UNICEF ETHIOPIAWASH CPD2012-2016

January 2012 - June 2016

Evaluation of the UNICEF Ethiopia Water, Sanitation & Hygiene (WASH) Country Programme Document (CPD)

UNICEF ETHIOPIAWASH CPDEvaluation of the UNICEF Ethiopia Water, Sanitation &Hygiene (WASH) Country Programme Document (CPD)

January 2012 - June 2016

2012 - 2016

CPD Contribution

The country programme document (CPD) de� ning the UNICEF support for the WASH Sector from 2012 to 2016 sought to help the government of Ethiopia to:• Extend new (or rehabilitated) improved

drinking water access to 2.8 million people.

• Assist 2.8 million people with obtaining access to household latrines and 7,000 villages to achieve open defecation free (ODF) status

• Provide improved WASH facilities to 460 Health Centres and Health Posts.

• Introduce a package of improved drinking water and latrines, handwashing and hygiene education programmes in 450 schools (with menstrual hygiene facilities in some schools).

ContextIn 2015 Ethiopia achieved the drinking water MDG target of 57 per cent, successfully halving the number without access to improved drinking water since 1990. This means that over 52 million people in Ethiopia now have access to an improved drinking water source (within 1.5 km) as compared to only 6 million people in 1990. This achievement is primarily the consequence of signi� cant improvements in ac-cess to drinking water supplies in rural areas. Moving forward, this improved drinking water access is challenged by the sustainability of water supply schemes associated with the low reliability of water resources particularly in the more arid regions of Ethiopia.

While Ethiopia did not quite achieve the MDG for sanitation, the practice of open defecation was decreased by 63 per cent (the largest decrease in the propor-tion of the population practicing open defecation of any country globally). 67 million people gained access to a latrine over the MDG period at an average of 2.6 million people per year. These numbers do not even re� ect the acceler-ation in the reduction of open defecation since the launch of the Community led Total Sanitation and Hygiene (CLTSH) programme by the Federal Ministry of Health (MoH) in 2011. However, despite this impressive progress the over-all numbers do mask some of the differences in progress between the different regions as well as the more challenging pockets of deprivation.

Overview

Urban

Cov

erag

e in

(%)

Cov

erag

e in

(%)

Source: JMP (2015)

100

80

60

40

20

0

100

80

60

40

20

0

100

80

60

40

20

0

100

80

60

40

20

0

0

74

8

8

03

43

54

1

35

48

16

12

30

45

13

39

11

30

20

6

27

40

27

34 2992

29

14

28

143

8

30

100

0

28

1

12

48

39

1637

56

1990 2015 1990 2015 1990 2015

1990 2015 1990 2015 1990 2015

Drinking Water MDG Progress

Sanitation MDG Progress

Rural Total

Urban Rural Total

Piped onto premises Others Improved Others unimproved Surface water

Improved facilities Shared facilitiesOthers unimproved Open defecation

UNICEF WASH CPD (2012–2016) Results

#sch

ools

prov

ided

with a

com

plete

WASH pa

ckag

e

88% 82%

158%

160%

120%

# (l

oga

rith

mic

sca

le)

#hea

lth fa

cilitie

s

prov

ided w

ith pr

ovide

d

WASH fa

cilitie

s

#ope

n defe

catio

n

free (

ODF) vil

lages

in tar

get K

ebele

s

#new

user

s of

hous

hold

toile

ts

# use

rs of

new or

reha

bilita

ted

water s

chem

es

1

10

100

1,000

10,000

100,000

1,000,000

10,000,000

CPD Target

Achieved (June 2016)

Num

ber

of b

ene�

ciar

ies

4 5

UNICEF ETHIOPIA WASH CPD

2012 - 2016

CPD Scope The UNICEF programme of support from 2012 to 2016 was spatially focused in the following areas:• 86 Rural woredas: to extend access to improved

drinking water; to support villages to achieve open defecation free (ODF) status and support households to gain access to sanitation facilities; to provide WASH facilities in schools and health centres; to sup-port improved hygiene behaviour change.

