emerging engagement in sanitation43, partnering with agencies such as WHO, UNFPA and other line ministries in an effort to forge cross sectoral linkages. They are looking to strengthen KM and M&E to support advocacy.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of DPRK’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an

41 https://www.unicef.org/dprk/unicef-democratic-peoples-republic-korea 42 UNICEF DPRK: Programme Strategy Note Country Programme 2017-2021 43 Interview with UNICEF staff

https://www.unicef.org/dprk/unicef-democratic-peoples-republic-korea




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overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in DPR Korea is ‘somewhat coherent’ for most of the results areas, apart from WASH in Emergencies which is considered not coherent. Regarding programming modalities data is lacking for build sustainable partnerships but the country is considered ‘somewhat coherent’ or ‘highly coherent’ for the others.

Table 3: DPRK Country Programme 2017-2021 by results area


Water The CPD clearly states its intention to contribute to improving access to sustainable clean water supplies to ensure water quality and explains that UNICEF will provide technical and other support to compliment local resources used to establish gravity fed water systems. A key progress indicator as per the results framework is ‘percentage of the national population using improved and safely managed drinking water services’. There is nothing explicitly about general access though or strengthening institutions to build systems.

Sanitation The CPD states that part of the WASH component will be around promoting improved sanitation and hygiene practices, including the safe management of excreta which is in line with the global WASH strategy. A key progress indicator as per the results framework is ‘percentage of the national population using improved and safely managed sanitation services’ and another is ‘percentage of deaths among children under five years due to diarrhoea’. It doesn't talk explicitly about eliminating OD though or contain anything about demand, supply and financing of sanitation facilities.

Hygiene The CPD states that UNICEF will promote improved sanitation and hygiene practices, including the specific needs of women and girls. It will also support a hygiene education and behaviour change communication strategy to address risky hygiene behaviours but doesn't state what




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these are, nor does it mention specific interventions relating to policy, monitoring or implementation. A key progress indicator as per the results framework is ‘percentage of the national population safely using faecal matter in agriculture’.

WASH in institutions The CPD states it will address humanitarian needs and risks focusing on communities, schools and health facilities. UNICEF will partner with the Education Commission as a partner for addressing disparities in the education sector including children with disabilities and WASH in schools. A key progress indicator is the number of schools and health care facilities with basic WASH facilities. Not much more information is given though and there is no mention of health care facilities or evidence-based advocacy.

WASH in emergencies The CPD states it will address humanitarian needs and risks focusing on communities, schools and health facilities. The CPD indicates that the resilience of communities and the Ministry of City Management at subnational levels will be strengthened to cope with floods and droughts but there is little about direct response or leading coordination during emergencies.

Table 4: DPRK Country Programme 2017-2021 by programming approach




CPD states it will support the government in realisation of WASH related recommendations from the Human Rights Council in 2014 as articulated in various conventions such as on the Right of the Child. It also states the resilience of communities and of the Ministry of city management shall be strengthened at subnational levels to cope with floods and droughts. The WASH strategy note also explains that they will conduct Capacity Development at central level to strengthen evidence-based sector planning, coordination, monitoring and evaluation in order to reach universal access (as a contribution to SDGs). Also, the use of MoRES as a tool for monitoring and reporting on equity. They will also conduct Capacity Development at community level to strengthen WASH resilience to cope with perennial floods and droughts.

Interviews with UNICEF staff revealed that they provide support to government in developing WASH strategy and policy, developing standards and guidelines, capacity building to help government deliver services especially design, implementation and O&M of water supply and supporting government/partners on sector coordination.

Empower communities

The programme will support the delivery of services at the community level through technical assistance, coordination, evidence-based sector planning, monitoring and leveraging resources for expanded services. The WASH strategy note explains that Communication for Development (C4D) will be used to promote good hygiene practices, improved sanitation and safe management of excreta recycled for use in agriculture. Also, to create demand for services. The communication strategy will target behaviours that are most risky and considered major




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contributors to child mortality due to diarrhoea, and for improved sanitation.


The CPD states that the Education Commission is a partner in addressing disparities in the education sector including with regard to children with disabilities and WASH in schools. The programme intends to facilitate equitable access to WASH services.


The CPD states it will support the delivery of services at the community level though leveraging resources for expanded services, amongst other things. The WASH strategy note also states that advocacy will aim at leveraging Government resources to scale up high impact nutrition-sensitive WASH interventions; sustainability of WASH services, and promotion of sustainable technologies.



Will provide technical and other support to complement local resources used to establish gravity-fed water systems. The Country’s WAST strategy note also indicates ‘Service Delivery strengthening to promoting sustainable WASH in county towns and ris, learning institutions and health facilities. UNICEF support for service delivery will target the worst performing counties or provinces in nutrition outcomes and diarrhoea incidence.’

Regional Office Support

The main approaches of support received by the DPRK in terms of WASH44 are as follows:

• Technical expertise: receiving updates on sector developments at regional and global levels

• Intersectoral co-ordination: for example, assistance bringing together the WASH and nutrition teams

• Technical skills: capacity building through support to training and staging events for cross learning

• Providing access to funding channels: at both regional and global levels

• Coordinating WASH sector overlaps with other sectors.

• Country Programme development: they provide oversight and input into all stages of the strategy development and regional advisors help sharpen and facilitate some of the process whilst having ‘strategic moments of reflection’ looking at what worked, what didn’t and why.

EAPRO also helped the CO to facilitate a ToC workshop for WASH and Nutrition by coming to DPRK and helping set the visions and brining external players together. This proved they can he a powerful voice for advocating to donors, partners, government and other stakeholders.

44 As per remote KII interviews with UNICEF staff




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Country Profile: Lao

Introduction

This country profile provides a summary overview of the Lao country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

Lao is a lower middle-income country, landlocked and bordered by five other countries. Its 6.5 million population is both ethnically diverse and young; 49 ethnic groups are officially recognised and just under 60% of the population are under 25. Strong economic growth currently characterises Lao as, between 2011 and 2013, the economy grew by 7.5% and poverty was reduced by half45. That being said, inequalities throughout the country remain with significant disparities persisting between the urban and rural, upland and lowland, wealth quintile, education levels and ethnicity.

Lao achieved the MDGs targets on poverty reduction, universal access and gender parity in primary education, maternal mortality reduction, and access to water and sanitation, however 1.7 million people of which nearly half are children, still lack access to improved water and 2 million lack basic sanitation and hygiene46 with 29% practicing open defecation.

Both climate change and human activity are gradually affecting the sustainability of WASH services in Lao. Key bottlenecks in the water, sanitation and hygiene (WASH) sector include an insufficient national policy, limited funding, weak coordination among key sector, lack of community ownership, and social norms that hinder hygiene practice and use of sanitation facilities47. Lao’s climate is tropical and monsoonal, characterised by distinct rainy and dry seasons, however the dry seasons are becoming longer and the rainy seasons comprising shorter, more intense rainfalls causing prolonged droughts and floods respectively due to climate change48. Children are especially vulnerable since it is thought that diarrhoea will increase by 5% for every 1 degree increase in temperature49 thus climate change adaption is essential to the Lao context.

Half of all primary schools in Lao lack access to functional WASH facilities and there is evidence to suggest the high levels of stunting prevalence is linked to this poor coverage through diarrhoea incidence which is two times higher in rural areas compared to urban.

Table 1 shows WASH data for Lao taken from JMP. There are significant disparities between urban and rural areas and water collection responsibilities mainly fall on women and girls.

45 Country Programme Document Lao People’s Democratic Republic 2017-2021 46 Lao PDR WASH and Climate Change Strategy Note 47 Country Programme Document Lao People’s Democratic Republic 2017-2021 48 Lao PDR WASH and Climate Change Strategy Note 49 WHO 2004. https://www.who.int/globalchange/publications/climchange.pdf?ua=1

https://www.who.int/globalchange/publications/climchange.pdf?ua=1




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Safely managed

Basic service 80.4 73.4 91.8 72.6 59.7 93.1

Limited service 1 1.7 0 2.6 1.7 4

Unimproved 14.2 18.4 7.5 2.7 3.9 0.8

No service 4.3 6.5 0.8 22 34.7 2


UNICEF in Lao

UNICEF Lao’s Country Office is based in Vientiane, close to the Thai border. There overall goal is to “ensure that children, especially the most disadvantaged, fully enjoy their rights to survival, development and protection.” UNICEF are the cluster lead for WASH in emergencies.


UNICEF Lao’s 2017-2021 is comprised of 6 programme components, one of which is ‘Water, sanitation and hygiene and climate change resilience’ and accounts for just under 20% of the total programme budget, second largest after ‘health and nutrition’. The programme aims to “ensure the most disadvantaged children and their families have equitable access to and use of sustainable improved water sources and sanitation facilities and adopt hygiene practices”.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Lao’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in Lao is varied in terms of coherence to the global results areas. It is highly coherent with WASH in Emergencies, ‘Somewhat coherent’ to ‘WASH in Institutions’, ‘Water’ and ‘sanitation’ but ‘not coherent with hygiene. Regarding programming modalities data is lacking for most modalities however Lao is ‘somewhat coherent for strengthening Enabling Environment and ‘Delivering Services and Supplies’.




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Table 3: Lao Country Programme 2017-2021 by results area


Water The CPD states its intention to ensure the most disadvantaged children and their families have equitable access to and use of sustainable, improved water sources with a key progress indicator being “proportion of the population using an improved source of drinking water”. It does not give much insight into how this shall be done or about strengthening institutions to build systems.

Sanitation Again, the CPD states its intention to ensure the most disadvantaged children and their families have equitable access to and use of sustainable improved sanitation facilities with a key progress indicator being “proportion of the population having an improved sanitation facility”. There is however little detail and no reference to eliminating OD, moving towards 'safely managed' or around demand creating, supply and financing for sanitation in the CPD however the Strategy Note indicates ‘elimination of open defecation through CATS as a key priority.

Hygiene There is little mention on hygiene apart from intention to ensure the most disadvantaged children and their families have equitable access to and use of hygiene practices. One output indicates that there should be increased capacity for focus provinces and districts to deliver sanitation and hygiene in homes and schools.

WASH in institutions The CPD states that UNICEF will support the review and revision of guidelines, standards and designs of packages for WASH facilities in communities and schools, strengthen coordination mechanisms and development and use of WASH information systems. UNICEF will support BCC interventions on sustainable use of WASH facilities, hygiene practices and DRR in selected schools too. There is no reference however to other institutional settings such as health care facilities.




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WASH in emergencies UNICEF are the cluster lead for WASH In emergencies and will, according to the CPD, work with government and cluster members to strengthen capacity for emergency preparedness and response. DRR and community resilience will be harmonised within UNICEF WASH development activities. The strategy note indicates a key priority area as ‘raising climate change resilience for WASH security and mitigation of climate change induced WASH emergencies. There is nothing though about children and women or direct response though.

The CPD indicates that it will employ 6 mutually reinforcing strategies50 to achieve results (across all components not just WASH). These are:

• evidence generation and advocacy for policy dialogue to inform and strengthen national policies, laws, budgets and standards

• institutional and human capacity strengthening for policy development and execution

• communications for development to promote healthy practices and social norms, and to facilitate community mobilization and ownership.

