ANNUAL REPORT_2008.pdf - Rural Water Supply and Sanitation ...
ANNUAL REPORT_2008.pdf - Rural Water Supply and Sanitation ...
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1 · RWSSFDB Annual Report 2008
Few Words<br />
F<br />
irst of all, on behalf of the <strong>Rural</strong><br />
<strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Fund<br />
Development Board (the Board) I wish<br />
all the best in year 2066 to all partners, stakeholders <strong>and</strong><br />
beneficiaries of the programme supported by this Board<br />
<strong>and</strong> hope the Year 2066 adds another milestone in the<br />
development of <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> sector<br />
in Nepal. This annual report reflects back on the Board’s<br />
overall performance, draws lessons from successes <strong>and</strong><br />
failures over the last year <strong>and</strong> formulates forward looking<br />
organisational resolutions for New Year 2066.<br />
In April/May 2008, negotiations with the International<br />
Development Association/World Bank were concluded for<br />
Grant Assistance of US$ 27 Million as Additional Financing<br />
to RWSSP II, thus extending the project period up to 31<br />
Dec, 2010. To this effect, the grant Agreement between the<br />
Government of Nepal <strong>and</strong> IDA/the World Bank was signed<br />
on August 26, 2008 <strong>and</strong> Subsidiary Agreement between the<br />
GoN <strong>and</strong> the Board was signed in Oct 2008. By end of March<br />
2009, the Board has been able to complete 572 water supply<br />
<strong>and</strong> sanitation schemes (cumulative progress) in more than<br />
70 districts of Nepal benefiting 426,288 populations with<br />
supply of safe drinking water <strong>and</strong> increased access to<br />
sanitation facilities. Furthermore, about 800 WSS schemes<br />
are in development <strong>and</strong> implementation phase to be<br />
completed by end of 2010 with a cumulative target of<br />
benefiting 1.04 million populations with safe drinking water<br />
<strong>and</strong> sanitation facilities. Compared to the 74% annual<br />
expenditure of FY 2064/65, the trend up to second trimester<br />
indicates the budget realisation will be above 80% by end<br />
of FY 2065/66.<br />
The Board has adopted a dem<strong>and</strong> led approach to <strong>Water</strong><br />
<strong>and</strong> <strong>Sanitation</strong> where the communities take lead role in<br />
identification, planning, <strong>and</strong> execution of rural water supply<br />
<strong>and</strong> sanitation schemes. The successes of this approach have<br />
been applauded by stakeholders at different levels. In April<br />
2008, senior executives from the World Bank headquarters<br />
visited WSS schemes in Kaski <strong>and</strong> interacted with the<br />
communities <strong>and</strong> were very much impressed with the<br />
impact of the project on rural households. This gave positive<br />
push to the decision for additional financing of the project.<br />
Similarly, the Board’s participation <strong>and</strong> effective<br />
presentation of the real life stories by community members<br />
together with demonstration of models of WSS schemes in<br />
the <strong>Water</strong> Week (17-20 Feb, 2009) held in Washington DC<br />
attracted a lot of interest among senior officials of the World<br />
Bank for continued support to the rural water <strong>and</strong> sanitation<br />
programme in Nepal. Furthermore, the RWSSP II<br />
achievements <strong>and</strong> successes were shared with policy makers<br />
<strong>and</strong> high ranking government officials engaged in water<br />
<strong>and</strong> sanitation sector in Nepal through workshops <strong>and</strong><br />
seminars, which contributed towards creation of good<br />
momentum for appreciation <strong>and</strong> recognition of the Board’s<br />
approach. Now the responsibility lies with us for capitalising<br />
on the positive synergies created at higher level for design<br />
even more effective <strong>and</strong> up scaled RWSS programme<br />
beyond Dec 2010.<br />
We all are aware that challenges of meeting the millennium<br />
development goals <strong>and</strong> national WSS targets are further<br />
aggravated by multifaceted issues like: the worsening<br />
security situation in Tarai where the project activities at<br />
times are hampered <strong>and</strong> delayed, increasing price of the<br />
non-local material cost for the schemes resulting in high<br />
per capita cost, growing need to take the WSS services <strong>and</strong><br />
facilities to remote districts <strong>and</strong> communities that are not<br />
yet been served requiring high operational costs <strong>and</strong><br />
additional efforts, <strong>and</strong> shortage of technical human<br />
resources in the market with increasing dem<strong>and</strong> elsewhere<br />
in/outside the country for such expertise resulting in nonavailability<br />
of qualified people for design <strong>and</strong> supervision<br />
of the hardware/construction part of the schemes. The<br />
Board holds the view that tackling these challenges <strong>and</strong><br />
proving ourselves capable of delivering good quality<br />
services to the needy communities require coordinated<br />
efforts of all stakeholders at different level.<br />
Let’s join h<strong>and</strong>s for tackling the challenges faced by the<br />
RWSS sector <strong>and</strong> proving ourselves capable in improving<br />
the overall sector performance to bring it to higher level.<br />
Arjun Narsing Rayamajhi<br />
Executive Director<br />
2 · RWSSFDB Annual Report 2008
Contents<br />
Few Words<br />
About RWSSFDB 1<br />
Objectives 1<br />
Key Strategy 1<br />
Board’s Working Modalities <strong>and</strong> Guiding Principles 2<br />
Programme Component 2<br />
Scheme Cycle 2<br />
Major Achievements 3<br />
Community Organization <strong>and</strong> Mobilization 6<br />
<strong>Water</strong> <strong>Supply</strong> System <strong>and</strong> Operation & Maintenance 9<br />
Environment Management Plan & <strong>Water</strong> Quality 12<br />
Health, Hygiene <strong>and</strong> <strong>Sanitation</strong> 15<br />
Poverty Reduction Through Women Technical Support Service 18<br />
Jeevika Karyakram 19<br />
Human Resource Development 20<br />
Social Inclusion 21<br />
Financial Transparency <strong>and</strong> Accountability 23<br />
Monitoring <strong>and</strong> Evaluation 24<br />
Jagaran Karyakram 25<br />
Partnership Building 26<br />
Sustainability of Scheme 27<br />
Institutional Development Studies 29<br />
Abbreviations 30
About RWSSFDB<br />
T<br />
he <strong>Rural</strong> <strong>Water</strong><br />
<strong>Supply</strong> <strong>and</strong><br />
<strong>Sanitation</strong> Fund<br />
Development<br />
Board (the Board) was established on<br />
March 14, 1996 by the Government of<br />
Nepal (GoN) through the Formation<br />
Order under the Development Board<br />
Act 1956 based on the lessons learnt<br />
from piloting a Community-Driven<br />
Approach to delivering water supply<br />
<strong>and</strong> sanitation services to rural people<br />
of Nepal. The pilot project (1993-1996),<br />
known as JAKPAS (Janata ko<br />
Khanepani Tatha Sarsafai<br />
Karyakram or People’s Drinking<br />
<strong>Water</strong> <strong>and</strong> <strong>Sanitation</strong> Program), was<br />
funded by a Japanese grant, <strong>and</strong> was<br />
used to field-test a new stratagem for<br />
service delivery that was dem<strong>and</strong>driven,<br />
community-designed,<br />
community-owned <strong>and</strong> communitymanaged.<br />
This represented a radical<br />
departure from the Government’s<br />
traditional supply-driven programs,<br />
one that was intended to bring<br />
resources closer to beneficiaries.<br />
Currently, the Board is implementing<br />
the Second <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong><br />
<strong>Sanitation</strong> Project (RWSSP-II, 2004-<br />
2009), which is a follow-on to the First<br />
<strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong><br />
Project (RWSSP-I, 1996-2003). It has<br />
adopted the general principles <strong>and</strong><br />
approaches of RWSSP-I with some<br />
improvements by incorporating<br />
lessons learnt <strong>and</strong> overcoming the<br />
shortcomings of RWSSP-I.<br />
Considerable emphasis was placed on<br />
ensuring participation by women,<br />
who are primarily responsible for<br />
water supply in households<br />
throughout most of rural Nepal, <strong>and</strong><br />
who became the project’s principal<br />
beneficiaries.<br />
The RWSSP-I project was funded<br />
through an IDA credit approved in<br />
1996. The RWSSP-I financed almost 900<br />
rural water supply <strong>and</strong> sanitation<br />
schemes that reached more than<br />
700,000 people. In 2004 the Bank<br />
approved the Second <strong>Rural</strong> <strong>Water</strong><br />
<strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Project (RWSSP<br />
II) – a follow-on project financed<br />
through an IDA credit of US$25.3<br />
million. In May 2008, the Bank<br />
approved an IDA grant of US $27.0<br />
million as additional financing.<br />
Together, these resources are<br />
expected to support close to 1,500<br />
water supply <strong>and</strong> sanitation schemes<br />
that will serve a population of more<br />
than one million people by Dec 31,<br />
2010.<br />
The Board is governed by seven<br />
Board members <strong>and</strong> the Executive<br />
Director acts as Secretary of the<br />
Board. The Board Policies are<br />
executed by only 48 staff comprising<br />
of 30 professionals <strong>and</strong> 18 support<br />
staff. The Board serves as an<br />
intermediary <strong>and</strong> is responsible for<br />
facilitating service delivery through<br />
support organizations <strong>and</strong> service<br />
agencies, with community<br />
participation in all stages of the<br />
project cycle including operation <strong>and</strong><br />
maintenance. Emphasis has also been<br />
accorded to social capital formation<br />
through mobilizing the communities.<br />
In accordance with government’s<br />