• 8 Small/Medium Towns: to improve the quality of ac-cess to drinking water and sanitation, solid waste and fecal sludge management, environmental hygiene and menstrual hygiene services.

• 64 Non-DRS woredas: to respond to the emergency humanitarian needs associated with refugees and IDPs (2013–16), droughts (2014–15), � oods (2016) and an acute watery diarrhea outbreak (2016).

• 22 DRS woredas: to improve local governance and service delivery the water insecure woredas were targeted through the Developing Regional States (DRS) programme implemented by the United Na-tions Country Team.

• 382 CWA woredas and 144 CWA Towns: to improve WASH in schools and health facilities through the � nancial contribution of UNICEF to the multi-donor Consolidated WASH Account (CWA) of the One WASH National Programme (OWNP).

• 8 regions: to strengthen the capacity of regions to collate water, sanitation and hygiene data as the basis for sectoral learning and the coordination of implementation activities.

CPD Size Over the period from 2012 to 2016, the UNICEF CPD received a total of US$ 118.5 million from a total of 28 donors. While DFID was the largest donor contributing a total of US$ 29.5 million to the CPD, central � nancing from UNICEF was the second largest contributor at US$ 22.7 million. However, if all of the UNICEF � nancing sources are considered (i.e. UNICEF Central, Thematic and National Committees) the overall UNICEF � nancing contribution almost equalled the DFID contribution (i.e. US$ 29.4 million).

UNICEF WASH CPD (2012–2016) SIZE

MOF

DFIDUIC

EFDutch CID

ADFDA

CERF

JAPA

NGlobal

German

y

Finland

German

NatC

omSpain Ita

lyHRF

ECHOUSA

SIDA

Consol N

atCom

UK NatC

om

Swizerla

nd

Australi

a

Canad

a

Russia

Fed.

UNDP

Swiss N

atCom

Demmark

Irish Aid

Finish N

atCom

0

10

20

30

MoWIE MoH CSAMoEd. MoUDC NDRMC

118.5m Dollars

7 Ministries

9 Directorates

10 Regions

20Firms

20 Bureaus

86 Woredas

8 Towns

10 NGOs

4 UN Partners

7 Academia

4 CWA Partners

28Donors

Finland AfDB DFID WB WHO UNESCO UNOCHA UNHCR

UO IRC AAU

BDU

UNC

UCL JHU

CWA CMP WaSH

Urban

WRDF

SSC

HEPHS

Planning Solid WasteADHORN RiPPLE WAE PIE WV

E RCS Oxfam SNV iRC iDE

Atlantic Burnside Hydro Derba

Saloman IPE AWW ICM

WSUP Hashim Lonadd Ethioda

SAB BDS Zenas Selam

SNNPR Tigray Amhara Oromia Somali

B.Gumuz Afar Gambella Harari Dire Dawa

Welenchiti Addishihu Kebridihar

Aboma Sheno Wukro Makegnit Jigjigga

6 7

UNICEF ETHIOPIA WASH CPD

2012 - 2016

CPD Regional Analysis

Water Supply: Over the course of the CPD, the UNICEF contribution in water supply has been directed to the regions with the greatest needs in terms of the numbers of people without suf� cient access to improved drinking water. The regions such as Oromia, Amhara and SNPPR with the largest unserved populations received the greatest UNICEF contri-bution. While this is ef� cient in having the greatest impact on national progress, it does not necessarily re� ect the increas-ing UNICEF focus over the CPD period on more resilient technologies in higher risk areas. Sanitation: the quantitative UNICEF contribution in sani-tation has been directed towards the three regions (Oromia, Amhara and SNPPR) that have the greatest number of open defecators. The relative contribution of the UNICEF program to reducing open defecation is most signi� cant in the three regions with the highest incidence of child stunting (i.e. Am-hara, Tigray and SNNPR). Tigray and Oromia also presenting the highest sanitation risks of having the highest rural open defecation densities of approx. 50 open defecators per km2.