• service delivery to ensure community demands are met through strengthened integrated outreach services and operational capacities, including essential commodities and supplies

• broad partnerships for children to ensure aid effectiveness in line with the Vientiane Declaration II on Partnership for Effective Development Cooperation, 2016-2025, South-South cooperation, and to leverage resources for children

• innovation to support programme implementation, communications and monitoring of results, including through social media and mobile technology.

Table 4: Lao Country Programme 2017-2021 by programming approach




The CPD states UNICEF will work with ministries including the Ministry of Health to support development and implementation of WASH and Climate Change resilience policies including the national strategy on sanitation and hygiene. The strategy note identifies ‘strengthening policy, strategy and capacity building for universal WASH through support for sector coordination and monitoring’ as a key priority. By 2021 UNICEF aim to have WASH associated ministries and departments strengthened in terms of capacity for developing evidence based and gender sensitive policies for scaling up WASH. UNICEF are the cluster lead for WASH in emergencies and will work with the Government for strengthening capacity for emergency preparedness, response and disaster risk reduction.

Empower communities The CPD indicates that more women will be encouraged to become members of WASH committees in communities. In addition, UNICEF will support BCC interventions on sustainable use of WASH facilities, hygiene practices and DRR in selected schools and communities.

50 Country Programme Document Lao People’s Democratic Republic 2017-2021




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UNICEF will support the development of sustainable WASH services in communities and schools according to the WASH and Climate Change Strategy note. The CPD also indicates that UNICEF will support the review and revision of guidelines, standards and designs of packages for WASH facilities in communities and schools, strengthen coordination mechanisms, and support the development and use of WASH information management systems. They will also strengthen the institutional and human capacities of partners for effective service delivery.




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Country Profile: Mongolia

Introduction

This country profile provides a summary overview of the Mongolia country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

The socio-economic status of Mongolia has improved over the last 25 years following the transition from socialism. Mongolia transitioned to be an upper middle-income country in 2015 despite having persistent deprivations and growing disparities. It thus moved back to lower-middle income status in 201651. GDP growth slowed from a rate of 7.8% in 2014 to 2.3% in 2015 and the country faces challenges regarding political accountability, rule of law and effective decentralization and sustained budgetary allocation for child-related services perpetuated during a period of macroeconomic volatility. That being said Mongolia has experienced improvement in HDI ranking in recent years following increased investment in basic social services made possible through consolidation of policy and legal reforms52 and for the first time is included in the high human development category.

Mongolia is rich in natural resources. It is the second largest land locked country in the world53 and has the lowest population density at 1.9 per km2.54 largely due to its vast and hostile terrain. A number of emerging factors, due to the country’s geography are posing additional threats to an already vulnerable population. These are rapid, unplanned urbanization, worsening environmental degradation and pollution and the impact of climate change55.

Mongolia currently faces problems with water scarcity (with an annual rainfall of 370mm on average, similar to countries such as Sudan and Morocco56). There are also problems related to climate change such as becoming drier due to less rainfall and impact of air pollution. The extreme winters (with temperatures averaging at -20c) impacts the types of toilets that can work in country and also poses a challenge for FSM. There is a high population of semi nomadic people and rapid urbanisation, especially to Ulaanbaatar57, has caused challenges with high proportion of pit latrines in urban areas and pressure to fit flush toilets. Over 25% of people live in ger districts which are characterised by having limited access to utilities and infrastructure including water which have to be purchased from government kiosks.

Many children attend boarding schools due to the nomadic lifestyle, but schools and dormitories don’t commonly have piped water and indoor latrines relying instead on water kiosks, wells and unhygienic, outdoor toilets58 built some distance away from school buildings, discouraging children from using them at night or during the extreme cold. This perpetuates the problem of open defecation and contributes to the disease burden of diarrhoea and hepatitis, the 3rd largest

51 Country Programme Document Mongolia 2017-2021 52 Country Programme Document Mongolia 2017-2021 53 It has a land area of 1566500 km2; Kazakhstan is the largesr at 2724900km2. 54 https://www.worldatlas.com/articles/countries-with-the-lowest-population-density.html 55 UNICEF Mongolia Country Programme Strategy Note 56 From interviews with UNICEF staff 57 Now 70% of Mongolians live in cities and nearly half the population in Ulaanbaatar. https://borgenproject.org/ger-districts-in-mongolia/ 58 Only 21.7 per cent of schools and dormitories have indoor WASH facilities; the remaining 78.3 per cent have outdoor latrines that are mostly unsafe and unhygienic

Figure 1: Location of Mongolia

https://www.worldatlas.com/articles/countries-with-the-lowest-population-density.html

https://borgenproject.org/ger-districts-in-mongolia/




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cause of under-five mortality and accounting for just under a quarter of the burden of communicable diseases respectively. Separate facilities for boys and girls are often lacking in schools, and when they are gender segregated are not commonly private and secure. This affects MHM for girls, also made worse when there is water scarcity. Dehydration is common when children purposely restrict their fluid intake to avoid having to use unsafe and unsanitary latrines which impacts on their learning ability59.

Mongolia made good progress towards some of the MDGs. Half a million people were lifted out of poverty during the period, under-five mortality was reduced and all the heath related targets apart from TB were achieved60. The country also made significant progress on reducing child malnutrition, ensuring wage equality and increasing access to reproductive health services and safe water and sanitation 61. Table 1 shows WASH data for Mongolia taken from JMP. Disparities between rural and urban areas are most prominent across the country in WASH, and open defecation rates remain high.




Safely managed

Basic service 83.2 56.4 93.6 59.2 40.8 66.4 72.4 48.9 81.9

Limited service 6.8 10.4 5.4 31.1 28.4 32.2 7.1 9.7 6

Unimproved 4.8 14.8 1 0 0 0

No service 5.2 18.6 0 9.7 30.9 1.4 20.6 41.4 12.5


UNICEF in Mongolia

UNICEF has worked in Mongolia for over 50 years and has its Country Office in the capital city of Ulaanbaatar. They currently work in selected, disadvantaged communities in two target areas, the northernmost province of Khuvsgul and the peri-urban district of Nalaikh, 36km east of Ulaanbaatar62.

UNICEF Mongolia’s approach is a combination of upstream and downstream initiatives – system and institutional strengthening combined with strategic focus on scaling up models and pilots63. UNICEF in Mongolia chairs the WASH, education and nutrition clusters64 and also have recognition as a technical leader, through providing credible technical assistance to revise and improve legislative frameworks, policies and standards, such as the new norms and requirements for WASH in schools and kindergartens.

59 UNICEF Mongolia Country Programme Strategy Note 60 UNDAF Mongolia https://www.unicef.org/about/execboard/files/UNDAF-Mongolia.pdf 61 UNICEF Mongolia Country Programme Strategy Note 62 https://www.unicef.org/mongolia/overview_24542.html 63 Remote interview with Country Rep 64 UNICEF Mongolia Country Programme Strategy Note

https://www.unicef.org/about/execboard/files/UNDAF-Mongolia.pdf

https://www.unicef.org/mongolia/overview_24542.html




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UNICEF Mongolia’s goal is to support the government to “narrow inequality gaps where child disparities are most prevalent, and to invest in new generations as the foundation for the country’s human capital and sustainable development.”

There are three outcomes in the Country Programme 2017-2021 as follows:

• Child Survival and Development

• Inclusive, healthy and quality learning environment

• Equitable, social policies and protective systems.

There are outputs around WASH and environment and WASH in schools for the first two outcomes respectively.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Mongolia’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in Mongolia is ‘somewhat coherent’ for most of the results areas, apart from Water which is considered ‘highly coherent’ and WASH in Emergencies whereby there has not been enough data to say. Regarding programming modalities data is lacking (and indeed detail) for some but is somewhat coherent for ‘empowering communities’, ‘strengthening enabling environments’ and ‘utilize evidence to promote child rights’.

Figure 2: Mongolia’s coherence with results and programming modalities




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Table 2: Mongolia Country Programme 2017-2021 by results area


Water The Child Survival and Development component of the CPD states it will support the provision of more equitable quality water services particularly in peri-urban and remote rural areas which is aligned to the global WASH strategy. It also mentions that community-based water safety plans will help to manage the risks of water contamination, and UNICEF will provide technical assistance to improve WASH financing, both of which relate to sustainability and the former to safety. A key progress indicator from the results framework is ‘proportion of the population using an improved source of drinking water in UNICEF target areas’.

Sanitation The Child Survival and Development component of the CPD states it will support the provision of more equitable sanitation services particularly in peri-urban and remote rural areas which is aligned to the global WASH strategy. Not much further information is given and there is no reference to eliminating OD, moving towards 'safely managed' or around demand creating, supply and financing for sanitation.

A key progress indicator from the results framework is ‘proportion of the population having an improved sanitation facility in UNICEF target areas’.

Hygiene There is limited information about hygiene intervention in the CPD however there is some relating to WASH in schools with a specific focus on sanitation for girls including MHM that will be promoted through local education and health authorities. UNICEF will also pursue partnerships to set up school health and hygiene clubs and promote handwashing campaigns.

WASH in institutions The CPD states that UNCIEF will support Local Authorities to implement the new norms and requirements for quality WASH in kindergartens, schools and dormitories. Whilst this itself is coherent with the global WASH strategy, interventions in other types of institutions such as health care facilities is lacking as is evidence-based advocacy. A key progress indicator from the results framework is ‘proportion of kindergartens, schools and dormitories in UNICEF target areas with improved WASH facilities in line with national norms and requirements.

WASH in emergencies There is nothing about WASH in emergencies in the CPD.




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Table 4: Mongolia Country Programme 2017-2021 by programming approach




Indicative country programme outputs include central and decentralized health and environment authorities having improved capacity to legislate, budget, design, deliver and coordinate WASH services and interventions in target areas to mitigate the impact of air pollution on child survival.

Empower communities The CPD states it will use BCC to make families and children more aware of WASH and environmental risks at both local and national levels. Community based water safety plans will be developed.


The programme states it will specifically address the need for a stronger equity focus on physical access to quality services at sub-national levels by supporting legislation, policies and budget, and by removing 'demand barriers'. It states this in relation to child survival and development, focusing on the most disadvantaged children but does not provide any detail on how it will be done.


CPD states UNICEF will provide technical assistance to improve WASH financing but no further detail is provided.


There is nothing about building sustainable markets in the CPD.


A key progress indicator for one outcome on the results areas is that 100% of UNICEF target areas will have improved WASH facilities in line with norms and requirements


UNICEF Mongolia expressed recognition of the need and importance of connecting with likeminded people and to engage with those who have a broader understanding and perspective of issues not just within the WASH sector and Mongolian country context. UNICEF Mongolia would value greater connectivity with other programme staff across the region.

Good Practice

There is a recognition of the need to work ‘systemically’ and not just to focus on certain sectors. Key point is that taking a systemic approach embeds appreciation of wider issues from the outset (trans-sectoral) whereas collaboration and co-ordination tend to be initiatives from within sectors to others. For UNICEF Mongolia, taking a systemic approach supports the development of building an enabling environment and working inter sector ally. In this respect the use of cross disciplinary groups and connections does not aim for a uni-linear approach (WASH contribution to Education or Health) but a dynamic mix where there are contributions and learning, adaptation between different sectors and groups. This approach can then draw in support and engagement from different actors including the private sector, government, NGO’s and others.