RWSS sector policy; the project has<br />
focused on empowering the rural<br />
communities in service delivery by<br />
developing a sense of ownership <strong>and</strong><br />
responsibility among them.<br />
Objectives<br />
The overall objective is to promote cost-effective <strong>and</strong> sustainable RWSSPs with<br />
full emphasis on community ownership <strong>and</strong> responsibility. The project aims to<br />
reduce poverty <strong>and</strong> raise the living st<strong>and</strong>ard of rural people by:<br />
<br />
<br />
Improving sector institutional<br />
performance<br />
<strong>and</strong><br />
mainstreaming “Fund Board”<br />
approach in the Government’s<br />
system, <strong>and</strong><br />
Supporting communities to form<br />
inclusive local water supply <strong>and</strong><br />
sanitation user groups that can<br />
plan, implement, <strong>and</strong> operate<br />
drinking water <strong>and</strong> sanitation<br />
infrastructure that delivers<br />
sustainable health, hygiene <strong>and</strong><br />
productivity benefits to rural<br />
households.<br />
Key Strategy<br />
To take only facilitating roles<br />
<strong>and</strong> keep the organization<br />
small <strong>and</strong> effective;<br />
To establish community<br />
institutions <strong>and</strong> strengthen<br />
the capacities of the<br />
community <strong>and</strong> assist it in<br />
project identification,<br />
planning, implementing <strong>and</strong><br />
managing the project; <strong>and</strong><br />
To mobilize support<br />
organizations like the NGOs<br />
<strong>and</strong> private sector<br />
organizations to support the<br />
community in capacity<br />
building <strong>and</strong> implementation<br />
of the project.<br />
1 · RWSSFDB Annual Report 2008
Board’s Working Modalities <strong>and</strong> Guiding Principles<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Dem<strong>and</strong> Driven <strong>and</strong> Participatory Approach<br />
Resource Allocation through SOs <strong>and</strong> Communities<br />
Local Resource Mobilization with Informed Choice of Technical <strong>and</strong> Service Level Options<br />
Community Procurement <strong>and</strong> Financial Transparency<br />
Equity in <strong>Water</strong> <strong>Supply</strong>, Health, Hygiene <strong>and</strong> <strong>Sanitation</strong><br />
Social Inclusion (Women, IP, Dalit <strong>and</strong> Disadvantaged People)<br />
Capacity Building of Governmental <strong>and</strong> Non-governmental Organizations<br />
Quality Control through Participatory Monitoring <strong>and</strong> Evaluation<br />
Cost-Effective Service<br />
Operation <strong>and</strong> Management of Schemes by Communities<br />
Backing Government’s Goal of Poverty Alleviation<br />
Coordination, Linkages <strong>and</strong> Partnership Building with Local Authorities <strong>and</strong> Other Programs<br />
Programme Components<br />
The project takes a holistic approach to delivering inclusive<br />
<strong>and</strong> sustainable rural water supply <strong>and</strong> sanitation services by:<br />
(a) integrating health <strong>and</strong> hygiene programs with water<br />
supply; (b) strengthening governmental <strong>and</strong> nongovernmental<br />
capacities to facilitate the delivery of rural water<br />
supply <strong>and</strong> sanitation services; (c) strengthening community<br />
capacity to operate <strong>and</strong> maintain improved water supply <strong>and</strong><br />
sanitation facilities; (d) empowering <strong>and</strong> providing<br />
opportunities to women <strong>and</strong> girls as the primary beneficiaries<br />
by involving them in planning, implementing, <strong>and</strong> managing<br />
the schemes; (e) ensuring that Dalits <strong>and</strong> Janajati (indigenous<br />
peoples <strong>and</strong> nationalities) households in the catchment areas<br />
served are also included <strong>and</strong> that these groups participate fully<br />
in the planning, implementation <strong>and</strong> management of the<br />
schemes; (f) assisting women to use the time saved in collecting<br />
water to identify opportunities to increase incomes <strong>and</strong> receive<br />
non-formal education.<br />
Scheme Cycle<br />
The schemes generally take about 36 calendar<br />
months with Pre-development, Development <strong>and</strong><br />
Implementation Phases to complete, <strong>and</strong> are divided<br />
into cycles that are designed to account for seasons,<br />
harvests <strong>and</strong> holidays. These have major significance<br />
for the timing of operations, which must take into<br />
consideration factors such as the availability of labor,<br />
<strong>and</strong> prevailing weather conditions <strong>and</strong> their impacts<br />
on site accessibility <strong>and</strong> construction. These factors<br />
are also important to consider for measuring the<br />
yield of different water sources, which vary widely<br />
by season. Post- Implementation Phase consists of<br />
24 calendar months considering the sustainability<br />
of the scheme.<br />
2 · RWSSFDB Annual Report 2008
Major Achievements<br />
Additional Grant Assistance from the World Bank/IDA<br />
T<br />
he International<br />
Development<br />
Association/The<br />
World Bank has provided a Grant<br />
assistance of US $ 27 million as an<br />
additional financing to overcome the<br />
cost deficiency for completing the<br />
schemes of the Second <strong>Rural</strong> <strong>Water</strong><br />
<strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Project <strong>and</strong><br />
some additional schemes. The grant<br />
agreement between GoN <strong>and</strong> the<br />
World Bank was signed on August 26,<br />
2008 at the Finance Ministry. Similarly,<br />
the project agreement between the<br />
World Bank <strong>and</strong> RWSSFDB was also<br />
signed on the same occasion. The<br />
World Bank that provided loan<br />
assistance for the execution of the First<br />
<strong>and</strong> Second RWSSPs has provided<br />
grant assistance for the first time to<br />
this project. In 2004 the World Bank<br />
approved the Second <strong>Rural</strong> <strong>Water</strong><br />
<strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Project (RWSSP<br />
II) – a follow-on project financed<br />
through an IDA credit of US$25.3<br />
million. In May 2008, the Bank<br />
approved an IDA grant of US $27.0<br />
million as additional financing.<br />
Together, these resources are<br />
expected to support close to 1,500<br />
water supply <strong>and</strong> sanitation schemes<br />
that will serve a population of more<br />
than one million by Dec 31, 2010.<br />
Original Project (RWSSP-II) Funds will<br />
be Sufficient to complete only 881<br />
schemes serving a population of<br />
6,83,064. Additional Financing of US $<br />
27 millions as grant has been signed<br />
between the IDA/World Bank <strong>and</strong><br />
RWSSFDB on August 26, 2008 with the<br />
time extension up to 2010 to complete<br />
following schemes. Delivering water<br />
supply <strong>and</strong> sanitation facilities in 582<br />
communities will benefit some<br />
4,07,400 additional people.<br />
231 Batch VII schemes<br />
351 Batch VIII Schemes<br />
400 Batch IX Schemes<br />
(Pre-Development <strong>and</strong><br />
Development Phases)<br />
400 Batch X schemes<br />
(Pre-Development Phase)<br />
At the end of Dec 2008, the Board has<br />
fully completed 571 schemes under<br />
RWSS II. Approximately 67,000<br />
household latrines <strong>and</strong> 560<br />
institutional latrines have been<br />
constructed <strong>and</strong> are being used. The<br />
Board at the country level has been<br />
contributing considerably in water<br />
supply <strong>and</strong> sanitation sector to<br />
support GoN in achieving the target<br />
of current plan <strong>and</strong> millenium<br />
development goal in the sector.<br />
Progress Status Against PAD <strong>and</strong> Additional Financing Target in 2008<br />
Year 2008 was the most crucial in terms of work performance since the activities of four batches were implemented simultaneously<br />
in this year i. e., the activities of the Implementation Phase of Batch-V, the Development Phase <strong>and</strong> Implementation Phase of<br />
Batch-VI <strong>and</strong> the Development Phase of Batch-VII <strong>and</strong> then the Pre-Development Phase of Batch-VIII. Works on SOs selection<br />
criteria of Batch-IX was also initiated this year. The progress status in 2008 is summarized in Table -1 below.<br />
Table - 1. Planned vs Actual Progress Compared with Original PAD <strong>and</strong> Additional Financing<br />
Original PAD Actual <strong>and</strong>/or Projected Additional Financing Total Target Actual achievement in 2008 Completion<br />
Batch<br />
No. of Pop. No. of Pop. No. of Pop. No. of Pop. No. of Pop. % Pop.<br />
Schemes<br />
Schemes<br />
Schemes<br />
Schemes<br />
Schemes<br />
covered<br />
Type/Phase<br />
Implementation Phase<br />
IV (from RWSSP I) 48 28800 47 35562 47 35562 47 35562 123 Impl. Phase<br />
V 244 146400 315 233986 315 233986 300 221976 152 Impl. Phase<br />
VI* 330 198000 350 246160 350 246160 154 117865 60 Impl. Phase<br />
VII** 359 215400 169 122356 231 161700 400 284056 Devt. Phase<br />
VIII*** 374 224400 351 245700 351 245700 Pre Devt. Phase<br />
Total Impl. Phase 1355 813000 881 638064 582 407400 1463 1045464 501 375403 46<br />
Dev’t Phase IX 400 280000 400 280000<br />
Pre-Dev’t Phase X 400 280000 400 280000<br />
Total 1355 813000 881 638064 1382 967400 2263 1605464<br />
Note:<br />
* 18 Schemes fully completed <strong>and</strong> 136 schemes physically completed<br />
** 271 schemes completed development phase covering 201352 populations; out of these 271 schemes 15 schemes contracted for Implementation phase <strong>and</strong><br />
remaining are in process of TAC / Board finalization.<br />
*** Received the PF reports of 450 schemes from SO covering 383898 populations; SA are currently mobilized for site appraisal.<br />
3 · RWSSFDB Annual Report 2008
Program Coverage<br />
The Board projects are spread to 74<br />
districts out of 75 districts in Nepal i.e.<br />
except in Mustang. In the year 2008,<br />