WASH in School / Health Facilities: over the course of the CPD the UNICEF contribution to the improvement of WASH in schools and health facilities was primarily directed towards the more heavily populated regions (Oromia, Amhara and SNPPR) where the number of schools and health centres without adequate WASH facilities is the greatest. However, the most signi� cant contribution from the UNICEF engagement in the provision of WASH facilities in schools and health centres is the demonstration of the importance of the institutional collaboration of water, health and education agen-cies across Ministries, regional bureaus and woreda departmental of� ces. In this sense, the development of the processes and engagement guidelines, facility designs and management systems with suf� cient woredas and regions to generate a critical mass is most important. This has not only strengthened the systems for the US$ 10 million UNICEF contribution towards the improvement of WASH facilities in the more than 6,500 schools and health centres targeted by the CWA but it has also strengthened the system for the provision of WASH facilities more generally.

100Amhara Afar

Tigray

Benishangul

Gambella

SNNP

Oromia

Somali

Harar

Diredawa

29

40

75123

2

10

80

18

7

School WASH

UNICEF CPD contributed to improved WASH services

485Schoolsnew schools with improved

WASH services via UNICEF CPD

0-20%21-40%41-60%61-80%81-100%

UNICEF WASH CPD

Schools WASHWater

Amhara

Afar

Tigray

0-20%21-40%41-60%61-80%81-100%

Benishangul

Gambella

SNNP

Oromia

Somali

Harar

Diredawa

Addis Ababa

Water Access (<1.5km)

UNICEF CPD contributed to improved water

2.77mil People reached# people without access to

improved access to water in 2012

# new people with improved access to water via UNICEF CPD

UNICEF WASH CPD

1,200

45,625

167,638

572,726

76,586

69,226

448,516

16,950

241,009

1,130,980

Health Facilities

68Amhara Afar

Tigray

No D

ata41-50%51-60%61-70%71-80%81-90%

Benishangul

Gambella

SNNP

Oromia

Somali

Harar

Diredawa

23

32

9998

0

3

39

18

2

WASH in Health Facilities

UNICEF CPD contributed to improved WASH services for

383 Health FaclitiesHealth Facilities with improved

WASH services via UNICEF CPD

UNICEF WASH CPDUNICEF WASH CPD

Sanitation

Amhara

Afar

Tigray

Benishangul

Gambella

0-20%21-40%41-60%61-80%81-100%

SNNP

Oromia

Somali

Harar

Diredawa

Addis Ababa

UNICEF CPD contributed to improved sanitation

3.66mil

Sanitation

People reached# people without access to improved sanitation in 2012

# new people with improved sanitation via UNICEF CPD

2,450

41,864

282,414

1,243,220

70,967

70,967

796,792

19,250

170,171

1,045,212

8 9

UNICEF ETHIOPIA WASH CPD

2012 - 2016

CPD ExpendituresThe majority of the expenditure within the CPD project pillars over the CPD period was undertaken by the regions, collectively accounting for 75 per cent of the CPD expenditure. While 25 per cent of the overall budget was spent at the Federal level, the majority of this expenditure was directed towards umbrella contracts for the provision of goods and services for the bene� t of multiple regions. The CPD expenditure is highest in the regions of Oromia and Amhara, which have the greatest unserved WASH population. At the time of the estab-lishment of the CPD there was no separate urban program budget, however an urban budget and pillar of pro-gramme was added following the mid-term evaluation. Presented in this manner, the major variation in expendi-ture relative to the CPD budget was an increase in Emergency WASH expenditure, particularly in the Gambella and Afar regions. Annual CPD expenditure varied between US$ 20 million and 30 million per year, with major expenditures on the Urban and Emergency Programmes coinciding with the expenditure peak in 2015. The CPD allocation to the CWA was a total of US$ 2,225,000 in years 2014 and 2015.