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Recommendations

• Consider how to effectively ‘scale up’ for example with portable, cold weather latrines which have worked well so far in the few places where they have been implemented. Different options for scale up should be considered for example diffusion and replication.

• Consider use of a broader, ‘joined up’ systemic approach including for scale up – for example through ‘scale out’.

• Explore ways of working with the private sector, building on with Mobicom and World Vision.




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Country Profile: Pacific Islands

Introduction

This country profile provides a summary overview of the Pacific Islands country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

The Pacific islands subregion presents unique challenges and opportunities. It has a population of some 2.45 million, 40 per cent of whom are under age 18, and is spread across 14 countries and territories in an area equivalent to 15 per cent of the earth’s surface. The countries have small, culturally diverse populations, high levels of environmental vulnerability and limited income sources, all of which challenge their ability to ensure sustainable, equitable human development. They are among the countries most vulnerable to climate change and natural disasters.

One in five Pacific islanders live in poverty, and the proportion of the population living below the national poverty line has been increasing in a number of countries. Deprivation is generally higher in outer islands, peri-urban areas and informal settlements, where access to social services is low. Around 40 per cent of children live in highly vulnerable households,9 where small external shocks can push them into poverty. Most Pacific governments have recognized the need to redesign social safety nets to respond to specific vulnerabilities, including climate change.

Over 90 per cent of Pacific islanders have access to an improved drinking water source. In addition, the availability of safe drinking water cannot be guaranteed, particularly in remote outer islands fully dependent on intermittent rainfall. While two thirds of the population in the Pacific have access to improved sanitation facilities, that access is uneven. Sanitation and water coverage in the Pacific have been stagnant in the last 25 years. The impact of limited household access to water and sanitation falls disproportionately on women. A study of informal settlements in the region found that women were subjected to risk of sexual and physical violence from collecting water or defecating away from home late at night or in early morning.

Although data on safe hygiene practices is limited, an analysis highlighted that only 40 per cent of households across six countries practice safe disposal of children’s faeces. Self-reported data collected by the ministries of education in Kiribati, the Marshall Islands and Solomon Islands found low levels of schools with WASH facilities. In Kiribati, only 3 per cent of schools had safe water available and 4 per cent had sanitation facilities.




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Table 1: Disaggregated WASH statistics for 2017 based on JMP data for Oceania



Safely managed

Basic service 55.1 43.9 92.3 30.3 18.3 70.4

Limited service 1.6 1.6 1.9 3.9 2.5 8.7

Unimproved 5.5 6.4 2.6 51.8 61.7 18.8

No service 37.8 48.1 3.1 13.9 17.5 2.1


UNICEF in Pacific Islands – 2018-2022 Country Programme

The multi-country programme promotes the rights of all children in the Pacific islands, by strengthening national/regional capacities to ensure equitable opportunities for every child to reach full potential. Guided by the principle of the Sustainable Development Goals of ‘leaving no one behind’, the programme will focus on reducing inequity gaps across and within countries, particularly in remote/outer islands, peri-urban and informal settlements, and target children with disabilities. The multi-country programme is complementary to the framework for Pacific regionalism and supportive of the Small Island Developing States Accelerated Modalities of Action Pathway. It will contribute to Sustainable Development Goal and national development strategies for enhancing sustainable, inclusive development in 14 countries, and all six outcomes of the United Nations Pacific Strategy, 2018-2022: (a) climate change, disaster resilience and environmental protection; (b) gender equality; (c) sustainable and inclusive economic empowerment; (d) equitable basic services; (e) governance and community engagement; and (f) human rights.

The programme has six components: (a) child and maternal health and nutrition; (b) water, sanitation and hygiene; (c) education; (d) child protection; (e) policy, evidence and social protection; and (f) programme effectiveness. The programme will demonstrate integrated, effective solutions to tackle inequalities at local level recognizing the need for rapid emergency response and longer-term development in the Pacific context. Given the high exposure to climate change and natural disasters in Pacific countries, the programme will mainstream emergency preparedness and response and disaster risk reduction (DRR) strategies in all components.

WASH Priorities

To increase children’s access to adequate, equitable, affordable and safe drinking water and sanitation in rural, peri-urban and remote areas, UNICEF will: (a) generate evidence and build institutional capacity for WASH financial planning, coordination, service delivery and monitoring, focused on children with disabilities and girls’ needs; (b) increase capacities of communities, schools and health-care providers to demand and manage WASH infrastructure, including during emergencies; and (c) promote healthy water, sanitation and hygiene behaviours.

UNICEF will provide capacity development and technical assistance for WASH policy, planning and standards development in all the 14 Pacific island countries. It will align this support with regional coordination and financing mechanisms established by the Pacific Region Infrastructure Facility, involving the Asia Development Bank, World Bank, European Union, Japan International Cooperation Agency and the governments of Australia and New Zealand, in collaboration with the Pacific Community.




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Based on levels of access to WASH services, the Federated States of Micronesia, Fiji, Kiribati, Solomon Islands and Vanuatu will receive comprehensive support for water, sanitation and hygiene, including menstrual hygiene as part of a WASH in Schools programme. UNICEF will implement the innovative drinking water safety and security planning approach to make communities resilient to climate change and natural hazards so they can safely manage their water resources during short-term or slow-onset disasters.

To promote new social norms for latrine use, and ultimately create open defecation free communities, in the Federated States of Micronesia, Kiribati and Solomon Islands, UNICEF will facilitate community approaches to total sanitation, together with government, local authorities, schools and communities. Additionally, it will support affordable sanitation marketing approaches to ensure adequate, sustainable supply of appropriate facilities at the community level, particularly for adolescent girls. It will use this platform for broader promotion of safe water, sanitation, hygiene, nutrition and care practices.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Pacific Island’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in the Pacific Islands is ‘somewhat coherent’ for most of the results areas, apart from WATER which is considered ‘not coherent’ and WASH in Emergencies which is coherent. Regarding programming modalities data is lacking for two modalities but Pacific Islands are highly coherent for strengthening Enabling Environment and ‘somewhat coherent’ for ‘delivering services and supplies’, ‘empower communities’ and ‘build sustainable markets’.




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Table 3: Pacific Islands Country Programme 2018-2022 by results area


Water The CPD states that UNICEF will prioritize actions that accelerate access of the most vulnerable to quality, resilient services including water, sanitation and hygiene. A country programme output on the CPD is that communities have improved access to basic drinking water but it does not give insight into the quality or level of these.

Sanitation For sanitation, UNICEF tend to support new social norms for latrine use and create open defecation free communities in Kiribati, Micronesia and the Solomon Islands through facilitating community approaches to total sanitation. They will also support affordable sanitation marketing approaches to ensure adequate, sustainable supply of appropriate facilities at the community level (supply) particularly for adolescent girls. However the concept of 'safely managed' is not addressed, nor is financing.

Hygiene Sanitation marketing will be used to promote hygiene practices but it is unclear how and what practices. An indicative country programme output is that parents, caregivers and children have increased knowledge of the risks of poor WASH practices, and the skills to adopt safe sanitation and good hygiene practices. Micronesia, Fiji, Kiribati, Solomon Islands and Vanuatu will receive comprehensive support for WASH including MHM as part of a WASH in schools programme.

WASH in emergencies Micronesia, Fiji, Kiribati, Solomon Islands and Vanuatu will receive comprehensive support for WASH including through a WASH in schools programme however no insight is given into this, and there is nothing about other their types of institutions such as health care facilities, nor about evidence-based advocacy.

WASH in institutions The CPD states that the programme will mainstream emergency preparedness, response and DRR into all its programming components including the one for water, sanitation and hygiene. They will also expand targeted support for cluster coordination to countries with relatively high exposure to natural disasters such as Tonga and Samoa. UNICEF are the Pacific cluster lead agency and will thus facilitate learning exchange for preparedness, response and strengthening of national and community resilience though the Pacific WASH coalition.

Table 4: Pacific Islands Country Programme 2018-2022 by programming approach




They will focus on 5 major changes to overcome key health system bottlenecks including planning and coordination mechanisms with linkages to WASH. They are also focused on increasing children's access to WASH in rural, peri urban and remote areas through evidence generation, capacity building and promotion of good WASH behaviours.

Empower communities Capacity building support will be provided to increase the number of skilled service providers, particularly female outreach workers, in selected districts and provinces.





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CPD states that new approaches including innovative alternative financing for Universal health coverage shall be explored, but this is not specifically mentioned in relation to WASH.


Scaled up social mobilization and communications strategies with a focus on adoption of appropriate health behaviours in adolescent girls shall increase demand.


Demand will be increased through scaled up social mobilization and xooms strategies with a focus on girls’ adoption of appropriate health behaviours - this could include hygiene and MHM but it isn’t specified. The CPD also suggests expanding quality service coverage and use in target areas for both nutrition and WASH (converging) and states that service delivery will be supported though supplies, cash and services to government and other implementing partners.


Several enabling environment barriers persisted to undermine accelerations in access to water and sanitation, including outdated national policies, insufficient budget allocations and a lack of reliable data to inform decision-making. Gaps remained in integrating disaster risk reduction and climate change adaptation into WASH policies (and vice versa), particularly in SLB and Kiribati. Fiji initiated a process to update its policies in 2018 and a plan is in place to update policies in Vanuatu.

With an El Niño looming in 2019 that may affect tropical cyclone patterns and threaten water security in capital cities and outer islands of PICTs, the mainstreaming of risk into WASH programming became a priority. With an increased focus on the adaptation needs of vulnerable small island developing states, the engagement of the WASH sector in climate financing presents opportunities to bridge development gaps related to basic access and address adaptation deficits in the safe management and security of WASH services.

Based on levels of access to WASH services, the Federated States of Micronesia, Fiji, Kiribati, Solomon Islands and Vanuatu will receive comprehensive support for water, sanitation and hygiene, including menstrual hygiene as part of a WASH in Schools programme. UNICEF will implement the innovative drinking water safety and security planning approach to make communities resilient to climate change and natural hazards so they can safely manage their water resources during short-term or slow-onset disasters.




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Country Profile: Philippines

Introduction

This country profile provides a summary overview of the Philippines country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

The Philippines is an archipelago of 7,461 islands covering 300,000 km, making it the 13th largest country in the world in terms of mass. The largest of these islands are shown on Figure 1. In 2018 the population was estimated at 106.5 million65 and estimates suggest over 50% are children and 45% live in urban areas. The population is ethnically diverse; it is estimated there are up to 17 million indigenous people across the Philippines belonging to 110 ethno-linguistic groups.

Governance in the Philippines is highly decentralised with a Local Government Unit (LGU) system comprising Provinces, cities, municipalities and barangays. This is considered an effective institutional mechanism for delivering social services and addressing inequity66. The Government’s current long-term development plan is called ‘AmBisyon Natin 2040’ and sets a vision whereby no one in the Philippines is poor and all people enjoy healthy lives67.