the Board program is extended to<br />
some of the remote districts such as<br />
Achham, Dolpa, Kalikot, Manang,<br />
Bhojpur, Terathum <strong>and</strong> Okhaldhunga,<br />
Taplejung, Rolpa, Rukum hiring the<br />
local NGOs even in partnership with<br />
efficient NGO working nearby<br />
districts.<br />
RWSSDF Act in Parliament<br />
In the beginning of RWSSP-II, it was<br />
visualized <strong>and</strong> agreed between the<br />
GoN <strong>and</strong> the World Bank/IDA to<br />
establish the <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong><br />
<strong>Sanitation</strong> Development Fund<br />
(RWSSDF) as a "Regular Sector<br />
Institution" <strong>and</strong> the process for this<br />
was initiated in the year 2002/03.<br />
However, in the meantime as the<br />
parliament was dissolved, it was<br />
agreed as a legal covenant in the<br />
Development Credit Agreement<br />
(Article V-Remedies of the<br />
Association) signed between the GoN<br />
<strong>and</strong> IDA for RWSSP-II that the Bill to<br />
establishing the RWSSFDB as an<br />
autonomous <strong>and</strong> regular sector<br />
institution will be tabled in the<br />
parliament within six months of it<br />
being convened.<br />
In this context, as the parliament was<br />
"in place" in year 2005 the Board with<br />
support from the MPPW re-started the<br />
process <strong>and</strong> re-obtained the cabinet's<br />
approval 'in principle' on the Draft Bill<br />
to establish the RWSSDF on July 02,<br />
2007. After this, the Bill was discussed<br />
in a series of meetings held at the<br />
Ministry of Law Justice <strong>and</strong><br />
Parliamentary Affairs (MoLJ & PA)<br />
<strong>and</strong> Ministry of Physical Planning <strong>and</strong><br />
Works (MPPW) in the process of its<br />
review <strong>and</strong> finalization. Finally, the<br />
Draft Bill was finalized by involving<br />
the representatives from MoLJ&PA,<br />
MPPW, the Board <strong>and</strong> the World<br />
Bank; <strong>and</strong> MPPW forwarded it to the<br />
cabinet on Sept 07, 2007for approval<br />
to present it in the parliament.<br />
Consequently, MPPW registered the<br />
Bill in the parliament on Jan 10, 2008.<br />
The Board has started consultation<br />
with CA members in different<br />
occasions to bring up the Bill on the<br />
agenda of CA (as legislative<br />
parliament) for discussion in the<br />
House. Once the Bill is approved from<br />
the parliament, the RWSSFDB will be<br />
recognized as a Regular Institution in<br />
the sector.<br />
Establishment of RWSS Sector M & E Unit under MPPW<br />
The MPPW has taken initiative for<br />
establishment <strong>and</strong> operation of the<br />
RWSS sector M & E Unit within the<br />
ministry. Currently, four permanent<br />
staff positions for the unit<br />
comprising of a Team Leader, one<br />
WSS Engineer, one Sociologist <strong>and</strong><br />
one Computer Operator has been<br />
filled. For the Fiscal Year 2007/08,<br />
MPPW has allocated NRs. 3.5 million<br />
(equivalent to US $ 55,000) as the<br />
annual budget for this unit to cover<br />
its operating costs. This budget has<br />
been increased to NRs 5.8 Million for<br />
Fiscal Year 2008/09.<br />
Process of recruitment for services<br />
of an international Consultant Firm<br />
for designing <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong><br />
<strong>and</strong> <strong>Sanitation</strong> sector M&E/MIS<br />
system at MPPW was in final stage<br />
<strong>and</strong> the assignment is expected to<br />
be completed by Dec 2009. Success<br />
of this will contribute towards<br />
strengthening the capacity of the<br />
M&E unit for monitoring <strong>and</strong><br />
evaluation of the RWSS sector<br />
performance <strong>and</strong> also moving<br />
towards sector wide approach in<br />
rural water <strong>and</strong> sanitation sector<br />
4 · RWSSFDB Annual Report 2008
Improvement in<br />
Internal Management<br />
of RWSSFDB<br />
The Board is continuously putting<br />
efforts towards improving its internal<br />
management <strong>and</strong> organisational<br />
performance. Considering the<br />
remaining schemes of RWSSP-II <strong>and</strong><br />
schemes allocated in additional<br />
financing, an Action Plan for<br />
maintaining its implementation status<br />
is prepared <strong>and</strong> it is reviewed by the<br />
Board in every trimester in order to<br />
control delay <strong>and</strong> proceed as per<br />
scheme cycle.<br />
The Quick Action Team (QAT)<br />
initiated by the Board made positive<br />
environment to interact with SOs,<br />
Communities <strong>and</strong> Local Bodies<br />
resulting in the completion of all Batch<br />
V schemes in the month of Aug <strong>and</strong><br />
Sept 2008. This process resulted in<br />
activation of the SO <strong>and</strong> community<br />
engagement with revised action plan<br />
in many cases (e.g in Bardiya where<br />
implementation of the schemes was<br />
long pending due to confusion on next<br />
steps). Results <strong>and</strong> learning of the<br />
Quick Action Teams encouraged in<br />
replicating it for Batch VI <strong>and</strong> the<br />
schemes in coming Batches.<br />
Use of colour code monitoring is<br />
ongoing <strong>and</strong> monthly progress is<br />
prepared by PMs <strong>and</strong> RMs to<br />
underst<strong>and</strong> the status that is useful<br />
feedback for QAT. The frequency of<br />
visits in scheme areas has been increased<br />
by PMs/RMs to finalize the proposals<br />
which not only minimized the travel<br />
time of the SOs but also helped to shorten<br />
the time previously incurred in the<br />
negotiation of contracts. Due to taking<br />
aforesaid actions, qualitative results<br />
were realized including reduction in the<br />
implementation delay, a major problem<br />
for the Board.<br />
Interaction <strong>and</strong> Experience<br />
Sharing with Other Programme<br />
Efforts have been made to share with <strong>and</strong> learn from<br />
experiences <strong>and</strong> lessons from likeminded organisations <strong>and</strong><br />
programmes. Towards this effect, interaction with ADB<br />
funded Community Based <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong><br />
Project (CBWSSP) was organised <strong>and</strong> with <strong>Rural</strong> <strong>Water</strong><br />
<strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Project in Western Region (RWSS-<br />
WR) financed by Finnish Government in August 2008.<br />
Similarly, the Board’s lessons <strong>and</strong> experiences were shared<br />
with ADB/PPTA mission in relation to proposed<br />
Community Managed Irrigation Sector Project (CMISP) to<br />
be designed <strong>and</strong> implemented by Department of Irrigation<br />
under ADB Funding; the project designing team has shown<br />
their interest on the Board’s approach <strong>and</strong> still is in process<br />
of consultation with the Board especially on the participatory<br />
dem<strong>and</strong>-led approaches in water <strong>and</strong> sanitation services<br />
delivery through the involvement of communities. Similar<br />
interests have been shown by other agencies to learn, adapt<br />
<strong>and</strong> replicate the Board modalities <strong>and</strong> approach (e.g. Social<br />
Inclusion Research Fund, HIV/AIDS <strong>and</strong> STD Control<br />
Board/UNDP etc) in Nepal.<br />
5 · RWSSFDB Annual Report 2008
Community Organization <strong>and</strong><br />
Mobilization<br />
nstitutional development at community level is comprised of (a) Community Mobilization/Organization;<br />
(b) Community (WSUG/WSUC) Capacity Building <strong>and</strong> Enhancement <strong>and</strong> (c) Complementary Non-formal<br />
Education (optional).<br />
Steps of Community Mobilization<br />
ICommunity Organization <strong>and</strong> Mobilization: It is the<br />
first step <strong>and</strong> a major program component to organize<br />
<strong>and</strong> prepare the community for water supply <strong>and</strong><br />
sanitation system development <strong>and</strong> for the formation<br />
of social capital in the community. The SOs support the<br />
communities for institutional development, delivery<br />
of water supply <strong>and</strong> sanitation facilities <strong>and</strong> economic<br />
development.<br />
In 2008, 262 WSUGs of Batch-VII have been registered<br />
<strong>and</strong> more than two thous<strong>and</strong> community people took<br />
up the responsibility of being members in WSUCs of<br />
which 40% are Female.<br />
CHART 1:<br />
WSUC Composition by<br />
Ethnic Groups<br />
Brahmin/Chhetri<br />
(47.8%)<br />
IP (41.7%)<br />
Dalit (8.8%)<br />
Others (1.7%)<br />
CHART 2: WSUC Composition by Sex<br />
Female (41%)<br />
Male (59%)<br />
Table 2: WSUG <strong>and</strong> Female Treasurers by Batch/Year<br />
Batch/<br />
Year<br />
No of<br />
Schemes<br />
No of WSUG<br />
Registered<br />
Up to<br />
2007<br />
2008<br />
Members in<br />
WSUC<br />
Up to<br />
2007<br />
2008<br />
Female Member<br />
in WSUC<br />
Up to<br />
2007<br />
2008<br />
Female<br />
Treasurers<br />
Up to<br />
2007 2008<br />
Batch-VII 416 154 262 2125 2238 747 901 154 262<br />
Batch-VI 387 387 5009 1677 387<br />
Batch-V 315 315 3606 1179 274<br />
Total 1118 856 262 10740 2238 3603 901 815 262<br />
The participation of females in each WSUC is around 4 as against 3 women<br />
targeted <strong>and</strong> 96 percent of the treasurers are women in their WSUCs (Table 2).<br />
6 · RWSSFDB Annual Report 2008
Training to Community: SOs staffs are<br />
trained first by the Board <strong>and</strong> they<br />
train community people through<br />
organizing different types of training<br />
<strong>and</strong> transfer their knowledge to<br />
community people <strong>and</strong> make them<br />
capable for shouldering all<br />
responsibilities <strong>and</strong> accountability.<br />
From the very beginning of the<br />
development phase, the communities,<br />
particularly WSUC members,<br />
treasurers, WTSS members, VHPs <strong>and</strong><br />
VMWs are educated <strong>and</strong> trained by<br />
the SO staff by organizing various<br />