Annual WASH CPD Expenditure

30

25

20

15

10

5

0

Year

US

$ (M

illio

ns)

Project Support

Rural Water

Rural Sanitation

Urban Wash

Emergency Wash

Sector Coordination

CWA

2012 2013 2014 2015 2016(Jan-Jun)

Expenditure (by Region)

302520151050

US$ (Millions)

Project Support

Rural Water

Rural Sanitation

Urban Wash

Emergency Wash

Sector Coordination

CWA

Federal

Oromia

Amhara

Tigray

Somali

SNNPR

Gambella

Afar

B.Gumuz

Dire Dawa

Harari

120

100

80

60

40

20

0

US

$ (M

illio

ns)

WASH Budget WASH Expenditure

Sector Coordination

Emergency WASH

Health Facility WASH

School Facilty WASH

Sanitation

Water Supply

Project Support Project Support

Rural Water

Rural Sanitation

Urban WASH

Emergency WASH

Sector CoordinationCWA

CPD Budget versus Expenditure

10 11

UNICEF ETHIOPIA WASH CPD

2012 - 2016

CPD Strategic Shifts

Over the course of the CPD there were several signi� cant strate-gic shifts that are worthy of note. 1. Payment for Results: signi� cantly altered the relation-

ships that UNICEF has with its partners. The strategic shifts in relationships included: replacing the trust funding of NGOs with payment on delivery; replacing the purchasing of equip-ment for government with the contracting for the delivery of the desired service; replacing � nancial transfers to govern-ment to procure multiple services with transfers to a lead consultant � rm after they deliver a well-managed bundle of goods and services.

2. Sustainable Systems: signi� cantly altered the approaches prioritized by UNICEF in different project areas. The strategic shifts in approaches included: replacing the low technology shallow sources of drinking water with more complex piped network technology accessing deeper water sources; replac-ing public � nancing of community owned infrastructure with the � nancing of woreda owned infrastructure; replacing tem-porary emergency service provision with accountable water utility structures; aligning structures within UNICEF to create a single point of responsibility for coordination in emergency and development programmes.

3. Public Provision Markets: signi� cantly altered the pro-duction function prioritized by UNICEF in public service provi-sion. The strategic shifts in the production function included: complementing community-led approaches to eradicate open defecation with the market based promotion of im-proved sanitation options; complementing demand creation for improved menstrual hygiene with the local production of menstrual hygiene pads; engaging with informal tail-end wa-ter vendors to improve and regulate the quality of the illegal water they sell.

4. Urban Services: signi� cantly altered the scope of the UNICEF engagement within the WASH sector. The strategic shifts in the scope of engagement were driven by the rec-ognition that: while the Ethiopian GTP2 recognizes urban centres as engines of economic growth however poorly managed WASH infrastructure will a burden on growth; while the majority of those without WASH services still live in rural areas where UNICEF has its major focus however the future global WASH challenges are increasingly urban; while the levels of access to improved urban WASH infrastructure is rel-atively high however the quality of services has been demon-strated to be relatively low.

5. Sector Wide Approach (SWAp): signi� cantly altered the mode of engagement by UNICEF with the WASH sector. The strategic shifts in the scope of engagement associat-ed with the development of the One WASH National Plan (OWNP) included – replacing multiple government-led plans of engagement with a single coordinated framework plan; replacing separate humanitarian and development WASH functions within UNICEF with a single coordination function; complementing separate UNICEF funding agreements with government with the UNICEF contribution to a pooled fund-ing mechanism.

CPD Structure Following the mid-term evaluation, the UNICEF programme of support for WASH under the CPD has been structured into the four pillars of Coordination, Rural, Urban and Emer-gencies. Just over 80 per cent of the total CPD expenditure was spent on the Rural and Emergency Pillars, with the Rural Pillar accounting for almost 50 per cent of the total CPD expenditure . The contribution of the Urban Pillar to the CPD results was small as most of the major WASH infrastructure works are still under construction.

86 Woredas 8 Towns

UNICEF WASH CPD (2012-2016) STRUCTURE

PILLAR 2 PILLAR 3

URBANWASH

PILLAR 1

WASH SECTOR COORDINATION

RURALWASH

EMERGENCYWASH

PILLAR 4

Support for Federal & Regional Coordination Structures

Need Based

5%Budget

46% Budget 14% Budget 35% Budget

12 13

UNICEF ETHIOPIA WASH CPD

2012 - 2016

Moving Forward

Of the stated OWNP goals to achieve ‘One Plan, One Budget, One Report’ and given the obvious challenges in consolidating the planning and budgeting of government and non-government agencies, the most likely short-term achievement will be ‘One Report’. In particular, given the challenge of centralizing monitoring information within the WASH sector, UNICEF could contribute to assisting woredas and regions to monitor WASH status through the introduction of water and sanitation spatial planning approval processes at the woreda and kebele level. This would mean that the information on the numbers of improved drinking water sources and sanitation facilities is routinely submitted by installers, rather than having to be periodically collected through surveys.