The Philippines is the third most disaster-prone country in the world68, lying on a typhoon belt within the ‘Pacific Ring of Fire’. It is vulnerable to disasters such as typhoons, earthquakes, volcanic eruptions, tsunamis, flooding and drought, and is also ranked as one of the five countries most vulnerable to the impact of climate change69. The country also has a long history of political unrest and armed conflict particularly on its second largest island Mindanao, and across the Autonomous Region of Muslim Mindanao (ARMM). Deaths resulting from conflict in the last 35 years are estimated to be up to 220,000 and conflicts have displaced over 3.5 million since 2000.70.

Whilst good progress was made towards the MDGs, including universal primary education, infant and under-five mortality and access to water, there are high levels of inequality and inequities throughout the country and national level data often mask significant regional differences, for example poverty rates vary from 3.9% in Manila to 53.7% in the ARMM and inequalities in human development are most stark in the latter region. Table 1 shows WASH data available for the Philippines taken from JMP. Over 90% of people have access to basic drinking water and 75% to basic sanitation with only 6% practicing open defecation however sanitation is not considered a government priority and thus suffers low investment.

65 http://worldpopulationreview.com/countries/philippines-population/ 66 CPF 12-18 67 CPD 19- 68 Second to Vanuatu and Tonga according to the World Risk Index 2017 report https://reliefweb.int/sites/reliefweb.int/files/resources/WRR_2017_E2.pdf 69 CPD 2019 70 CSN

Figure 1: Major islands comprising the Philippines

http://worldpopulationreview.com/countries/philippines-population/

https://reliefweb.int/sites/reliefweb.int/files/resources/WRR_2017_E2.pdf




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Safely managed

Basic service 90.5 85.8 96.4 75 71.8 78.9

Limited service 2.8 3.5 2 16.5 16.5 16.6

Unimproved 5.9 9.4 1.6 2.7 3.5 1.8

No service 0.7 1.3 0 5.7 8.2 2.7


UNICEF in Philippines

UNICEF in the Philippines have their Country Office in Manila as well as one field office in Mindanao. The Mindanao Field Office (previously known as the ‘Cotabato Field Office’, or CFO) was established in 2009 in the city of Cotabato, Maguindanao Province. It was established taking account of the local context; Cotabato is the regional centre of the Autonomous Region of Muslim Mindanao (ARMM). The Autonomous Region covers five predominantly Muslim provinces – located on the mainland and on the Islands of Mindanao – and it is are governed by the local ARMM government, the Moro Islamic Liberation Front (MILF).


One of three programme components in the 2012-2016 Country Programme was ‘MDGs achieved with equity’ and WASH fell under this component with a stated intent to “increase access to safe water and sanitation services and improve hygiene behaviour, targeting municipalities with sanitation government less than 45%”. A two-year extension was granted to UNICEF Philippines 2012-2016 Country Programme taking it to the end of 2018. This was because during 2013, Typhoon Haiyan, one of the strongest typhoons ever recorded, hit the Philippines and distracted UNICEF’s attention from their developmental outcomes, rediverting them to response and recovery instead.


The 2019-2022 country programme is structured around four outcome areas with an overall goal on addressing inequalities in child outcomes. The four areas are:

• Evidence based, Child centred Social Policy

• Children and Adolescents Survive and Thrive

• Quality and Inclusive Lifelong Learning

• Protective Environment.

WASH predominantly falls under the first component of the Philippines new CPD which is ‘Survive and thrive’ and aims at “addressing the high rates of stunting and neonatal deaths and the low rates of immunization to ensure inclusive access to age-appropriate, culturally sensitive, gender-responsive and resilient nutrition, health and water, sanitation and hygiene (WASH) interventions, including in humanitarian situations, especially for the most vulnerable children, adolescents and women.” It also features under the last component of ‘Protective environment’ as well, which, amongst other things aims to enhance multisectoral capacities to reduce




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children’s risks and vulnerabilities in violence and humanitarian situations through strengthening access to WASH.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Phillipine’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows in Tables 3 and 4.

There was not enough data in documentation to determine the level of coherence for some results and programming modalities but when there were, ‘Somewhat coherent’ was generally found.

Table 3: Philippines Country Programme 2019-2023 by results area


Water The CPD states a programme aim to be to increase access to safe water, basic sanitation services and improve hygiene behaviour but no further insight is given.

Sanitation The CPD states a programme aim to be to increase access to safe water, basic sanitation services and improve hygiene behaviour. A key progress indicator from the results framework is ‘proportion of people practicing open defecation’.

Hygiene The CPD states a programme aim to be to increase access to safe water, basic sanitation services and improve hygiene behaviour. MHM in mentioned in relation to WASH in schools.

WASH in emergencies An indicator on the results measurement framework in the Strategy Note is ‘Existence of functioning cluster coordination mechanism for water, sanitation and hygiene in humanitarian situations.’ The CPD also

Figure 2: Coherence of UNICEF Philippine’s CP to the UNICEF global WASH STRATEGY




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mentions enhancing multisectoral capacities to strengthen access to WASH in violence or humanitarian situations (conflict areas of Mindanao).

WASH in institutions Strengthening the integration of nutrition, WASH (including MHM) and DRR education and services in schools is part of the ‘Quality and Inclusive lifelong learning component. A key progress indictor is ‘proportion of primary schools with sanitation facilities for girls that meet national standards.’

Table 4: Philippines Country Programme 2019-2023 by programming approach




The CPD indicates that six more changes strategies are to be applied at national and subnational levels including ‘Policy advocacy’, ‘investing in policy and programme implementation capacities’ and ‘harnessing innovation’.

The Strategy note indicates UNICEF will “strengthen institutional capacity within key Government Departments and Councils at national level and in select regions and LGUs, who are responsible for the planning, management and delivery of health, nutrition, water, sanitation and hygiene, and development services for children, adolescents and mothers”. This strengthening coordination and scale up will focus on the rural sub sector and an indicator in their measurement framework is ‘Existence of functioning sector coordination mechanism for water, sanitation and hygiene.’ The CP also mentions UNICEF providing technical support to local government to build their capacity to shift from fragmented vertical approaches to integration in the First 1000 days National programme of interventions, including for hygiene and sanitation.

An indicative country programme output from the results framework is that ‘Government and partners have strengthened capacity to develop, implement and monitor coordinated, evidence-based policies, strategies and plans for equitable, gender-responsive and sustainable access to basic water, sanitation and hygiene (WASH) services.’

Empower communities ‘Public discourse and social norms’ for example harnessing mass and social media to engage directly with citizens is one of six core change strategies as per the CPS.

The ‘Survive and Thrive’ component of the CP, as per the Strategy Note, talks about the importance of access to age appropriate, culturally sensitive, gender responsive and resilience WASH services.


‘Evidence generation and use’ is one of six core change strategies as per the CPD. Whilst not specific to WASH, Under the ‘Survive and Thrive’ component, the CPD indicates ‘UNICEF will support the Department of Health and the National Youth Commission to generate evidence on adolescent physical and mental health’.




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‘’Leveraging resources and partnerships for children” is one of six core change strategies as per the CPD. The CPD indicates “UNICEF will advocate with national and subnational policymakers to address technical, organizational and public financing gaps in health, nutrition and WASH and to improve coordination, planning and budgeting”.




The Regional Office can give them support on how to engage with big actors such as the World Bank. There has been some work on regional/cross learning, but it has been challenging. They look to the region for help with issues for example knowledge management, but the challenge is around how to get them involved beyond general support. Examples of successful engagement between the Philippine CO and RO has included joint meetings and communications (for example the WASH and Nutrition coming together and producing a tool kit). Peer to peer learning has been conducted between countries for example with Indonesia and is considered very valuable. They have also had the opportunity to see some best practice for example a partnership with Singapore government for training on WASH where they focused on the most poor and vulnerable.

Good Practice and learning

The Philippines have been hosting joint meetings between WASH and nutrition and the master plan for WASH was developed through consultation with different partners and government agencies.




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Country Profile: Papua New Guinea

Introduction

This country profile provides a summary overview of the Papua New Guinea country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

Papua New Guinea (PNG) occupies the eastern half of the West Pacific island of New Guinea, together with the smaller islands of New Britain, New Ireland, and the Autonomous Region of Bougainville, and another 600 or so smaller islands and atolls. The population which is projected to reach 9 million by 2020 is diverse with over 1,000 distinct ethnic groups speaking 800 + different languages.

Papua New Guinea is a democracy, with a free press and independent judiciary. The country is highly decentralized, with multiple tiers of government, each funded largely from the national budget. Central Government policymaking and fiscal control are strong. The Development Strategic Plan 2010-2030 maps a path to middle-income status, with a first pillar focused on human capital development, gender, youth and people empowerment. However, capacity is uneven at the provincial and district levels, which have historically performed poorly in terms of service delivery and development.

The country’s rapid economic growth over the last decade contrasts with persistent poverty, which at approximately 37 per cent is considered high against both regional and international standards. 80 per cent of the poorest people in the country live in rural areas resulting in substantial migration from rural to urban areas, thus creating new challenges for cities. With limited formal job opportunities for the growing employment age population and other risks, including environmental management, population growth, political fragmentation, inequalities in PNG’s resource dominated economy, and social exclusion, the country faces significant challenges in health, education and economic opportunities.

Papua New Guinea ranks the lowest globally for access to safe water and the lowest in the Pacific region for adequate sanitation. Coverage rates are declining further, with important rural/urban disparities. Water-borne diseases, such as diarrhoea and acute respiratory infections, are among the principal causes of under-5 mortality. Over 60 per cent of the population use unimproved water supplies and less than 20 per cent use improved sanitation facilities, leading to widespread open defecation in rural communities. According to a 2015 baseline assessment on water, sanitation and hygiene (WASH) in schools,9 only 41 per cent of the primary schools surveyed had one functional toilet exclusively for girls and 51 per cent of the schools had one functional toilet for boys.




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Safely managed

Basic service 36.6 29.5 84.2 18.6 13.1 55.2

Limited service 1.5 1.2 3.6 3.4 2.6 8.6

Unimproved 19.6 21.3 8.5 65.1 70 32.3

No service 42.2 48 3.8 13 14.3 3.9


UNICEF in Papua New Guinea

The programme comprises five convergent outcome areas in health, nutrition, education, child protection and WASH. These contribute to all five Goals of the draft UNICEF Strategic Plan, 2018-2021, as well as at least 18 result areas, to ensure that every child survives and thrives, is educated and is protected from violence and exploitation and lives in a safe and clean environment. To ensure that every child has an equitable chance in life, strategic cross-sectoral support within the social- inclusion and programme-effectiveness components will address critical bottlenecks that prevent achievement, including in the areas of gender equality; adolescent empowerment; and the reduction of multidimensional child poverty, including through social protection and strengthened local governance. Resilience and disaster risk reduction have been mainstreamed into all components.

The new WASH programme is aimed at enhancing the capacity of the Government, NGOs and community actors to reach at least 50 per cent of households and 60 per cent of schools and health facilities in selected areas with equitable, adequate, resilient and sustainable services that meet national standards, while contributing to other programme areas. The programme will promote behavioural change for improved WASH practices. Evidence-based planning, monitoring and decision-making will be strengthened through improved data and information management.


UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of PNG’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in Papua New Guinea is ‘somewhat coherent’ for hygiene but for the other results areas, there is not sufficient detailed information to make a judgement. Regarding programming modalities data is lacking some but is ‘somewhat coherent’ for ‘empower communities’ and ‘deliver sustainable services and supplies’ and is ‘not coherent for ‘build sustainable markets’.




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Table 3: Papua New Guinea Country Programme 2018-2022 by results area


Water There is little about Water in the CPD. An outcome on their result framework expresses a target of 50% of households accessing and using equitable, adequate, sustainable water though.

Sanitation There is little about sanitation in the CPD, however an indicator is the proportion of the population having access to basic sanitation and water in rural and urban areas of selected districts.

Hygiene The CPD states that the programme will promote behavioural change for improved WASH practices but there is little insight into what this will include; there is no mention of safe water handling, safe disposal of excreta or policy. At national and local levels, the Department of Education will be further supported to promote WASH in schools and MHM.

WASH in institutions There is some limited information in the CPD about WASH in institutions; an outcome on their result framework expresses a target of 60% of schools and health facilities accessing and using equitable, adequate, sustainable water that meet national standards. Not much further detail is provided.

WASH in emergencies There is very limited insight into WASH in emergencies on the CPD aside from an outcome on their results framework expressing s a target of 50% of households and 60% of schools and health facilities accessing and using equitable, adequate, sustainable water that meet national standards including during emergencies. There is nothing on direct response, leading coordination or children and women specifically in emergencies.




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Table 4: Papua New Guinea Country Programme 2018-2022 by programming approach




The new WASH programme is aimed at enhancing Government, NGO and community actor’s capacity to reach 50% HHs and 60% schools and health facilities in selected areas with equitable, adequate, resilient and sustainable services that meet national standards

Empower communities Capacity building support will be provided to increase the number of skilled service providers, particularly female outreach workers, in selected districts and provinces.



CPD states that new approaches including innovative alternative financing for Universal health coverage shall be explored, but this is not specifically mentioned in relation to WASH.


Scaled up social mobilization and communications strategies with a focus on adoption of appropriate health behaviours in adolescent girls shall increase demand.


The CPD suggests expanding quality service coverage and use in target areas for both nutrition and WASH (converging) and states that service delivery will be supported though supplies, cash and services to government and other implementing partners.

There is a recognition of the need to work ‘systemically’ and not just to focus on certain sectors. Key point is that taking a systemic approach embeds appreciation of wider issues from the outset (trans-sectoral) whereas collaboration and co-ordination tend to be initiatives from within sectors to others.


With funding support from the European Union (EU), the first of a two-phase WASH project was implemented. The outcome result for WASH outlined in the 2018–2022 UNICEF CPD is to reach at least 50 per cent of households and 60 per cent of schools and health facilities in selected areas with equitable, adequate, resilient and sustainable services that meet national standards, including during emergencies. Planning was enhanced by the first-ever district-wide data collection in the four districts, covering schools, health facilities and communities. UNICEF supported the establishment of a real-time data collection system in the four focus areas of the EU-UNICEF WASH project. This web-based open platform serves as a future national WASH monitoring system that will support the newly approved WASH in Schools Policy and the future the National Water, Sanitation and Health Authority.

The WASH sector in PNG has made substantial progress nationally. The NDOE approved the 2018-2023 Policy and Standards for WASH in Schools 2018–2023 in October, creating national minimum standards for all schools. UNICEF played a key role in developing and quality assuring the Policy through a consultative process led by NDOE. UNICEF established the basis for a future WASH management information system for PNG with technical engagement from WaterAid. It uses an open source platform, mWater, that enables monitoring and reporting against localized SDG and MTDP III targets. The timely availability of WASH data supported the development of an evidence-based five-year WASH District Plan for these districts under the




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EU-UNICEF WASH project. Other partners, including the World Bank, WaterAid and World Vision, will populate the WASH management information system with five more districts as part of their own programmes. This will create an enhanced picture of progress in the WASH sector and a database for continued expansion. The initiative has galvanized partners to aspire to a first-ever provincial-wide data collection plan, and the Project Management Unit to establish a national WASH management information system, based on the EU-UNICEF funded WASH Project.

UNICEF also supported work on menstrual hygiene management and WASH in schools through local NGOs and the Department of Education in AROB. This led to 8,561 children (5,668 girls) in six schools gaining access to basic WASH services including handwashing with soap and menstrual hygiene management information, in partnership with Anglicare and NDOE. UNICEF’s partnership with TTU expanded the WASH in schools programme and menstrual hygiene management, reaching additional 8,806 children (5,742 girls), including distribution of disposable sanitary pads.

Conclusions and Recommendations

For the UNICEF PNG WASH Programme there is a recognition of the need to work at both ‘upstream’ capacity development and downstream demand creation and support, levels. Building the capacity of the governments WASH PMU (Project Management Unit) is critical. The strategy of embedding specialist consultants in key positions is a way of rapidly providing critical support, modelling good practice and building capacity, to support the achievement of the 2015 – 2030 WASH Policy objectives.

Working in such a challenging environment requires the UNICEF PNG WASH Team to exploit any possible opportunities to move programming forwards. A key support for WASH programming is sharing of examples and support between country programmes. For the PNG Team linkages with other Pacific island teams, Indonesia and the Philippines provide opportunities to share potential examples of good practice. For example, the WASH in Schools programmes, real time data collection and CLTS initiatives.




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Country Profile: Timor-Leste

Introduction

This country profile provides a summary overview of the Timor-Leste country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

Timor-Leste is a young country with nearly half of its estimated 1.1 million population below 18 years of age. About 70 per cent of the population live in rural areas. The country has experienced social and political stability since gaining independence in 2002. Timor-Leste is classed as a lower-middle income country. Its economy and budget are largely dependent on the exploitation of gas and oil fields. About $15 billion in assets are maintained in the Petroleum Fund (as of January 2014), a sovereign wealth fund where the surplus wealth produced by Timor-Leste petroleum and gas income is deposited. However, about 41 per cent of the population are estimated to live below the national poverty line of $0.88 per person per day.

The Government has been a strong advocate for global adoption of the Sustainable Development Goals having been proactive in shaping Sustainable Development Goal 16 and, once the goals were launched, joining the High-Level Group on the 2030 Agenda as a global champion of their implementation – the only country of Asia to do so. As a founding member of the G7+71. The Government of Timor-Leste used the 2017 conference of the G7+3 to promote the 2030 Agenda’s call to “leave no one behind” and helped draft the joint Dili Communiqué, which states that “successful implementation of Agenda 2030 will require tailoring the Sustainable Development Goals to the unique context of countries in fragile and conflict-affected situations”72.

The country strategic plan is based on consultations with the previous Government, the new Government established after the July 2017 elections, development partners and beneficiaries and on context, gender and gap analyses. It addresses recommendations from the national strategic review of actions necessary for achieving Sustainable Development Goal 2 and supports the Government’s strategies and policies. It seeks to achieve the following two strategic outcomes:

Strategic outcome 1: Children under 5, adolescent girls and pregnant and lactating women have improved nutrition towards national targets by 2025.

Strategic outcome 2: National and subnational government institutions have increased capacity sustainably to deliver food-, nutrition- and supply chain-related services by 2020.

Timor-Leste is moving confidently towards the transformation stage of the “fragility spectrum”73 of the G7+ and WFP aims to assist it in reaching the resilience stage by 2030. Development Plan 2011-2030, the fifth Constitutional Government launched a five-year development

71 Founded in 2010, the G7+ is an intergovernmental voluntary organization of countries that are either facing conflict or have recent experience of it: http://www.g7plus.org 72 Global Conference on the 2030 Agenda: a Roadmap for the Sustainable Development Goals in Fragile and Conflict affected States. 21–23 May 2017, Dili. 73 The fragility spectrum is the approach developed by the G7+ as part of the implementation of its New Deal for Engagement in Fragile States: http://www.g7plus.org/sites/default/files/resources/g7%2B%2BEnglish%2BFS%2BNote%2BDesign.pdf




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programme (2012-2017), which reflects the shift in national focus from security issues to long-term sustainable development. Timor-Leste leads the G7+ of fragile and conflict-affected countries, and the implementation of A New Deal for Engagement in Fragile States

Timor-Leste is subject to frequent natural disasters, including flooding and landslides (caused by heavy rains) and drought. With poor infrastructure and insufficient disaster preparedness and response capacity, even small events can have a major impact on the lives of people, particularly children, in food security, access to safe drinking water and sanitation facilities and school attendance.

Malnutrition is a major concern for Timor-Leste, with a childhood stunting rate at 52 per cent in 2013 (Preliminary Findings of Timor-Leste Food and Nutrition Survey 2013), a very high rate, despite dropping from 58 per cent in 2010. An estimated 18.6 per cent have either moderate or severe acute wasting and 44.7 per cent of children under five years are underweight. Key bottlenecks are the limited access to and utilization of preventive and promotive health and nutrition services, high prevalence of childhood illnesses (especially pneumonia and diarrhoea), some traditional care and feeding practices as well as inadequate systems and capacity for addressing malnutrition. Around 69 per cent of the population uses improved drinking water sources, and Timor-Leste is on track to achieving the target on safe drinking water. However, only 27 per cent of the rural population have improved toilet facilities and 37 per cent practice open defecation. Poor hygiene practices contribute significantly to the level of malnutrition in Timor-Leste. The public awareness on sanitation and public demand for sanitation facilities are relatively low.




Safely managed

Basic service 78.3 69.7 98.3 53.5 43.8 75.9 28.2 21.9 42.6

Limited service 2.3 2.6 1.7 9.1 6.5 15. 64.6 69.4 53.5

Unimproved 14.9 21.4 0.0 17.9 21.7 9.1

No service 4.5 8.2 0.0 19.5 28.0 0 7.2 8.7 3.9


UNICEF in Timor-Leste - 2015-2019 Country Programme

In support of the Timor-Leste National Strategic Development Plan 2011-2030, the overall goal of the 2015-2019 country programme is to accelerate the realization of the rights of all children to survival, development, protection and participation. UNICEF will support the Government to identify key bottlenecks that constrain the realization of the rights of disadvantaged children, supported by advocacy, planning, action and monitoring aimed at reducing infant, child and maternal mortality, improving nutritional status of children and mothers, expanding quality pre-school and basic education, and improving prevention and response to child abuse, neglect, violence and exploitation. The country programme is framed around four mutually reinforcing strategies to reduce disparities and reach the most disadvantaged children: (a) generating data and evidence to inform advocacy and policy development for children; (b) strengthening systems at institutional level to enhance social services; (c) providing technical assistance to strengthen human capacity to deliver quality social services, and (d) strengthening partnerships, particularly those at community level for improving use of and demand for quality services.




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UNICEF will continue to support WASH services in rural communities, focusing on scaling-up of CLTS in priority districts through partnership with the Ministries of Health and Public Works, NGOs and development partners. Support will be provided for the development of an effective CLTS monitoring mechanism and community capacity development to manage water systems, improve sanitation facilities and enhance hygiene practices. In collaboration with WHO, technical assistance will be provided to develop minimum WASH standards for health posts in rural areas.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Timor Leste’’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted.

Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows. UNICEF programming in Timor-Leste is ‘somewhat coherent’ for WASH in Institutions but ‘not coherent’ for water. For the other results areas there is a lack of data. Regarding programming modalities data is lacking for some modalities however it is ‘somewhat coherent for ‘Strengthen Enabling Environment’ and ‘deliver services and supplies’ and ‘highly coherent’ for ‘empowering communities’.




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Table 3: Timor-Leste Country Programme 2015-2019 by results area


Water There is limited information about water in the CPD. One component is to reduce child mortality and malnutrition through improved and equitable use of quality, high impact WASH interventions and UNICEF states an intent to provide support for community capacity development to manage water systems.

Sanitation UNICEF also states an intent to provide support for community capacity development to improve sanitation facilities and enhance hygiene practices. There is limited other information.

Hygiene UNICEF also states an intent to provide support for community capacity development to improve sanitation facilities and enhance hygiene practices. There is limited other information on this.

WASH in institutions The CPD states that technical assistance will be provided to develop minimum WASH standards for health posts in rural areas. UNICEF will also ensure all public schools have access to clean water and sanitation facilities by 2020 including support for installation of water supply, toilets, and handwashing that are both gender sensitive and child friendly.

WASH in emergencies There is little on WASH in emergencies in relation to WASH however the CPD states that aspects of emergency preparedness and response are integrated into other areas including water and sanitation programmes.

Table 4: Timor-Leste Country Programme 2015-2019 by programming approach




UNICEF will conduct district and school based capacity development and provide technical assistance.

Empower communities

In rural communities, focus will be on scaling up CLTS in priority districts through partnerships with ministries and development actors. Support will be provided to develop CLTS monitoring mechanisms and community capacity development to manage water systems, improve sanitation facilities and enhance hygiene practices.





UNICEF will support installation of water supply, toilets and handwashing facilities that are child friendly and gender sensitive.




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A major assessment of water, sanitation and hygiene (WASH) in healthcare facilities led to the drafting of national WASH standards, quality improvements and a compelling case for more investment in WASH for health services. In WASH, UNICEF programming put increased emphasis on addressing gender-specific issues with support to selected schools as models for mobilizing student councils in hygiene promotion, including menstrual hygiene management. Materials developed will be used by MoE for hygiene promotion in other schools.

In 2018, UNICEF continued its advocacy to integrate WASH in schools (WinS), engaging students and parents in hygiene promotion via student councils and parent teacher associations, and linking WinS to broader community engagement on water, hygiene and the CLTS. At policy level, UNICEF promoted a comprehensive and long-term approach to WinS by supporting the Ministry of Education to develop a national WASH in Schools Strategy and Costed Action Plan, which was finalized, incorporating inputs and views form stakeholders. The Strategy highlights hygiene promotion, menstrual hygiene management, and issues linked to gender, inclusion of children with disabilities and climate change adaptation. Another key focus is the link with school health and strengthened inter-ministerial coordination.

Findings and Recommendations

To make progress on the goal of sustained access and use of WASH for all UNICEF Timor-Leste will continue work to scale-up community-led total sanitation to more municipalities; improve institutional capacities at all levels to implement and sustain CLTS; improve WASH conditions in health facilities and schools; expand interventions around improving water quality management At the same time embedding climate change adaptation is critical. A key approach for 2019 will be to use evidence to mobilize various partners to support WinS as part of funding for the broader WASH sector.




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Country Profile: Myanmar

Introduction

This country profile provides a summary overview of the Myanmar country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

Myanmar is the most north-western country in Southeast Asia. Myanmar’s largest city Yangon was replaced by Nay Pyi Taw as the country’s capital in 2006, a purpose and newly built city. Although experiencing GDP growth of 8% in the last two years, a quarter of households live below the poverty line and half live on or just above it74. Over half of children live in poverty and the under-five mortality rate is high at 50 per 1000 live births.

Myanmar has been going through a period of significant political, economic and social transition as a result of reforms in 2011 and a new government which took office in 201675. The new Government has set four goals for the country: national reconciliation, internal peace, transformation to a democratic federal union, and raising the quality of life for the majority of people.

The Irrawaddy River System is one of the country’s major topological features providing fertile plains. Almost half of the country is covered in forest and the northern parts of the country is categorised by mountainous terrain. Myanmar is vulnerable to natural hazards including floods, earthquakes, droughts and cyclones, ranking 10th out of 191 countries on the Index for Risk Management and 2nd on the Global Climate Risk Index of countries most affected by extreme events from 1994-2015. Long monsoon seasons followed by prolonged dry seasons mean flooding and water shortages impact on water quality and quantity. Standards for drinking water quality have been in force since 2014 but there are no standards of service for community water supply, sanitation, WASH in schools and WASH in health facilities.

Whilst Myanmar met the MDG targets for WASH, five million children do not have access to an improved water supply, 1.4 million to a toilet facility and evidence suggests reported coverage rates are not reflective of the actual situation due to weak information management systems and poor monitoring data. Disparities in access persist and these are thought to be linked to underlying social, political and environmental factors76. Over half of schools and health services lack WASH facilities contributing to lower attendance and educational achievement, and to poorer quality of health service respectively. When facilities do exist, they are not commonly gender segregated.

74 Country Programme Document Myanmar 2018-2022 75 Myanmar PSN WASH 76 Myanmar PSN WASH

Figure 1: Location of Myanmar within South East Asia




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Safely managed

Basic service 67.5 59.9 82.4 64.7 58.7 76.4 80 73.8 92

Limited service 13.1 15 9.5 10.7 10 12.1 14.3 19 5.2

Unimproved 9.9 12.6 4.9 19.9 24.5 11

No service 9.4 12.6 3.2 4.7 6.9 0.4 5.7 7.2 2.8


UNICEF in Myanmar

UNICEF Myanmar’s Country Office is in Yangon. They also have eight field offices, strategically located across the country as shown in Figure 2 and WASH field presence in seven of these. Conflict and insecurity in states such as Rakhine, Kachin and Shan has challenged UNICEF’s delivery of results in some areas but UNICEF is continuing to make good progress77.

UNICEF Myanmar has long standing, direct relationships with multiple Governmental ministries, as well as strong partnerships with CSOs at both national and international levels78. The CPD states that key partners in the government will include the Ministry of Agriculture, Livestock and Irrigation; Ministry of Health and Sport; Ministry of Education, Ministry of Social Welfare, Relief and Resettlement; Ministry of Hotel’s and Tourism and Myanmar Rural Women’s Network. UNICEF are the National WASH cluster lead, which was activated in 2012 as a response to communal violence and civil war in Rakhine and Kachin States.


The 2018-2022 County Programme is comprised of 6 components, one of which, number 2, is ‘Water Sanitation and Hygiene’. Around 16% of UNICEF Myanmar’s budget is allocated to the WASH Component, and just a fifth of this comes from regular resources. The Government’s 2016 National Strategy and Investment Plan for Rural WASH 2016 is an opportunity for WASH improvements, including in emergencies and especially in rural areas to be made in the country, and UNICEF intends to contribute to this through its WASH component which focuses on the five core states/regions of Rakhine, Ayeyarwaddy, Chin, Kachin and Shan79.

UNICEF Myanmar intends to contribute towards the realization of human rights to water and sanitation with the following outcome:

77 https://www.unicef.org/myanmar/where-we-work 78 Myanmar PSN WASH 79 As well as three target areas (Magwe, Kayin and peri-urban areas of Yangon).

Figure 2: UNICEF Myanmar field presence




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Families and institutions in 5 high burden states and regions have equitable access to and utilize safe, affordable, adequate and equitable WASH services across the lifecycle,

especially the most vulnerable children and women.

The Country Strategy note outlines five consequent outputs it aims to achieve under this outcome as well as specific strategies and approaches to achieving each one80. To achieve the overall outcome, result the following strategies will be used:

• Reducing inequality by promoting human rights to water and sanitation through robust WASH programming

• Promoting climate resilient and risk-informed WASH programming

• Integrating humanitarian assistance with development programming

• Working with other sectors and outcome areas (nutrition, health and education) to achieve results for children

• Determining programming context by state and region according to capacity (infrastructure functionality, government effectiveness and resource availability).

• Strengthening partnership and collaboration

• Knowledge Management and evidence generation

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 3. An analysis of Myanmar’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 3 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

UNICEF programming in Myanmar is ‘highly coherent’ for WASH in Emergencies, WASH in Institutions and Water, and ‘somewhat coherent for the other results areas. Regarding programming modalities, Myanmar is ‘highly coherent’ for Strengthening Enabling Environment and Empowering Communities. It is ‘somewhat coherent’ for the other areas.

80 Myanmar PSN WASH




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Table 2: Myanmar Country Programme 2018-2022 by results area


Water Aligned to the National Strategy and Investment Plan for rural WASH, the CPD's second component contributes to ensuring families and institutions in 7 regions have equitable access to and utilise safe, affordable and adequate WASH services that are also equitable and adaptable. Output areas include improving government commitment and capacity to scale up WASH and innovative approaches to sustainable water supply services particularly in challenging locations.

Sanitation The CPD contains outputs relating to elimination of open defecation and promotion of good sanitation practices with an indicator being 'the proportion of the population having access to a basic level of sanitation'. There is not however anything regarding demand, creating, supply or about the concept of 'safely managed'.

Hygiene UNICEF intend to improve the government’s commitment and capacity to scale up WASH and promotion of good hygiene practices. An indicator for this is the 'proportion of population with hand-washing facility with soap and water available at home’ however there is nothing explicitly about the good practices of safe water handling and excreta disposal but the MHM in relation to WASH in Schools is mentioned in the CSN.

WASH in Institutions An output area in the CPD specifically revolves around having basic WASH services in health facilities and schools, however no further information is given and there is nothing on programming capacity or evidence-based advocacy. The CSN however provides more detail, with Output 4 being specific to WASH in Schools and Health facilities. Under this output they indicate they will provide capacity development to government and partners for service delivery and sustainable management of WASH facilities in health centres and schools with a focus on rollout of the Than Shin Star approach and MHM in schools. They will also scale up the Three Star Approach for creating Three Star schools in line with national standards and developing similar approaches for health care facilities.




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WASH in emergencies UNICEF provides WASH sector coordination and leadership in humanitarian assistance and development work in line with the global WASH strategy, and states that it advocates for and supports capacity development of national and subnational governments to lead sector coordination and support DRR. In addition, there is a focus on women and children within the country programme indicators, and on delivering equitable, safe, gender sensitive and climate resilient drinking water supply services to vulnerable populations in target areas. Output 5 as per the CSN specifically regards emergency preparedness and WASH facilities in humanitarian situations and indicates UNICEF will ensure adoption of the Core Commitments for Children (CCCs) in Humanitarian Action.

Table 3: Myanmar Country Programme 2018-2022 by programming approach




UNICEF will work to achieve output areas that address government commitment and capacity to scale up WASH. They will also work to ensure national capacity to deliver WASH services in humanitarian situations.

For Output 1, UNICEF will conduct sector policy and strategy strengthening, provide technical assistance to strengthen coordination mechanisms and institutional arrangements, including capacity development for long term human resource development and support the government to develop effective, inclusive sector planning, monitoring and evaluation. For Output 4 they will also provide capacity development to government and partners for service delivery and sustainable management of WASH facilities in health centres and schools.