trainings at field level on CAP/HHS,<br />
leadership <strong>and</strong> management, resource<br />
mobilization, conflict management,<br />
<strong>and</strong> project planning, implementation<br />
<strong>and</strong> monitoring & evaluation<br />
considering <strong>Water</strong> <strong>Supply</strong> <strong>and</strong><br />
<strong>Sanitation</strong> project along with its<br />
associated community development<br />
activities. The SOs staffs are using<br />
SARAR participatory tools including<br />
other participatory methods during<br />
these training programs.<br />
Communities prepare <strong>and</strong> implement<br />
Community Action Plans (CAPs) such<br />
as, lay out plan for water supply,<br />
health hygiene <strong>and</strong> sanitation plan,<br />
WTSS plan, environment management<br />
plan including school sanitation <strong>and</strong><br />
social conflict management plan in<br />
order to deliver sustainable water<br />
supply <strong>and</strong> sanitation facilities <strong>and</strong><br />
reduce rural poverty through<br />
empowering women by using their<br />
time saved.<br />
Table 3: Training to Community People by Batch/Year<br />
S.N.<br />
Types of Training<br />
Up to 2007 2008<br />
Batch V Batch VI Batch VII Batch VII<br />
Total<br />
1 Training to WSUC on Leadership, Book keeping,<br />
CAP <strong>and</strong> Conflict Management 3674 3438 2080 1732 10924<br />
2 Training to WSUC & Treasurers on<br />
Book keeping <strong>and</strong> Financial Management 334 990 1664 1222 4210<br />
3 Training to VHP on HHSE 342 382 427 223 1374<br />
4 Training to VMW on Operation <strong>and</strong> Maintenance 334 182 218 734<br />
5 Training to WSUC Post Construction 3674 910 0 4584<br />
6 Training to School Teacher <strong>and</strong> Student on HSE 6875 7400 1610 7129 23014<br />
Total 15233 13302 5781 10524 44840<br />
7 · RWSSFDB Annual Report 2008
More than 44 thous<strong>and</strong> community people are trained in<br />
aforesaid training programs in Batch - V, VI <strong>and</strong> VII schemes<br />
(Table-3). In year 2008, more than 10 thous<strong>and</strong> community<br />
people, including WSUGs, WSUCs, VHPs, VMWs <strong>and</strong><br />
schools' teachers <strong>and</strong> students received training that<br />
enhanced their capacity <strong>and</strong> enabled them to actively<br />
participate in the decision-making process <strong>and</strong> in the<br />
management of schemes.<br />
involvement in the planning, implementation, monitoring<br />
& evaluation, <strong>and</strong> decision making process of the community<br />
development activities including health, hygiene <strong>and</strong><br />
sanitation.<br />
Complementary Non-formal Education (Optional):<br />
NFE activity is operated as one of the supplementary<br />
activities of the community mobilization process to support<br />
a successful water supply <strong>and</strong> sanitation program. The<br />
major aim of the NFE is to educate <strong>and</strong> increase the level of<br />
awareness <strong>and</strong> confidence especially among women<br />
members in the community <strong>and</strong> to enhance their active<br />
Table 4: NFE Status by Batch/Year<br />
Batch<br />
Year<br />
NFE Classes Proposed NFE Classes Completed Total Participants Graduated<br />
per Class<br />
Up to 2007 2008 Up to 2007 2008 Up to 2007 2008<br />
Batch-VII 71 124 56 124 1307 2789 23<br />
Batch-VI 328 328 7248 22<br />
Batch-V 251 251 5611 22<br />
Total 650 124 635 124 14166 2789 22.34<br />
Altogether around 17 thous<strong>and</strong> women in RWSSP-II to date have been graduated while in year 2008 more than 27 hundred women<br />
have been graduated through the completion of 124 NFE classes with 22 graduates per NFE class of Batch VII alone (Table-3).<br />
8 · RWSSFDB Annual Report 2008
<strong>Water</strong> <strong>Supply</strong> System <strong>and</strong><br />
Operation &<br />
Maintenance<br />
T<br />
he project<br />
takes a holistic<br />
approach to<br />
delivering<br />
inclusive <strong>and</strong> sustainable rural<br />
water supply <strong>and</strong> sanitation<br />
services. <strong>Water</strong> supply <strong>and</strong><br />
sanitation is the entry component<br />
of the project. Apart from it,<br />
the project also implements<br />
other complementary software<br />
components like social capital<br />
formation, capacity development<br />
of partner organizations<br />
including communities <strong>and</strong><br />
local authorities, health,<br />
hygiene <strong>and</strong> sanitation,<br />
women empowerment through<br />
conduction of NFE class <strong>and</strong> income<br />
generating activities for women etc. in the<br />
communities. Thus, the project follows an<br />
integrated approach of program<br />
implementation in the communities.<br />
The Board has been adopting different<br />
technical <strong>and</strong> service level options in<br />
water supply systems that are made<br />
available to the community. The<br />
community can choose the best of them<br />
based on their affordability. Similarly,<br />
operation <strong>and</strong> maintenance fund is also<br />
provisioned in such a way that the<br />
community people are able to manage<br />
minor maintenance of their water supply<br />
system independently.<br />
Per Capita Cost<br />
Community involvement in technical/<br />
service level choice <strong>and</strong> linking it with<br />
cost sharing lowers the overall cost of<br />
the scheme. The detailed analysis of<br />
per-capita cost based on 318 <strong>and</strong> 234<br />
Implementation Phase schemes of<br />
Batch-V <strong>and</strong> Batch-VI respectively<br />
with different technical options is<br />
shown in Table 5.<br />
TABLE 5: Per Capita Cost (PCC) in Implementation Phase (Batch -V <strong>and</strong> VI)<br />
Technological<br />
Option<br />
Batch - V<br />
(Based on 318 schemes)<br />
Batch - VI<br />
(Based on 234 schemes)<br />
No. of Schemes Per Capita Cost No. of Schemes Per Capita Cost<br />
(NRs)<br />
(NRs)<br />
PCC Increase/<br />
Decrease %<br />
Gravity flow system 296 2756.45 209 3052.02 10.73<br />
Shallow Tube wells 13 791.63 18 876.91 10.77<br />
Dug wells 5 2022.60 7 1967.94 -2.70<br />
Lift schemes 4 2932.52 NA NA NA<br />
The data in the above table shows that the per capita cost has decreased in dug well schemes by 2.7 %, while it has increased<br />
by around 11 % in Gravity flow <strong>and</strong> STW schemes. Increase in the per capita cost in the Implementation Phase is basically<br />
due to the rate inflation in the non-local materials <strong>and</strong> increase in the community mobilization cost.<br />
Hardware vs Software & Development Phase vs Implementation Phase Cost<br />
The following Chart shows software <strong>and</strong> hardware cost ratio<br />
at 15% <strong>and</strong> 85% respectively in Batch V schemes, whereas,<br />
this ratio is 18% <strong>and</strong> 82% for software <strong>and</strong> hardware<br />
respectively in Batch VI schemes. The increase in software<br />
cost <strong>and</strong> decrease in hardware cost in Batch VI compare to<br />
Batch V is assessed due to the changes adopted in overall<br />
policy (especially in providing overhead cost to SO) by the<br />
Board during the implementation of Batch VI schemes.<br />
9 · RWSSFDB Annual Report 2008
Software Cost vs Hardware Cost<br />
Batch-V<br />
Software<br />
Cost 15%<br />
Software Cost vs Hardware Cost<br />
Batch-VI<br />
Software<br />
Cost 15%<br />
Hardware<br />
Cost 85%<br />
Hardware<br />
Cost 85%<br />
Similarly, the Development Phase <strong>and</strong> the Implementation Phase costs are found to be at a ratio of 12% <strong>and</strong> 88% respectively<br />
both in Batch - V <strong>and</strong> Batch - VI schemes. The ratio of cost has remained the same in Batch - VI schemes as both software<br />
cost <strong>and</strong> hardware cost are increased proportionately.<br />
Development Phase Cost vs Implementation<br />
Phase Cost<br />
Batch-V<br />
Development Phase Cost vs Implementation<br />
Phase Cost<br />
Batch-VI<br />
Development<br />
phase cost 12%<br />
Development<br />
phase cost 12%<br />
Implementation<br />
phase cost 88%<br />
Implementation<br />
phase cost 88%<br />
Community Cost Sharing<br />
The community shares costs both in cash <strong>and</strong> kind. The<br />
major contribution in kind comprises unskilled labor, local<br />
materials <strong>and</strong> transportation. In addition, communities<br />
contribute a proportion of upfront cash of 2.5% (gravity)<br />
<strong>and</strong> 10% (ground water) of the hardware cost comprising<br />
non-local materials, skilled labour <strong>and</strong> transportation. The<br />
analysis shows that the cash contribution reduces to<br />
around 1.7 % (2% in RWSSP-I) due to policy changes of<br />
providing subsidy up to 50% for the poor in RWSSP-II.<br />
Similarly, the percentage of kind contribution also reduces<br />
to around 26.7% (36% in RWSSP-I) due to subsidy<br />
provision of payment by the Board for transporting<br />
materials beyond a one day walk.<br />
CHART 7: Board <strong>and</strong> Community Cost Sharing<br />
Community Cash<br />
(1.7%)<br />
Community<br />
Kind (26.7%)<br />
Board<br />
(71.6%)<br />
10 · RWSSFDB Annual Report 2008
Operation <strong>and</strong> Maintenance Fund <strong>and</strong> Up Front Cash<br />
The communities are responsible<br />
with full ownership <strong>and</strong> commitment<br />
for operation, maintenance <strong>and</strong><br />
management of schemes including<br />
other associated program activities.<br />
A 3 % of total construction cost is<br />
raised up front in the Development<br />
Phase to set the O & M fund. Similarly,<br />
a regular water levy per month per<br />
household is also raised (all decisions<br />
made by WSUC) <strong>and</strong> deposited in O<br />
& M fund for meeting expenditure of<br />
operation <strong>and</strong> maintenance (VMW/<br />
VHP salary, taps replacement, other<br />
repairs, etc.) that help in the<br />
sustainability of the scheme. Village<br />
Maintenance Workers are trained<br />
<strong>and</strong> employed for regular O & M of<br />
the schemes. The total amount<br />