CoordinationThe UNICEF contribution to strengthening coordination is best understood in the context of the OWNP.

1. UNICEF deployed technical resources and advocacy to support the establishment of the OWNP including:• WIF (WASH Implementation Framework): which

establishes the targets and de� nes the roles and responsibilities of the various ministries and part-ners under the OWNP.

• MoU (Memorandum of Understanding): for the OWNP signed between the four ministries of water, health, education and � nance detailing the integration commitments on budgets, plans and reports.

2. UNICEF also supported the drafting of numerous documents necessary for the establishment of the pooled funding requirements for the Consolidated WASH Account (CWA) under the OWNP that included the: • FRA (Fiduciary Risk Assessment): for the CWA to

evaluate the level of � duciary and procurement risk associated with the PFM system and procurement processes within the WASH sector.

• CoC (Code of Conduct): for the CWA that de� ned the minimum requirements of development part-ners seeking to contribute to the OWNP through the CWA.

• POM (Program Operational Manual): for the CWA detailing the modalities of implementation. For some donors, this forms part of the legal require-ments to extend their � nancial support.

3. Phase I (2013–2015) of the implementation of the OWNP focused on preparing for Phase II (2015–2020) which commenced with the extension of US$ 485 million to the CWA by 5 partners (i.e. WB, DFID, AfDB, UNICEF and GoE). The UNICEF support over Phase I and Phase II of the implementation of the OWNP included:• Coordination: UNICEF supported sector coordina-

tion as the co-chair of the National WASH Working Group and co-chair of the Technical Working Groups for Urban; Emergency; Hygiene and Sanitation.

• Contribution: UNICEF contributed US$ 10 million to the CWA that was then directed by the govern-ment into improving WASH in health facilities and schools.

• Exchanges: UNICEF assisted the government of Ethiopia to access knowledge through South-South learning exchanges: with Tanzania deepening knowledge on pooled � nance and pooled program SWAp modalities informed the design of the OWNP; with Brazil resulting in a 2 year cooperation agreement to provide T/A for condominium sewage and a WASH regulatory framework;

• Information: UNICEF was instrumental in assist-ing the Government of Ethiopia to substantiate its claim to have met the MDG target for drinking water. This included support for the national and Somali WASH inventories and the hosting of a high level United Nations mission to reconcile this data with that of the Joint Monitoring Programme (JMP) data.

Support

Nutrition & WASH

multi-sector

initiatives

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ASH

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qualityImplem

ent

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exchange

w/India

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Organiz

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partn

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the

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UNICEF Contribution to Coordination

WASH Implementation Framework (WIF), Memorandum of Understanding between MoFinance, MoWater & Ministry of Health. Fiduciary Risk Assessment for the CWA, Code of Conduct for the CWA partners, Program Operational Manual (for the Consolidated WASH Account), Living Standards Measurement Study, Central Statistical Agency (CSA)

14 15

UNICEF ETHIOPIA WASH CPD

2012 - 2016

Rural WaterOver the course of the WASH CPD the UNICEF contribution to rural water sup-ply included:

1. Self-Supply: Initiatives that sup-port user groups to improve their own supply which included: policy guidelines for the government to accelerate drinking water self-sup-ply; strengthening the supply chain for handpumps by shifting from international to local procurement; testing modalities for the woreda to co-� nance user groups to install simple water supply options.

2. Appropriate Technology: Initia-tives that support the develop-ment and adoption of appropriate technologies, which included: bottleneck analysis of the chal-lenges for the private sector in the extension of water technologies; research and development of ap-propriate technology options to im-prove the design of rope pumps, 50 mm small bore handpumps and sludge well drilling; training of local artisans and users in the installa-tion and use of these appropriate technology options.