For Output 2, they will support the government in advocacy for replication and scaling up including modelling SDG WASH village approaches in selected townships.

For Output 3, UNICEF will support the Government and small-scale entrepreneurs to develop effective approaches to scale up sanitation coverage through sanitation marketing, value chain strengthening, sanitation financing and CLTS including through technical assistance. They will also engage in advocacy for scaling up the “total sanitation approach” and Handwashing with Soap programme at the national level.

For Output 5, UNICEF will provide capacity development and WASH in Emergencies training to government and key partners. UNICEF shall also help establishment of a functional and accountable coordination mechanism with government leadership at both national and sub national levels for emergency preparedness and response and strengthen WASH sector coordination and WASH Information Management.

Empower communities For Output 2 UNICEF will provide technical assistance to develop water safety plans and strengthen water quality monitoring systems at community level. They will also provide capacity development of service providers and communities for service delivery, gender mainstreaming and sustainable management of climate resilient, safe water systems.




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For Output 3, UNICEF will engage in advocacy for scaling up the “total sanitation approach” and Handwashing with Soap programme at the national level.


For Output 2, UNICEF state they will pursue knowledge management through documentation and research and evidence generation on risk informed WASH programming, but they do not explicitly mention to promote child rights.

For Output 3, UNICEF will develop evidence on the economics of sanitation, links to nutrition and key aspects to changing negative social norms associated with poor hygiene behaviour.


For Output 1, Regarding sector financing, UNICEF will advocate for the government to invest adequate resources including operationalisation of the National WASH Strategy and Investment Plan to ensure sustainable WASH services and reach SDG targets by 2030.

For Output 5, UNICEF will advocate for resource mobilization for addressing humanitarian needs and aim to maintain a contingency stock to cover first phase of WASH response for 20,000 people.


For Output 2, UNICEF will work with key WASH partners in both the private sector and civil society to trial and develop new, technological, innovative solutions and document best practices.

For Output 3, UNICEF will support the Government and small-scale entrepreneurs to develop effective approaches to scale up sanitation coverage through sanitation marketing, value chain strengthening, sanitation financing and CLTS including through technical assistance.


A focus on innovative approaches to sustainable water supply services particularly in challenging locations.

For Output 2 UNICEF will provide technical assistance to develop water safety plans and strengthen water quality monitoring systems at community level.

For Output 4 they will provide capacity development to government and partners for service delivery and sustainable management of WASH in schools and in health facilities as well as conducting advocacy and service delivery work themselves through scaling up the Three Star Approach for creating Three Star schools in line with national standards and developing similar approaches for health care facilities. For Output 5, UNICEF will provide capacity development and WASH in Emergencies training to government and key partners.




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Good Practice and learning

UNICEF Myanmar are using evidence to inform policy development, for example the National Standards for WASH in Schools which are nearing completion, and the Sanitation Policy which took a year to develop and is intended to provide a roadmap for future work/initiatives. The strategy covers community water supply, sanitation and hygiene, WASH in Schools, WASH in health facilities and WASH in emergencies for the period 2016-2030. The development of a National WASH strategy used a process to get the different ministries to work together, alongside people/communities supporting a full house connection with a metered water supply.

The WASH sector is moving away from short term, time bound projects to an approach which ensures ongoing, continuous service delivery to communities and is becoming better equipped to provide WASH services in the context of DRR and CCA and the Country Programme is focused on trying to support sector-coordination.

Findings and Recommendations

Myanmar is a challenging country to work in given its governmental structure and fragmenting of WASH across numerous ministries of which it overlaps. UNICEF has an important position as a ‘trusted partner’ with the government and is well placed to support the government to address critical challenges to develop good, upstream programming and gaps in capacity. The biggest of these is human resources capacity. UNICEF need to engage more with the Private Sector and develop a framework for facilitating this.

UNICEF are making progress with WASH in a developmental context but linking it to the Humanitarian side is a much greater challenge. The government does not see this as their responsibility but rather that of humanitarian agencies.




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Country Profile: Viet Nam

Introduction

This country profile provides a summary overview of the Viet Nam country context and outlines the development of UNICEF’s strategic engagement in WASH. Developed as part of the Formative Evaluation of the UNICEF WASH regional and country programming strategies in the East Asia and Pacific region, this case study was developed following a review of key documents and remote conversations with WASH staff.

Country Context

Viet Nam is a lower middle-income country making rapid progress towards both economic and human development81. This follows the successful ‘Doi Moi’ reforms initiated in 1986 which expanded GDP fivefold and quadrupled per capita incomes82. Poverty rates declined from 58% in 1993 to 10% in 201483, and the country achieved the first three MDGs84 whilst making good progress towards the others. This includes MDG 6; nearly four out of five households had access to improved sanitation facilities, while over nine out of ten households had access to improved drinking water sources85. A recent analysis of multi-dimensional child poverty shows that over 1 in 4 children – approximately 6 million - experience at least two deprivations in areas such as education, health, nutrition, shelter, water and sanitation, and social inclusion

Viet Nam is located on the Indochina Peninsula and is bordered by the less prosperous countries of Cambodia and Lao to the West and by China to the North. Its expansive eastern Coastline stretches 3444km along the Gulf of Tonkin, the South China Sea, and the Gulf of Thailand. The country’s shape and size makes its weather and climate quite diverse, tropical in the south and monsoonal in the north. Terrain ranges from tropical lowlands, hills, densely forested highlands and low-level plains whereby the majority of the population reside.

Viet Nam is one of the most disaster-prone areas in the world, experiencing hydrological related disasters such as typhoons, flash floods and landslides. Slow onset emergencies such as drought also occur. From 1993 to 2012, on average 420 people were killed annually in extreme weather events, with economic losses estimated at 0.91 % of GDP per annum. The number of typhoons hitting Viet Nam per year ranges from 6-11 however this trend is being aggravated by climate change and changing land use patterns; in 2013 there were 15 typhoons and 4 tropical depressions86.

Clean drinking water is normally the priority in emergencies, followed by food. Efforts to respond to the drinking water need include ceramic water filters, water treatment powders and cash transfers to buy bottled water. Sanitation is not seen as a priority straight away. This is partly because it is difficult to tackle during a hydrological related emergency e.g. flood. Septic tank type toilets requiring a piped water supply are often damaged and open our other types of latrine e.g. VIP are unusable and can also contribute to the contamination of flood water and the spread

81 CPD 2017-2021 82 Strategy note 83 84 These are MDG 1 to eradicate extreme poverty and hnger, MDG 2 to achieve universal primary education and MDG 3 to promote gender equality and empower women. 85 Startgey note 86 Strategy note

Figure 1: Location of Viet Nam in South East Asia




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of disease. People are being encouraged to build latrines on higher ground to protect them and minimise contamination where possible, but this is not always practical. UNICEF have encouraged people to defecate temporarily into plastic bags which can be disposed of later, but it is unclear whether this is practiced widely.

The Mekong river delta area contains a large proportion of people using ‘hanging’ or ‘fish-pond’ latrines, that is, they directly defecate into open water. This, according to JMP definition is not considered ‘open defecation’ and incorporated into current national figure of OD and use of improved sanitation in Viet Nam.




Safely managed

Basic service 91.2 90.1 92 78.2 71.8 90.9 85.7 82.2 92.5

Limited service 3 1.4 6.3 4.1 4.2 4.1 12.7 15.8 6.5

Unimproved 5.3 7.1 1.7 13.8 19 3.4

No service 0.5 0.7 0 3.9 5 1.6 1.7 2 0.9

Estimates suggest 34000 children die before reaching their 5th birthday every year in Viet Nam, with 10% of these being due to diarrhoea. About 7% of the population or 6.5 million people do not have access to improved sanitation87 and 8 % of the population or over 7 million people with about 800,000 children U5 consume water from unimproved sources88. Table 1 shows available WASH related statistics for Viet Nam taken from JMP data.


UNICEF in Viet Nam

UNICEF Viet Nam’s Country Office is based in Ha Noi. The United Nations in Viet Nam work together as a United Nations Country Team (UNCT) since they were one of the UN’s eight pilot ‘Delivering as One Countries’ implementing UN reform at the country level with the aim of making the UN in Viet Nam more responsive and effective to the country’s rapidly evolving needs89. Viet Nam is currently divided into 5 municipalities90 and 58 provinces and UNICEF also have field presence in the country’s largest city Ho Chi Minh. They are the cluster lead or co-lead for WASH as well as nutrition, education and child protection.


UNICEF Viet Nam’s current Country Programme is divided into three programmatic components as follows:

1. Accountability and System Building for Child Rights and Protection

2. Integrated Early Childhood Development

3. Public Advocacy, Programme Partnership and Communication

87 Urban: 6%; Rural 22%. Overall, 6 per cent of households defecate in the open. 88 Urban: 2%; Rural: 11% 89 http://www.un.org.vn/en/the-un-in-viet-nam-mainmenu-37.html 90 These are Hanoi, Ho Chi Minh, Can Tho, Da Nang and Hai Phong

http://www.un.org.vn/en/the-un-in-viet-nam-mainmenu-37.html




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WASH falls under component 2 alongside health, nutrition, education and child protection with a focus on capacity development and modelling. Outcome 3 of Viet Nam’s results framework corresponds to this component and is that “All children and their families, especially the most vulnerable, utilize integrated ECD services that are inclusive, high quality, and help to fulfil their rights to survival, development, education, and protection”. Output 3.4 as follows is relevant to WASH.

Output 3.4: Strengthened capacity of service providers to deliver and promote equitable, inclusive and sustainable hygiene, sanitation and water services at school, household and community level

The CPD indicates they will support the Government to meet international commitments to: (a) eliminate open defecation by 2025; (b) ensure safe drinking water for all by 2030; (c) scale up nutrition; and (d) ensure education for all by 2030. The Country Strategy notes indicates that WASH interventions will be mainstreamed in most implementation strategies of outputs of the CPD.

UNICEF’s 2016-2030 global WASH strategy present five results areas and six programming approaches/modalities required for achieval of objectives relating to universal, adequate and equitable WASH for all, especially women and girls. These are presented at the right hand side of Figure 2. An analysis of Viet Nam’s programming within their 2016-2018 CP as per the results areas and programming approaches has been conducted. Figure 2 graphically presents an overview as to the level of cohereance each of these has with the global WASH strategy and more detailed overview follows.

Viet Nam is considered highly or somewhat coherent for most results areas, however for WASH in Emergencies Viet Nam is considered not coherent. Regarding programming modalities data is lacking for some modalities too however Viet Nam is somewhat coherent for strengthening Enabling Environment and deliver services and supplies.

Country Programme 2017-2021 by results area




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Table 3: Viet Nam


Water There is not much information in the CPD on water, however it expresses UNICEF's intent to support the government to meet international commitments to ensure safe drinking water for all by 2030. A key performance indicator as per the Strategy note is ‘Percentage of households using sustainable water supply and improved sanitation services and care-givers/ children practicing critical hygiene behaviors’.

Sanitation There is not much formation in the CPD on sanitation, however it expresses UNICEF's intent to support the government to meet international commitments to eliminate OD by 2025 but not much more insight is given. An indicator is the proportion of the population having an improved sanitation facility. Output 3.4 states an intent to ‘develop models of communes with integrated WASH services and behaviours to reduce the incidences of diarrhea, pneumonia and stunting. The opportunity for scaling up sanitation as an integral part of new national rural development and poverty reduction programmes will be fully maximized.’