raised by the communities is Rs.<br />
19,957,715.5 <strong>and</strong> Rs. 14,907,323.6 as<br />
upfront cash to establish the O & M<br />
fund in Batch-V <strong>and</strong> Batch-VI<br />
respectively (Tables -6 & 7).<br />
TABLE 6: Up - Front Cash <strong>and</strong> O & M Fund contribution (In Batch - V Schemes)<br />
Technical Option Schemes O&M Fund Up Front Cash Total Collected<br />
Gravity Flow <strong>Water</strong> <strong>Supply</strong> System 296 18,414,812.93 10,078,571.92 28,493,384.85<br />
Ground (Shallow Tube Well) <strong>Water</strong> <strong>Supply</strong> System 13 476,115.80 547,709.00 1,023,824.80<br />
Ground (Dug Well) <strong>Water</strong> <strong>Supply</strong> System 5 634,953.00 809,720.00 1,444,673.00<br />
Lift <strong>Water</strong> <strong>Supply</strong> System 4 431,833.75 342,083.00 773,916.75<br />
Gr<strong>and</strong> Total 318 19,957,715.5 11,778,083.9 31,735,799.4<br />
TABLE 7: Up - Front Cash <strong>and</strong> O & M Fund contribution (In Batch - VI Schemes)<br />
Technical Option Schemes O&M Fund Up Front Cash Total Collected<br />
Gravity Flow <strong>Water</strong> <strong>Supply</strong> System 209 13,430,311.59 8,100,432.14 21,530,743.73<br />
Ground (Shallow Tube Well) <strong>Water</strong> <strong>Supply</strong> System 18 656,512.00 975,735.00 1,632,247.00<br />
Ground (Dug Well) <strong>Water</strong> <strong>Supply</strong> System 7 820,500.00 1,235,500.00 2,056,000.00<br />
Gr<strong>and</strong> Total 234 14,907,323.6 10,311,667.1 25,218,990.7<br />
11 · RWSSFDB Annual Report 2008
Environment Management<br />
Plan <strong>and</strong> <strong>Water</strong> Quality<br />
Environmental Management Plan<br />
E<br />
nvironmental<br />
Management Plan<br />
(EMP) aims to develop<br />
a framework for<br />
incorporating the mitigation measures<br />
in the project cycle <strong>and</strong> monitoring of<br />
the environmental performance. The<br />
EMP is expected not only to reduce<br />
the negative environmental impacts<br />
both due to the project components<br />
<strong>and</strong> caused by exogenous factors on<br />
the services delivered by the project<br />
but also helps to enhance the<br />
environmental benefits of the project.<br />
The environmental protections such as<br />
source protections, surface drainage<br />
improvement, protection of pipeline,<br />
fencing works <strong>and</strong> overflow <strong>and</strong> waste<br />
water management are most common<br />
works proposed at the scheme levels.<br />
Environmental Management Plan of<br />
the scheme is prepared during the<br />
development phase which is further<br />
incorporated in design <strong>and</strong> estimate of the<br />
scheme <strong>and</strong> implemented accordingly<br />
during implementation phase.<br />
The Board has been contributing for<br />
catchments protection <strong>and</strong> drainage<br />
improvement works under EMP in<br />
Batch-V, Batch-VI <strong>and</strong> Batch-VII.<br />
In this connection, water quality test<br />
of Batch V implemented schemes are<br />
completed <strong>and</strong> the test reports have<br />
been already sent to the respective<br />
communities through SOs. The test<br />
results of <strong>Water</strong> Quality of Batch V<br />
have been discussed <strong>and</strong> shared<br />
among the concerned staffs of the<br />
Board. The concerned SOs are also<br />
being formally informed to go to the<br />
communities to aware them for any<br />
pollution risks that Batch V water<br />
quality test (Implementation) results<br />
have shown <strong>and</strong> suggest them to take<br />
measures like source protection,<br />
pipeline leakage control <strong>and</strong><br />
appropriate water treatment in<br />
household level like boiling, sodis,<br />
filtration, use of water guard <strong>and</strong>/or<br />
use of water purifying substances like<br />
Piyus <strong>and</strong> Nirmal Chakki.<br />
The water quality tests of Batch VI<br />
implementation phase schemes are<br />
being carried out by water labs in the<br />
field. The required protection<br />
measures from water quality aspects<br />
have been already applied in the<br />
design of Batch VI schemes. Similarly,<br />
the water quality test results of Batch<br />
VII development phase are being<br />
received <strong>and</strong> being taken care in the<br />
design of Batch VII schemes.<br />
Moreover, the st<strong>and</strong>ard formats of<br />
community water quality monitoring<br />
have been sent to the Batch V<br />
communities <strong>and</strong> 48 filled-up formats<br />
have been already received at the<br />
Board with Batch V post<br />
implementation phase reporting.<br />
The Board has carried out water<br />
quality test of 333 schemes of Batch-<br />
V with 427 samples at the proposed<br />
sources in the Development Phase<br />
<strong>and</strong> it has been done in three major<br />
categories: sanitary inspection;<br />
physical/chemical parameters <strong>and</strong><br />
bacteriological test.<br />
Results of the water quality test of<br />
333 schemes of Batch-V with 427<br />
samples have been summarized in<br />
4 categories: no risk; less risk;<br />
medium risk; <strong>and</strong> high risk. Only 1%<br />
sources are found to be of<br />
considerable risk through sanitary<br />
inspection <strong>and</strong> physical/chemical<br />
parameters test results.<br />
<strong>Water</strong> Quality Test<br />
<strong>and</strong> Improvement<br />
The Board has been carrying out<br />
water quality test of the proposed<br />
water sources to ensure the quality<br />
of drinking water supply. The water<br />
quality test of the proposed sources<br />
is conducted during Pre-feasibility,<br />
Development Phase as well as after<br />
implementation of the scheme.<br />
Risk Type<br />
No Risk<br />
Less Risk<br />
Physical/Chemical Parameters<br />
All Physical <strong>and</strong> Chemical Parameters within WHO GV<br />
All Physical <strong>and</strong> Chemical Parameters within WHO GV<br />
expect Turbidity PH<br />
Medium Risk All Physical <strong>and</strong> Chemical Parameters within WHO GV<br />
expect Turbidity PH, Chloride, Manganese, Calcium <strong>and</strong><br />
Arsenic (>50ppb)<br />
High Risk<br />
All Physical <strong>and</strong> Chemical Parameters within WHO GV<br />
expect Turbidity PH, Color, Chloride, Arsenic,<br />
Manganese, Calcium, Ammonia <strong>and</strong> Nitrate<br />
12 · RWSSFDB Annual Report 2008
CHART 8:<br />
Sanitary Inspection<br />
(Batch V Development<br />
Phase)<br />
CHART 9:<br />
Physical/Chemical<br />
Parameters (Batch V<br />
Development Phase)<br />
CHART 10:<br />
Bacteriological Test<br />
(Batch V Development<br />
Phase)<br />
Medium Risk (1%)<br />
Medium Risk (1%)<br />
Medium Risk (4%)<br />
No Risk<br />
(51%)<br />
Less Risk<br />
(23%)<br />
Less Risk<br />
(14%)<br />
No Risk<br />
(13%)<br />
Less Risk<br />
(48%)<br />
High Risk<br />
(0%)<br />
High Risk (0%)<br />
No Risk<br />
(76%)<br />
High Risk<br />
(69%)<br />
In bacteriological test (faecal coliform test) 18% sources were found to be of<br />
considerable risk of which 4% are under high risk. In total 19 water samples<br />
resulted with high risk of bacteriological contamination i.e. >100 FC count. As<br />
per the recommendation of the consultant different protective measures like<br />
barbed wire fencing, gabion works <strong>and</strong> drainage improvement works were<br />
proposed during implementation of these schemes. Besides this, the communities<br />
were made aware through SOs of the drinking water quality.<br />
RIsk Type FC Count/100 ml no.<br />
No Risk 0<br />
Less Risk 1-10<br />
Medium Risk 11-100<br />
High Risk >100<br />
<strong>Water</strong> Quality Monitoring by<br />
Community<br />
The Board has developed a water quality monitoring<br />
system in which the community can perform the water<br />
quality monitoring through some proxy indicators. This<br />
monitoring format is being distributed in Batch-V<br />
completed schemes. The involved SOs staff has already<br />
received orientation on this monitoring format in order to<br />
train the community, WSUCs, VMWs on it. This<br />
information is being used by the Board for future<br />
intervention at the community level.<br />
New Technical Options<br />
Apart from previous practices in different technical options,<br />
The Board has introduced the following technical options<br />
in scheme implementation depending upon the need <strong>and</strong><br />
existing condition of the community.<br />
Arsenic Test in Ground <strong>Water</strong><br />
Schemes<br />
The water quality test for arsenic has been carried out in all<br />
the tube wells <strong>and</strong> dug wells of ground water schemes of<br />
Batch -V (Implementation phase). As per the water quality<br />
report, all installed shallow tube wells <strong>and</strong> dug wells are<br />
free from arsenic contamination. With reference to arsenic<br />
content, the wells fall under no risk category.<br />
Lift schemes with elevated tank <strong>and</strong> deep boring are<br />
promoted by the Board as a remedial measure for<br />
arsenic contamination in Ground water schemes.<br />
13 · RWSSFDB Annual Report 2008
Micro-Irrigation<br />
The Board has endeavored to introduce the microirrigation<br />
component as an integral part of the program<br />
piloting from Batch - VI onwards utilizing the available<br />
excess water from the water supply system for<br />
vegetable/cash crop farming. So far the technical manual<br />
for drip irrigation has been prepared. Due to some<br />
limitation, the micro irrigation schemes have not yet<br />
been initiated. However, the communities are using the<br />
waste water <strong>and</strong> excess water from the taps for kitchen<br />
gardening.<br />
Rain <strong>Water</strong><br />
Harvesting (RWH)<br />
Specially, in the hilly areas where there are no alternate<br />
sources suitable for gravity schemes, the RWH schemes<br />
are designed for implementation. The Board has<br />
developed the technical guidelines for design, estimation<br />
<strong>and</strong> construction of the RWH. In 2007, four RWH schemes<br />
were implemented in western hill districts of Nepal.<br />
Small Pump (Lift) Scheme<br />