3. Conjunctive Water Use: Initiatives that support multiple use water services (MUS) which included: guided Learning on Water and Sanitation (GLOWS) modules to support problem-based self-learn-ing on drinking water supply and food security; training of 100+

associations and 790 members of Local Service Providers (LSPs) in O&M, WASHCO management, en-trepreneurship, business planning and basic accounting.

4. Sustainable Water Options: Initiatives to formalize the role of community institutions in the de-livery of water services, which in-cluded: drafting of a Bill assigning legal accountability to WASHCOs in SNNPR (including mandatory roles for females in committees); the development of modalities for woredas to prioritize, plan and design drinking water assets for WASHCOs to operate and main-tain.

5. Water Sources: Initiatives to support the securing of water re-sources against future risks, which included: introducing remote sensing technologies to improve the hydrogeological knowledge of groundwater aquifers; testing of technologies for deep drilling, sleeving and screening wells to mitigate � uoride risks; undertaking capacity-to-pay, willingness-to-pay and time versus cost analysis to understand the thresholds of the demand from consumers for high-er quality water services.

Moving Forward

All WASHCOs and user groups should be regulated by some form of ‘quality of service’ agreement with the respective woreda. This contract should stipulate the minimum standards for water safety, inclusion and O&M that WASHCOs or User Groups are required to meet. Such a contract could be incentivized with a � ne for a failure to meet the speci� ed standards, and a bonus for meeting standards. Generating information on all self-supply and NGO projects, as well as woreda or CMP projects, could be achieved through the imposition of ‘planning approval’ processes by the respective kebele. Linking the necessity for planning approval from the ke-bele for any for household / community / NGO / WASHCO / woreda installed drinking water assets would enable information to be generated on all water assets within a kebele. This would also enable a minimum standard for drinking water facilities to be established and licensed.

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16 17

UNICEF ETHIOPIA WASH CPD

2012 - 2016

Rural SanitationThe UNICEF contribution to rural sanitation within the national CLTSH strategy was targeted towards:

1. WASH & Health: strengthening systems for the provision of WASH facilities in 460 Health Centres not only improves the 2500+ WASH facilities under the CWA but also provides the basis to improve the materials / training of health professionals on diagnosing ailments asso-ciated with poor hygiene and sanitation.

2. WASH & Education: similarly the 450 schools targeted under the CPD strengthened systems for the delivery of 4000+ WASH facilities in schools under the CWA. This also enabled UNICEF to engage in improvements in the WASH materials and curric-ula and the training of schools

teachers by TVETCs.3. Hygiene & Sanitation: on the

demand side, UNICEF support-ed the sanitation and hygiene behaviour change by testing and re� ning the CLTSH guide-lines and supporting TVETCs to train HEWs in the targeted rural woredas. On the supply side, UNICEF supported the human centred research and develop-ment of a locally manufactured concrete latrine slab and cover (SanMark) in 3 regions.

4. WASH & Nutrition: the UNICEF CPD focused on the contribution of WASH (partic-ularly hygiene and sanitation behaviour change) to improved

nutritional outcomes for chil-dren. This resulted in revisions in the Family Health Cards link-ing the individual growth chart of infants to desired hygiene behaviours and the associated refresher training for HEWs.

5. Menstrual Hygiene: the UNICEF WASH contribution to improving menstrual hygiene services is leveraging sup-port from other UNICEF pro-grammes including Child Protec-tion, Education and Health. The focus on to improving both the supply and demand for sani-tary napkins through women’s groups (WGs) is applied in various settings (i.e. schools, communities, markets).

Moving Forward

In the future CPD, it is recommended that the UNICEF programme place greater focus on the strengthen-ing of sanitation markets. This potentially requires UNICEF to engage: 1. In strengthening of the sanitation supply chains (i.e. product development, promotion, transportation,

access to � nance). Technologies such as the SaTo pan developed by American standard offers a light weight no (or low) water hygienically sealed latrine that lends itself to market promotion.

2. With development partners (i.e. WB, IFC, GIZ) who are working to address the fundamental constraints for the private sector in Ethiopia . Sanitation and hygiene markets may be an opportunity for the govern-ment to enable the private sector to deliver essential public services.