Hygiene The CPD doesn't give much insight into hygiene but a key performance indicator as per the Strategy note is ‘Percentage of households using sustainable water supply and improved sanitation services and care-givers/ children practicing critical hygiene behaviors’.

Output 3.4 of the strategy note ‘aims to develop strategies and interventions to promote critical hygiene behaviors such as handwashing with soap and filtration of drinking water especially among poor families and EMs.’

WASH in emergencies The CPD mentions a priority results/strategy as being to support the expansion of successful, disaster resistant models for integrated WASH services. More information is required but this is not in itself coherent with the global WASH strategy.

WASH in institutions Output 3.4 as per the strategy note states that it ‘intends to promote sustainable access to and use of improved sanitation and water supply in communes, schools and health centers.’

Table 4: Viet Nam Country Programme 2017-2021 by programming approach




UNICEF will support the expansion of successful, disaster resistant models for integrated WASH services.

The CPD indicates it will strengthen national and local capacities to develop IECD models in selected localities of three provinces: Gia Lai, Kon Tum, and Dien Bien. These will focus on the first, critical 1,000 days in a child’s life and suggests good hygiene and sanitation a vital part of this.

Empower communities Output 3.4 as per the strategy note will develop the skills, systems, and management arrangements for community and school institutions to safely and sustainably manage school, household, and public WASH facilities and services with a mainstreaming approach in Child Survival and Development programme component. This output will domicile implementing strategies for recruitment of strategic and participatory stakeholders including trained and capable individuals such as members of people’s committee, mass-organizations and schoolteachers. Community leaders and volunteers will be mobilised and trained to




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increase demand for hand-washing, improved latrines and water filtration systems.


The CPD indicates that within its programming, they will focus on various strategies including: evidence-based advocacy and technical support for an equity-focused and child sensitive legal framework, plans and budgets; capacity development and innovation for the planning, delivery, monitoring and evaluation of quality services at the local level that require strong cross-sectoral coordination; strengthening partnerships with civil society and the corporate sector to increase knowledge and commitment for social change.


For output 3.4 the Strategy Note states ‘Increased coordination with the Viet Nam Social Policy Bank will support the extension of loans for private latrine construction and water system improvements.’


For output 3.4 the Strategy Note states ‘PPP approaches are most needed in WASH sector considering the mid income context and environment. Hence new demand will be met by capable private enterprises to improve the availability of affordable commodities for household water filtration, hand-washing facilities and latrine construction. The development of new community water systems will be done through effective community dialogue that will generate sense of purposeful leadership and ownership by the communities to ensure both affordability and effective management.





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ANNEX J: SURVEY

Survey questions

03.01.xlsx




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ANNEX K: COUNTRY VISIT OUTLINE

Formative Evaluation of the UNICEF EAPRO WASH Regional and Country programming strategies

May 2018 – January 2019

Country Office Information sheet

FORMATIVE EVALUATION OF THE UNICEF WASH REGIONAL AND COUNTRY PROGRAMMING STRATEGIES

IN THE EAST ASIA AND THE PACIFIC REGION 2014-2017/8


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About this assignment

IOD PARC have been contracted by UNICEF East Asia and Pacific to conduct a formative evaluation of WASH programming strategies at both regional and country level, to evaluate and guide future programming. The evaluation will assess relevance, effectiveness and sustainability of WASH programming strategies according to regional and national priorities in support of the 2030 agenda, specifically SDG 6.1 and 6.2.

The broad objectives of this assignment, as outlined in the Terms of Reference (ToRs) are to:

1. Provide evidence on whether regional and country WASH strategies are

relevant, effective and sustainable in each context (considering country

social-economic status, capacity, fragility etc.)

2. Inform any necessary re-positioning of relevant strategies to the specific

diverse country contexts

3. Define the most relevant priority area to focus on

4. Contribute to country, regional, and global learning and UNICEF’s

accountability

Ways of working

Whilst upholding principles of professionalism and independence as external evaluators, IOD PARC strives to ensure transparency and regular communication between ourselves and evaluation stakeholders throughout the duration of our work.

We welcome feedback from you throughout this engagement. Our contact details are provided in this document.

It is our pleasure to be working with UNICEF East Asia Regional and Pacific Office. We thank you for your time assisting us in undertaking this consultancy and being willing to set time aside for interviews and discussions with us, and especially to Country Offices who will/have hosted a visit by IOD PARC staff.

Country Study Visits

We are hoping that four countries in the region will be the focus for country studies in this formative evaluation. These are: Cambodia, China, Indonesia and Myanmar.

One of the consulting team will undertake a short-visit to each country. Our aim in these visits is to both gather data for the evaluation but also provide useful feedback and potentially technical input to the country teams. The consultants undertaking the visits are experienced WASH practitioners who have worked extensively in the sector and region. They have also undertaken similar work for other offices in UNICEF, the World Bank, WaterAid, WSSCC, The Gates Foundation and Water.org so can hopefully also share that experience.

The main output from the visit will be a 10-page country study report but we would also look to

provide a shorter more immediate presentation of findings and possible enhancements.

The visits will be short (3-4 days) and will we hope include the following activities:




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1. Initial briefing with UNICEF country office staff

2. Interviews with UNICEF WASH specialists

3. Interviews with Senior UNICEF management including if possible the Country

Rep and other sector specialists (e.g. Nutrition, Health and Education)

4. Interviews/group sessions with relevant Government officials such as line

ministry representatives

5. Interviews/group sessions with other development partners – these will vary

across countries but for example we would like to talk to the World Bank,

WaterAid, Plan International, local NGOs/civil society organisations who are

influential in the sector and relevant donors

6. A wrap up workshop/group session to feedback findings

We recognise that availability of staff/interviewees is likely to influence the precise agenda and there will be limits to what we can achieve in-country. If there are key people not available, we are happy to follow up by phone or skype after the visit has taken place. Our aim is to ensure the visit is not too demanding on local UNICEF staff. The consulting team are happy to organise our own interviews if this is appropriate. We expect each interview to last approximately 45 minutes.

Background to UNICEF programming

In line with UNICEF’s global 2016-2030 Global Strategy support in the region aims to evolve from primarily a ‘downstream’ model providing finance and technical assistance for WASH service delivery, to one where ‘upstream’ support, focusing on building and strengthening the enabling environment is provided. UNICEF has classified their strategic WASH activities against three criteria: Continue learning and adapting; Do better and Move in new directions.

Understanding the regional context is essential to assess the relevance, effectiveness and sustainability of current programming. This requires us to understand the overall socio-economic and development landscape of the region, and to propose WASH approaches appropriate to emerging challenges and trends within the region.

Our approach is to focus our inquiry on addressing the following high-level question areas:

1. What is the role of context in how strategy is conceptualised in Country

Programmes?

Exploring this question will help to understand how UNICEF’s Country Strategy is being implemented, the enablers and blockers to that as well as linkages and coherence to the strategies of other sector actors and government. Where issues and challenges are identified it will be helpful to explore how they are being addressed.

2. How important is strategic alignment (or coherence) – and with what?

In exploring this question, we are seeking to understand the role that UNICEF is playing in a country context and where and how it aims to develop this further. Linkages and coherence with Government and other sector players will assist in drawing out the challenges and value addition of collaboration and learning.




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1. What are the main challenges to the translation of strategy formulation into

strategy execution?

This question is both operational in looking at current strategy, but also forward looking and aims to understand how UNICEF can position itself and contribute strategically to building the environment for the achievement of the SDG’s. An underlying question is whether UNICEF is ‘able to do the ‘right things’ at opportune times and in ways which build a supportive environment for the achievement of the SDG’s.

These framing questions will be used to inform the individual and small group interviews that we plan to hold in each country visit:

Proposed Semi Structured Interview Outline:

UNICEF Country Staff

1. What is the focus/balance of your CP WASH Strategy (upstream and downstream)?

• How coherent is it with the Global WASH Strategy?

• How integrated is it with the government’s strategy and the strategies of other development actors?

• How integrated is the WASH Strategy with the strategies of other UNICEF sectors?

• What are the opportunities and threats (enablers and inhibitors) to you achieving your strategic objectives?

• How can you build on the enablers or address the inhibitors?

• What is the role of other sector actors in contributing to your work and of UNICEF

2. How does EAPRO support contribute to achieving your strategy?

• Is their input/support: essential, desirable, useful or not useful.

• How could it be enhanced?

• Where else do you get or look to support from?

3. What support or input would potentially transform the programme?

Other Sector Actors

1. What is the focus of your WASH programme?

• How does your strategy complement that of UNICEF and other sector actors?

• What do you see as your value addition/USP?

2. In what ways do you collaborate with UNICEF/others

3. Where do you see the challenges and gaps in addressing WASH in the country programme?

• What support/input/ideas would you really like to see?




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• What actions or inputs would make a big difference to addressing blockages to WASH in the country?

Government

1. In what ways does the UNICEF Programme contribute towards the countries overall

WASH strategy?

• In what ways does UNICEF collaborate with the Government’s WASH programme?

• What does UNICEF do that you regard as critical (possibly because they are the only ones providing this support/ their particular skill area etc)?

2. How do you see UNICEF in comparison to other sector actors?

• Are there gaps or major challenges in the sector that need more input?

• Are there areas of need that you feel UNICEF could make additional contributions to?

• If so, why do you think this? What do you see they could bring?

3. How well do the WASH sector actors collaborate in the country?

• Are there any external collaborations that are of benefit?

• What works well and why?

• Where are the gaps and what do you see are the challenges?




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ANNEX L: VALIDATION WORKSHOP AGENDA AND PARTICIPANT LIST

No. Title Name Position Agency

1 Mr. Mark Keen IOD PARC IOD PARC

2 Mr. Santepheap Heng WASH Specialist UNICEF Cambodia

3 Ms. Yan Fang Monitoring & Evaluation Specialist UNICEF China

4 Mr. Kencho Namgyal WASH Specialist UNICEF DPRK

5 Mr. Waqairapoa Tikoisuva WASH Specialist UNICEF Fiji

6 Mr. Mitsunori Odagiri WASH Specialist UNICEF Indonesia

7 Mr. Bishnu Timilsina Chief WASH UNICEF Laos

8 Mr. Batnasan Nyamsuren WASH Officer UNICEF Mongolia

9 Ms. Louise Maule Chief WASH UNICEF Philippines

9 Mr. Friday Nwaigwe Chief Child Survival & Development UNICEF Vietnam

10 Mr. Evariste Kouassi-Komlan Regional Adviser, WASH UNICEF EAPRO

11 Mr. Guy Hutton Senior Adviser, WASH UNICEF HQ

12 Ms. Anu Gautam WASH Specialist UNICEF EAPRO

13 Mr. Riccardo Polastro Regional Adviser, Evaluation UNICEF EAPRO

15 Mr. Michael Kibunja WASH Consultant UNICEF EAPRO

List of Participants

Evaluation of the UNICEF WASH regional and country programming strategies in the East

22 March 2019, Grand Centre Point Ploenchit Hotel (Executive Boardroom)




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