These schemes are proposed in Terai<br />
communities where the shallow tube well<br />
<strong>and</strong> dug wells are not suitable for drinking<br />
purposes due to arsenic <strong>and</strong> the high iron<br />
content problem. The water quality test<br />
report also showed that the shallow tube<br />
wells <strong>and</strong> dug wells remain at high risk of<br />
faecal contamination. There has been<br />
increasingly a dem<strong>and</strong> for such schemes<br />
in Batch VI <strong>and</strong> onwards. It will be quite<br />
appropriate to promote such type of<br />
schemes in the Terai area if the<br />
communities are willing to pay <strong>and</strong> can<br />
afford future O & M costs <strong>and</strong> if electricity<br />
is available.<br />
These schemes have a small bore hole near<br />
the reservoir <strong>and</strong> an electrical submersible<br />
pump to lift the water to the elevated<br />
reservoir (RCC/ferro-cement) to supply<br />
water under gravity. In some cases, where<br />
the elevated natural ground profile is<br />
available, ferro-cement reservoirs are<br />
constructed. Based on the knowledge from<br />
Batch - V schemes, a cost effective design<br />
will be prepared <strong>and</strong> implemented in the<br />
forthcoming batches.<br />
14 · RWSSFDB Annual Report 2008
Health, Hygiene <strong>and</strong> sanitation<br />
E<br />
xperience<br />
reveals that<br />
dem<strong>and</strong> driven<br />
approaches to participatory decision<br />
making, in which communities are<br />
empowered to manage <strong>and</strong> maintain<br />
their own water supply <strong>and</strong> sanitation<br />
facilities, lead to more sustainable<br />
delivery of services <strong>and</strong> improved<br />
health outcomes. Health, Hygiene <strong>and</strong><br />
<strong>Sanitation</strong> (HHS) programs that adopt<br />
these approaches have been more<br />
successful than those that rely on oneway<br />
dissemination of information.<br />
HHS activities that operate<br />
independently of water supply <strong>and</strong><br />
sanitation projects are moreover less<br />
effective in bringing about behaviour<br />
change <strong>and</strong> improved hygiene<br />
conditions. Integrating health,<br />
hygiene <strong>and</strong> sanitation programs with<br />
water supply is a vital part of Nepal’s<br />
<strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong><br />
projects. Health, Hygiene <strong>and</strong><br />
<strong>Sanitation</strong> activity is one of the major<br />
components of the project to promote<br />
health <strong>and</strong> improve the quality of life<br />
among rural communities by provision<br />
of safe drinking water <strong>and</strong> sanitation<br />
services. Under this the Board had a<br />
target to bring about changes in the<br />
knowledge, attitude <strong>and</strong> practices<br />
(KAP) regarding health <strong>and</strong> sanitation<br />
issues among the community people<br />
including all ethnic groups irrespective<br />
of their education level.<br />
The Immediate Community<br />
Development Activity Impact study<br />
(Batch - V, 2008) states that the water<br />
<strong>and</strong> sanitation scheme of the Board has<br />
been successful in reducing<br />
waterborne diseases like diarrhoea,<br />
dysentery, jaundice, typhoid, eye<br />
infection, worm infection, etc. The<br />
level of knowledge of the beneficiaries<br />
regarding the major causes of<br />
diarrhea has been improved<br />
considerably. Personal hygiene<br />
practices have also been improved<br />
with increase in the practice of<br />
washing clothes <strong>and</strong> bathing.<br />
Likewise, the practice of washing<br />
h<strong>and</strong>s before cooking, serving food,<br />
eating <strong>and</strong> after defecation has also<br />
seen considerable changes among the<br />
beneficiaries.<br />
A significant increase has also been<br />
observed in the construction of a<br />
number of permanent water sealed<br />
latrines in the scheme areas along with<br />
the practice of defecation in latrines.<br />
The Board’s interventions have been<br />
able to bring about changes in the<br />
domestic hygienic practices of the<br />
beneficiaries. The report has also<br />
stated that positive changes have been<br />
observed in the form of managing<br />
household waste properly. There has<br />
been an increase in the practice of<br />
disposing waste in the pit after the<br />
intervention. There is a significant<br />
effect on peoples’ perception on<br />
health, hygiene <strong>and</strong> sanitation<br />
especially among women groups.<br />
Community Health, Hygiene <strong>and</strong> <strong>Sanitation</strong><br />
The Board raises awareness <strong>and</strong> motivates communities to<br />
practise total sanitation with elimination of open defecation<br />
<strong>and</strong> unhygienic behavior. The educational program<br />
emphasizes personal, domestic, <strong>and</strong> environmental<br />
sanitation. Under school sanitation, the Board has focused<br />
on child-to-child <strong>and</strong> child-to-community learning approach.<br />
The sanitation education program targeted at school<br />
children puts emphasis on h<strong>and</strong> washing practices with soap<br />
at critical junctures such as before eating, after defecation,<br />
after cleaning child’s bottoms <strong>and</strong> before child feeding. The<br />
school sanitation program makes sure that for girls there is<br />
a separate toilet <strong>and</strong> urinal with adequate provision of water.<br />
Village Health Promoters (VHPs) are appointed by the<br />
community <strong>and</strong> trained on health, hygiene <strong>and</strong> sanitation<br />
15 · RWSSFDB Annual Report 2008
promotion activities. They do<br />
advocacy <strong>and</strong> promotion of<br />
latrines <strong>and</strong> environmental<br />
sanitation, raise awareness <strong>and</strong><br />
motivate communities to practice<br />
total sanitation by eliminating<br />
open defecation <strong>and</strong> unhygienic<br />
behavior. Besides this, the VHPs<br />
motivate the community to build<br />
household latrines <strong>and</strong> domestic<br />
waste disposal pits to improve the<br />
sanitary condition of the<br />
surrounding areas. Around 4,797<br />
HHSE sessions (2993 in 2008) are<br />
conducted for different Mother-<br />
Child Tap St<strong>and</strong> Groups<br />
(MCTGs) as per the guidelines<br />
provided in the Board’s HSE<br />
Manual. MCTGs with the<br />
support of VHP/CW <strong>and</strong><br />
following the VHP/HSE Manual<br />
conduct Healthy Home Surveys<br />
at least two times in each<br />
Development<br />
<strong>and</strong><br />
Implementation Phases to assess<br />
health situation <strong>and</strong> to make<br />
suggestions for further<br />
improvement.<br />
Table 8: MCTG, VMW <strong>and</strong> VHP by Batch/Year<br />
Batch<br />
Year<br />
No. of<br />
Schemes<br />
No. of MCT Group No. of VHP Selected No. of Female VHP HSE Session<br />
Conducted<br />
Up to 2007 2008 Up to 2007 2008 Up to 2007 2008 Up to 2007 2008<br />
Batch-VII 416 3648 10 400 10 400 2112<br />
Batch-VI 387 3347 387 387 670 881<br />
Batch-V 315 5414 325 325 1134<br />
Total 1118 8761 3648 722 400 722 400 1804 2993<br />
Altogether 12,409 MCT groups (3648<br />
in 2008) <strong>and</strong> 1,122 VHPs (400 in 2008)<br />
involved in various schemes till Batch<br />
VII is presented in Table 8. Around<br />
467 sanitation campaigns in the<br />
scheme areas have been completed.<br />
Similarly, around 25 thous<strong>and</strong> HHs<br />
are able to prepare super flour <strong>and</strong><br />
28,776 HHs are able to prepare ORS<br />
in the scheme areas. Moreover, 31,345<br />
HHs are using domestic waste<br />
disposal pits in the scheme areas.<br />
Community Latrine Promotion<br />
Table 9: Household Latrines by Batch<br />
Activities: Latrine Promotion Activity<br />
includes the construction <strong>and</strong> use of<br />
clean latrine in the household through<br />
utilization of <strong>Sanitation</strong> Revolving<br />
Loan Fund (SRLF) <strong>and</strong> self-help latrine<br />
promotion in the community.<br />
Institutional latrines <strong>and</strong> urinals at<br />
schools are also promoted in this subactivity.<br />
CWs <strong>and</strong> VHPs with the help<br />
of HSE <strong>and</strong> VHP Manuals <strong>and</strong> leaflets<br />
(IEC materials) create awareness on<br />
the importance of latrines <strong>and</strong> impact<br />
of their use on health, hygiene <strong>and</strong><br />
sanitation. This process is done both<br />
in Development <strong>and</strong> Implementation<br />
Phases to promote the practice of<br />
latrine construction <strong>and</strong> its use.<br />
Following are the two ways adopted for<br />
the promotion of household latrines:<br />
Latrine Construction through the<br />
Utilization of <strong>Sanitation</strong> Revolving<br />
Loan Fund (SRLF)<br />
Latrine Construction through<br />
Self-help<br />
Batch<br />
Schemes<br />
Total<br />
HHS<br />
HHs with<br />
Latrine<br />
(Baseline)<br />
Remaining<br />
HHs<br />
HHs Latrine<br />
Built Using<br />
SRLF<br />
HHs Built<br />
Latrine<br />
Self-Help<br />
Total HHs<br />
Latrines<br />
No %<br />
Batch-VII in 2008 416 50956 6115 44841 7005 7844 14849 33<br />
Batch-V &<br />
VI Up to 2007 702 88738 12451 76287 17105 31135 48240 63<br />
Total 1118 139694 18565.72 121128.28 24110 38979 63089 52<br />
The Board provides <strong>Sanitation</strong> Revolving Loan Fund (SRLF) as grant money to the community to construct latrines at the<br />
rate of NRs. 2000 per household for 25% of the households having no latrines. However, the community provides this<br />
money as a loan to the households on priority basis. The WSUC/Community develops their own modality to mobilize the<br />
16 · RWSSFDB Annual Report 2008
SRLF. Out of the total latrines promoted in the<br />
communities, the latrines constructed through<br />
Self-help are higher than using SRLF fund. This<br />
shows that the majority of the latrines are<br />
promoted through self-help (Table-9).<br />
According to a very recent survey of 820<br />
schemes that were completed between 1996 <strong>and</strong><br />