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18 19

UNICEF ETHIOPIA WASH CPD

2012 - 2016

UrbanThe UNICEF engagement in the urban sub-sector spans the CPD 2012–16 and the CPD 2016–20. It is anticipated that the UNICEF target of providing sustained urban WASH services for 250,000 people will be reached in 2018 (and exceeded by 25 per cent in 2025) through a strategic focus in the following six result areas:

1. R1 Governance: knowledge provision (i.e. establishing of the � nancing agreements for the WRDF to on-lend to the TWUs); knowledge exchanges (i.e. the establishment of a South-South agreement with Brazil to provide techni-cal assistance to design condominium sewer-age and draft an urban regulatory framework);

2. R2 Private Sector: strengthened urban WASH ef� ciency by engaging with the private sector via: Results based � nancing (i.e. deploying the Build-Capacity Build-Transfer (BCBT) modality of letting a single contract for the drilling and civil works, the supply and � tting of electro-mechan-ical equipment, the defects liability and capacity building of town water utilities);

3. R3 Resilience: improved water resources and urban WASH linkages by: Servicing peri-urban areas (i.e. extending piped networks from resilient water resources to 32 satellite villag-es, developing the business plans and revenue models based on willingness to pay studies for the TWU to establish the operational modalities to sustain these village water services);

4. R4 Equity: strengthened gender equity and social inclusion in urban WASH through: Loud-er voice (i.e. engaging with schools, CSOs and HEWs to demand quality public services); greater participation (i.e. engaging with TWUs to solicit the participation of all segments of civil society in the design of urban services); client power (i.e. strengthening the TWU reliance on revenues generated by poor consumers);

5. R5 Facilities: delivered an improved quali-ty of services from integrated urban WASH infrastructure through: water supply (i.e. the upgrading of water sources, transport, storage, treatment and distribution systems in 6 towns and 32 satellite villages); sewerage (the design and installation of a condominium system in 1 town); fecal sludge (equipping local entrepre-neurs to empty and transport fecal sludge to drying beds in 7 towns); sanitation (construction of public sanitation facilities in 7 towns), solid waste (i.e. developing house-to-house collection processes, transfer stations, transport systems and sanitary land� lls in 8 towns).

6. R6 Capacity: human resources capacity devel-oped to manage urban WASH services through: identifying capacity gaps, testing of capacity building, certifying of the manuals and expan-sion of the capacity building (i.e. the hosting of the modules by the Open University). In par-ticular the training of HEWs on urban hygiene and sanitation (quite distinct from rural hygiene and sanitation) and training of utilities on water safety planning required particular attention.

7. Menstrual Hygiene: the UNICEF WASH contri-bution to improving menstrual hygiene services is leveraging support from other UNICEF pro-grammes including Child Protection, Education and Health. The focus on to improving both the supply and demand for sanitary napkins through women’s groups (WGs) is applied in various settings (i.e. schools, communities, markets).

Moving Forward

Possibly the biggest risk to the sustainability of urban WASH is the under-pricing of water and sanitation services. The high access but low quality of services is a function of the inability of the service provider (i.e. the TWU) to raise the � nances necessary to maintain a quality service standard. Redressing this requires the clear separation of the 3 relationships that the municipality has with the TWU.• As the owner: the municipality is the majority shareholder of the TWU which enables the municipality

to appoint the CEO, approve business plans, potential mergers and dividends. • As the license holder: the municipality should exercise this relationship through a performance-based

contract with the TWU de� ning a minimum quality of service and inclusion standards. • As a � nancier (and legacy asset owner): the decision of the municipality to extend � nance or assets to

the TWU should be governed by the ability of the TWU to provide a return on investment.Without this clear separation of roles, the effect of any Regulatory Authority on establishing an association between the quality and the price of water and sanitation services will be undermined by the multiple ave-nues through which municipalities can undermine a hard budget constraint for TWUs.