2008, 66,737 household latrines were built. 51<br />
percent of these were constructed using The<br />
<strong>Sanitation</strong> Revolving Loan Fund (SRLF)<br />
provided under the project. The remaining<br />
latrines were built with the communities’ own<br />
resources. In the same schemes, 560 institutional<br />
latrines were constructed in schools located<br />
inside the scheme area.<br />
School Health, Hygiene <strong>and</strong> <strong>Sanitation</strong><br />
Since this program is based on child-to-child <strong>and</strong> child-to-parent/community<br />
learning approach, the students are motivated to share sanitation messages<br />
with their peers, home <strong>and</strong> community. A number of activities through<br />
School Teachers <strong>and</strong> Students Groups (STSGs) related to health, hygiene <strong>and</strong><br />
sanitation like sanitation campaigns, quiz contests, cleaning of roads, trails,<br />
etc. are performed.<br />
Institutional Latrine Promotion: Support for the construction of<br />
institutional latrines has been focused mainly in government schools<br />
within the scheme areas. The community contribution policy as developed<br />
for water supply scheme has been applied for institutional latrine<br />
construction as well. The size <strong>and</strong> type of the latrines depended upon the<br />
number of the students <strong>and</strong> teachers in the school. A separate tap, latrines<br />
<strong>and</strong> urinal chambers, separate for girls <strong>and</strong> boys are constructed at the<br />
school (Table 10).<br />
Table 10: No. of Institutional Latrines Proposed <strong>and</strong> Constructed in Batch- V & VI Schemes<br />
Reporting<br />
Period<br />
No. of<br />
Schemes<br />
Total No. of<br />
Schools within<br />
community<br />
School<br />
Dem<strong>and</strong>ing<br />
latrine<br />
Latrines Proposed in Schools<br />
With Without Total<br />
Urinals Urinals<br />
No. of<br />
Latrines<br />
Constructed<br />
Till 2008 668 544 419 271 148 419 262<br />
Out of 315 Batch - V schemes, 275 schemes have schools within the community in which the number of latrines proposed<br />
are 233 (including 137 with urinals). Similarly, out of 350 schemes of Batch - VI, 205 schemes have schools within the<br />
community in which the number of latrines proposed are 186 (including 134 with urinals). In some schools urinal chambers<br />
have also been constructed at the initiation of the schools. During the process of the planning, designing <strong>and</strong> implementation<br />
of institutional latrine special attention is accorded for the promotion of girls’ student friendly latrines.<br />
H<strong>and</strong> Washing Practices<br />
It is observed that significant<br />
changes occurred in the<br />
behavior of the people like in<br />
h<strong>and</strong> washing practices with<br />
soap during four critical<br />
junctures: after defecation,<br />
before eating, after cleaning<br />
buttocks of babies <strong>and</strong> before<br />
serving food.<br />
Table 11: Impact on Personal Hygiene Practices<br />
Personal Hygiene Batch-IV (2007) Batch-V (2008)<br />
Before % After % Before % After %<br />
1. Washing H<strong>and</strong> Before Eating 84 97 72 82<br />
2. Washing H<strong>and</strong> after Defecation 82 93 87 99<br />
3. Washing H<strong>and</strong> after Cleaning Buttocks of Baby 48 91 89 94<br />
4. Washing H<strong>and</strong> before Serving Food 42 97 66 78<br />
Source: Health KAP Baseline & Impact Studies (Batch-IV, 2007) <strong>and</strong> CDA Impact Study<br />
(Batch-V, 2008)<br />
The result is encouraging since on an average around 90 percent of households said that they washed their h<strong>and</strong>s with<br />
soap at these critical junctures (Table 11). As a result of the integration of WSS <strong>and</strong> HHS activities, the prevalence of<br />
diarrheal <strong>and</strong> other water borne diseases among young children has decreased in 96 percent of the schemes. Much of<br />
this improvement was attributable to the practice of h<strong>and</strong> washing with soap before eating <strong>and</strong> feeding <strong>and</strong> after<br />
defecation <strong>and</strong> cleaning children.<br />
17 · RWSSFDB Annual Report 2008
Poverty Reduction Through<br />
Women Technical<br />
Support Service<br />
W<br />
omen are<br />
the main<br />
users <strong>and</strong><br />
managers of water resources in rural<br />
Nepal. They tend to be the principal<br />
agents in water supply <strong>and</strong> sanitation<br />
(WSS) through their roles in the<br />
household, including food<br />
preparation, family hygiene, <strong>and</strong> child<br />
care. Unfortunately, social norms<br />
have discouraged <strong>and</strong> even actively<br />
excluded women from openly<br />
participating in development<br />
planning <strong>and</strong> implementation in most<br />
sectors - including water <strong>and</strong><br />
sanitation. Programs in Nepal <strong>and</strong><br />
elsewhere have shown that women’s<br />
involvement in initiating <strong>and</strong><br />
managing water supply systems<br />
results in more sustainable systems<br />
because they have the most direct<br />
interest in keeping WSS systems<br />
functioning.<br />
scheme. Emphasis is placed on<br />
identifying <strong>and</strong> addressing structural<br />
factors that undermine women’s equal<br />
participation in community<br />
development activities. <strong>Rural</strong> WSS<br />
schemes promote the role of women<br />
in key specific areas. At least three<br />
women must serve on <strong>Water</strong> <strong>Supply</strong><br />
User Committees (WSUC), one of them<br />
as treasurer. Women are also required<br />
to participate in the formation of<br />
tapst<strong>and</strong> groups that are responsible<br />
for collecting operation <strong>and</strong><br />
maintenance fees <strong>and</strong> for maintaining<br />
the tapst<strong>and</strong>s. Non-formal education<br />
<strong>and</strong> instruction on hygiene <strong>and</strong><br />
sanitation is focused on women.<br />
Women technical support services<br />
(WTSS), a major component<br />
associated with the RWSS Project<br />
encourage the women’s group to<br />
utilize time saved from fetching water<br />
to raise income through the initiation<br />
of the income generation activities.<br />
Thus, this component directed towards<br />
the women’s economic<br />
empowerment supports the theme of<br />
the poverty reduction strategy (PRSP)<br />
adopted by the government.<br />
A strategy <strong>and</strong> action plan developed<br />
by the community during the<br />
preparation phase of a WSS scheme<br />
needs to involve women directly, <strong>and</strong><br />
to specify how women will actively<br />
participate in the implementation of the<br />
There are 1284 WTSS Groups formed with the involvement of 5,13,600 women<br />
in groups. The total amount with these groups of Batches V & VI is more than<br />
Nrs. 11.17 million including the savings of Nrs. 2.6 million <strong>and</strong> Nrs. 8.56 million<br />
Grant from the Board till 2008 (Table - 12).<br />
Table 12: WTSS Groups <strong>and</strong> Saving Status in Batch-V&VI<br />
Batch<br />
Targeted<br />
WTSS Group<br />
Formed<br />
Women<br />
Involved<br />
FB Grant<br />
(NRs.)<br />
Group’<br />
Saving<br />
(NRs.)<br />
Major<br />
Activities<br />
Orientation/<br />
Training<br />
Batch-V&VI (2007) 1109 733 43980 21,04,200 23,16,096 GR,PF, S/C,KG,IW 305<br />
Batch-V&VI (2008)<br />
Cumulative 1284 1284 513600 85,60,000 26,12,800 GR,PF, S/C,KG,IW 342<br />
Note: GR= Goat raising, PF= Poultry Farm, S/C= saving <strong>and</strong> credit, KG= Kitchen Garden, IW= Iron work for blacksmith.<br />
18 · RWSSFDB Annual Report 2008
Jeevika Karyakram<br />
(Livelihood Program): An Innovative Approach<br />
The Jeevika<br />
Karyakram (Livelihood<br />
Program) builds on lessons<br />
from the WTSS component of the rural<br />
water supply <strong>and</strong> sanitation projects.<br />
WTSS has been found to empower<br />
women socially <strong>and</strong> economically <strong>and</strong><br />
to facilitate their active participation in<br />
community development initiatives.<br />
Their contributions to these initiatives<br />
have been substantial. Bringing water<br />
sources closer saved many women<br />
three hours a day on average.<br />
Although these women are engaged<br />
in saving <strong>and</strong> credit in their groups,<br />
they were able to do only little in terms<br />
of income generation due to lack of<br />
access to formal financing <strong>and</strong> business<br />
linkages. This initiative is piloting the<br />
business linkage for these women’s<br />
groups in terms of both forward <strong>and</strong><br />
backward linkages - access to soft loans<br />
from commercial banks, technical<br />
assistance for their enterprise <strong>and</strong><br />
market for their products - thereby<br />
ensuring guaranteed income for them.<br />
As per the concept of ‘Jeevika<br />
Karyakram’, it does not only consider<br />
production <strong>and</strong> market opportunity<br />
but also ensures support for skill<br />
enhancement <strong>and</strong> the management of<br />
access of credit for livelihoods<br />
activities together with strong linkage<br />
development with business<br />
development service providers <strong>and</strong><br />
micro-finance institutions to the<br />
community people. Some of the<br />
outcome/impact realized in the<br />
community after intervention of<br />
Jeevika Karyakram include:<br />
Systemization in Record <strong>and</strong> Book<br />
Keeping: The Jeevika groups have<br />
made their rules <strong>and</strong> regulation in<br />
order to maintain book <strong>and</strong> account<br />
keeping in a systematized manner.<br />
Groups have been practising to keep<br />
their participatory <strong>and</strong> democratic<br />
every decision properly in minute<br />
book. The record <strong>and</strong> book keeping<br />
system have been properly followed<br />
by every group.<br />
Awareness Creation, Ownership<br />
Feeling <strong>and</strong> Confidence Building: The<br />