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20 21

UNICEF ETHIOPIA WASH CPD

2012 - 2016

Emergency WASHThe UNICEF contribution through the CPD is best understood in two major periods de� ned by the onset of refugee and natural humanitarian emergencies. The Period from 2012 to 2014With the in� ux of refugees from South Sudan, UNICEF seconded a WASH humanitarian co-ordinator to UNHCR in the Gambella region. In support of the UNHCR management of camp services, UNICEF worked with the Gambella Regional Water Bureau to raise the funds, design, install and ensure the O&M of a piped network delivering water to 130,000 people in Kule and Tierkidi refugee camps and the host communi-ties.

The Period from 2015–2016With the onset of the 2015 droughts, UNICEF led the coordination of the WASH response and also responded with the distribution of non-food items (NFIs) including water trucking during the initial emergency phase. In the medium term, UNICEF

coordinated the WASH needs assessments, the preparation and costing of a response plan and a successful international appeal raising a total of US$ 80 million. The division of responsibilities in the response plan witnessed UNICEF taking the major responsibility for the procurement of WASH non-food items. UNICEF also was respon-sible for identifying and addressing long-term structural problems in the form of more resilient infrastructure technology options in the most water insecure areas. The UNICEF focus on more resilient technology options included: the intro-duction of real-time-monitoring of the function-ality of schemes using Akvo Flow technology; the deployment of remote sensing, research and development for the identi� cation of resilient water sources; the establishment and training of WASHCOs to operate and maintain these facili-ties. As the responsibility for response lies with the regional bureaus, humanitarian support at the regional level was also coordinated by UNICEF in its role as co-chair of the WASH Technical Team.

Moving Forward

There are signi� cant risks to human and economic development in Ethiopia that are posed by natural disasters—the majority of which are associated with the extreme scarcity or abundance of water resources. Water is also the primary medium through which the impact of Climate Change will be mediated. Adapting to the risks of rapidly changing water patterns will require the evolution of new water, wastewater and hygiene practices, as well as the evolution of insti-tutions better suited to managing the multi-sectoral risks associated with climate change and emergencies. Mainstreaming disaster resilience and response is one area where UNICEF could potentially contribute to the implementation of the OWNP. Within the OWNP, this could include:• the inclusion of a zero budget line item within the CWA for responding to emergencies. This

could enable CWA funds to be re-allocated within the CWA to be channelled through pre-de-� ned emergency processes.

• strengthening the merging of emergency WASH cluster coordination mechanisms within the national, regional and woreda level coordination committees.

• increasing the development of capacity for mapping water resources, predicting water re-source variability and de� ning mechanisms to ensure that suf� cient water is safeguarded for the drinking water sector.

Drinking Water Resilience vs Response Logic

Addistional Cost of resilient water options

Risk = Cost + Probability of Drought Severity

1 in 100 years

Co

st

1 in 50 years 1 in 20 years 1 in 10 years

Cost avoided by resilient water options

Low cost water optionsResilient water options

Probability of severe drought

Pre - Disaster

Response

Post Disaster

Mobile Monitoring of System

functionality

Design & install Resilient Schemes in High risk areas

Support for one WASH TC at

the resional level

Combine UNICEF OWNP/ Emergency

coordination role

BCBT for WASH in camps developed

Develop WaterUtility model for O&M incamps

Design/ constructWASH facilities for refugee camps

WASH response

plan

Ongoingassistance

Damageassessment

Immediateassistance

Saving People

Warning

Water truckingguidelines

Coordination as co- Chair WASH emergency TWG

Respond with WASH

NFIs (incl. trucking)

Secondment to UNHCR

for Regional Co-ord

Disaster riskassessment

Disaster risk Reduction

Disaster preparedness

Resillient Design

Economic Risk

Assessment

DevelopmentActivities

Economic &Social

Recovery

Reconstruction& Resettlement

Infrastructurerestoration

Coordinate WASH appeal

WASH response

procurement

Regional Coordinationas co- Chair

WASH TC

UNICEF Contribution in Emergency WASH

2014 - 2016

2012 - 2014

22 23

UNICEF ETHIOPIA WASH CPD

Contact Samuel GodfreyWASH Section Chief Unicef Ethiopiasgodfrey@unicef.org