solidarity of underst<strong>and</strong>ing <strong>and</strong><br />
importance of unity in group members<br />
have been increased. Levels of<br />
ownership <strong>and</strong> confidence have also<br />
been built on them. The result of this<br />
group solidarity is realized in Jeevika<br />
WTSS group of Balthali VDC in Kavre<br />
District <strong>and</strong> Jeevika Group of Jamuna<br />
VDC in Ilam District due to the efforts<br />
of establishing direct link with traders.<br />
The Jeevika WTSS group members of<br />
Kavre have saved Rs. 1160 every<br />
month in buying inputs for buffalo <strong>and</strong><br />
cow farming. They kept Rs. 500 in<br />
group fund out of Rs.1160. They are<br />
going to establish bulk purchase<br />
system in consumer goods also.<br />
Similarly, Nrs. 2875 daily was saved by<br />
Jeevika Group of Jamuna VDC in Ilam<br />
District as Nrs. 5 in a liter was increased<br />
in negotiation with milk trader.<br />
Linkage Establishment between<br />
Jeevika Groups <strong>and</strong> Service<br />
Providers/Traders: Coordination <strong>and</strong><br />
linkage development with MoUs<br />
signing between Jeevika Groups <strong>and</strong><br />
Traders have also been realized in<br />
some of the districts. The WTSS Group<br />
of Jamuna VDC of Ilam District has<br />
made an agreement with milk traders<br />
to supply milk. The Jeevika group of<br />
Banke District has also made an<br />
agreement with NTFP traders to sell<br />
their chamomile.<br />
Increased Income <strong>and</strong> Employment:<br />
After the intervention of Jeevika<br />
Karyakram, the average annual<br />
income has increased from Nrs. 10,753<br />
to Nrs. 13,338 per member. Similarly,<br />
the employment has also been<br />
increased. A rough calculation shows<br />
that two persons of households or<br />
neighboring families have been<br />
employed. Based on potential economic<br />
activities, harnessing market<br />
opportunities <strong>and</strong> linkage development<br />
with BDS providers as well as MFIs, the<br />
estimated average annual income<br />
considering 1610 Jeevika members has<br />
gone tremendously high with maximum<br />
of Nrs. 117,087 per member in Sarlahi<br />
District <strong>and</strong> minimum of Nrs. 21,813 in<br />
Dailekh District. A rough estimate shows<br />
that the employment will increase by<br />
30% in the peak period of works.<br />
Remittance: Jeevika Karyakram is also<br />
initiating to provide access of availing<br />
remittance amount in an easier way to<br />
the Jeevika group members by<br />
establishing a mechanism of Remittance<br />
facilitation. As piloting, the information<br />
regarding number of employees in<br />
foreign countries particularly in India<br />
<strong>and</strong> their income earned from India<br />
has been collected from Dhanusha,<br />
Surkhet <strong>and</strong> Dailekh Districts. It is<br />
estimated that 1593 employees of the<br />
relatives of jeevika groups in these<br />
districts have been sending their earned<br />
amount Nrs. 52.27 million in a year<br />
through different channels. Jeevika<br />
Group members have been facing<br />
problems of delay payment <strong>and</strong> higher<br />
cost <strong>and</strong> sometimes loose money. After<br />
several round meetings, Pravu Money<br />
Transfer has been initiating training<br />
within a couple of months for jeevika<br />
group members regarding the<br />
mechanism of remittance.<br />
19 · RWSSFDB Annual Report 2008
Human Resource Development<br />
T<br />
he Board has given due emphasis to the capacity building of its own staff, communities <strong>and</strong> partner<br />
organizations under human resource development. SOs staffs are trained to facilitate thecommunity<br />
in planning, implementation, operation <strong>and</strong> management of water supply <strong>and</strong> sanitation schemes.<br />
Similarly, SO staffs are trained on CAP/HHS including Conflict Management, Basic Foreman <strong>and</strong> Ferro-cement, Scheme<br />
Design/ Estimate, Construction <strong>and</strong> Supervision to ensure better facilitation support to communities. SAs staff are given<br />
orientation/training on pre-feasibility site appraisal; monitoring <strong>and</strong> evaluation, etc so that the Board is able to select<br />
feasible schemes, monitor <strong>and</strong> evaluate the progress made by the community.<br />
Table 13: No. of SOs Staffs Trained/Oriented in Batch-V, VI <strong>and</strong> VII<br />
S.N.<br />
Sex<br />
Up to 2007 2008<br />
Batch-V Batch-VI Batch-VII Batch-VII<br />
Total<br />
1 Male 1374 926 825 187 3312<br />
2 Female 362 316 302 16 996<br />
Total 1736 1242 1127 203 4308<br />
A number of Training/orientations to the SOs <strong>and</strong> SA staffs have been conducted in 2008. Particularly, the training on<br />
Ferro Cement Construction to CTs <strong>and</strong> Accountant Training have been imparted to SOs staffs of Batch-VII (Table - 13).<br />
Table 14: No. of SAs Staffs Trained/Oriented in Batch-V, VI <strong>and</strong> VII<br />
S.N.<br />
Sex<br />
Up to 2007 2008<br />
Batch-V Batch-VI Batch-VII Batch-VII<br />
Total<br />
1 Male 242 252 48 46 588<br />
2 Female 23 17 15 7 62<br />
Total 265 269 63 53 650<br />
Similarly, 53 SAs staffs are trained particularly in data collection <strong>and</strong> M & E Orientation, <strong>and</strong> Orientation to Research<br />
Assistants on Data Collection for various studies (Table - 14).<br />
Participation in Training/Workshop<br />
In 2008, around 27 Board’s staffs participated in various National workshop/Seminar while 7 additional staffs of the Board<br />
participated in skill enhancing training in Nepal.<br />
20 · RWSSFDB Annual Report 2008
Social Inclusion<br />
T<br />
he rural water<br />
supply <strong>and</strong><br />
sanitation projects<br />
explicitly state that the schemes built<br />
to be supported by the project must<br />
be inclusive. This means that not only<br />
women, dalits <strong>and</strong> indigenous people<br />
who were traditionally excluded<br />
from development activities, must<br />
have equitable access to the water<br />
supply <strong>and</strong> sanitation services<br />
delivered by the project. They must<br />
have a role in the design <strong>and</strong><br />
management of WSS schemes.<br />
The schemes are selected based on<br />
an all-inclusive principle. This means<br />
that at pre-feasibility, every<br />
household of a community or a<br />
cluster of settlements needs to be<br />
represented during identification of<br />
the schemes. Although the project’s<br />
dem<strong>and</strong> driven approach is central<br />
to its success, proactive measures<br />
have been taken to ensure to the<br />
extent possible that more vulnerable<br />
groups get the support they need to<br />
voice their dem<strong>and</strong>s as well <strong>and</strong> to<br />
be included in the project on<br />
equitable terms. The following<br />
aspects are consolidated <strong>and</strong><br />
integrated in the project for ensuring<br />
social inclusiveness:<br />
<br />
Priority given in selection of IP <strong>and</strong><br />
Dalit sensitive SOs, beneficiary<br />
communities <strong>and</strong> selection of IP <strong>and</strong><br />
Dalit staff in SOs, SAs <strong>and</strong> the Board<br />
The result of this inclusiveness has<br />
over the years been a gradual<br />
increase in the representation <strong>and</strong><br />
participation of indigenous peoples,<br />
dalits, women, ethnic <strong>and</strong> religious<br />
minorities <strong>and</strong> other vulnerable<br />
groups in the users groups <strong>and</strong><br />
committees active in the water <strong>and</strong><br />
sanitation sector. This has been<br />
100<br />
80<br />
achieved by establishing<br />
quantitative targets for<br />
membership, <strong>and</strong> through<br />
provisions to upgrade their<br />
knowledge <strong>and</strong> skills in order to<br />
increase the quality of their<br />
contribution at different stages of<br />
the project cycle. A number of<br />
training programs have been<br />
designed specifically for them.<br />
Additional resources have been<br />
allocated to identify innovative<br />
ideas <strong>and</strong> translate them into<br />
practice.<br />
CHART11: Ethnic Distribution of Beneficiary in Batch-V, VI <strong>and</strong> VII<br />
Inclusion of social mapping<br />
focusing on ethnic information in<br />
Pre-feasibility Form<br />
Provision of up to 50% subsidy to<br />
the poor including IP, Dalits <strong>and</strong><br />
disadvantaged people in<br />
community cash contribution<br />
Service extended to remote areas<br />
(generally inhabited by the poor<br />
including IP, Dalits <strong>and</strong><br />
disadvantaged people)<br />
Provision of support for<br />
transportation cost in remote areas<br />
Information dissemination about<br />
the Board policy, working<br />
modalities, etc. in different nine<br />
IPDP languages<br />
60<br />
40<br />
20<br />
0<br />
Upper Caste<br />
Advantaged Janajati<br />
Disadvantaged Janjati<br />
Dalits<br />
Other Excluded Groups<br />
Religious Minority<br />
Batch V<br />
40.5%<br />
6.4%<br />
34.2%<br />
13.9%<br />
4.4%<br />
0.6%<br />
Batch VI<br />
40.1%<br />
5.1%<br />
31.5%<br />
17.5%<br />
4.9%<br />
0.8%<br />
Batch VII<br />
34.6%<br />
5.2%<br />
27.5%<br />
13.6%<br />
17.4%<br />
1.7%<br />
21 · RWSSFDB Annual Report 2008
A survey of 820 schemes out of the total<br />
1314 schemes that were completed<br />
between August 1999 <strong>and</strong> July 2008<br />
found that WSUC chairpersons were dalit<br />
or members of a disadvantaged group<br />
in 29.4 percent of the schemes. Women<br />
were chairpersons in 11.1 percent of the<br />
schemes. In 70.8 percent of the schemes,<br />
the WSUC treasurer is a woman. There<br />
are 1,456 WTSS groups operating in these<br />
schemes with a total membership of<br />
68,389 women. The groups have collected<br />
NRs. 35,910,248 (US$ 478,803) in their<br />
saving <strong>and</strong> credit accounts.<br />
CHART 12:<br />
Dalit<br />
(11.5%)<br />
Brahmin/chhetri<br />
(39.7%)<br />
WTSS by Ethnic Groups<br />
Others (2.7%)<br />
IP<br />
(46.1%)<br />
CHART 13:<br />
Dalit<br />
(16.9%)<br />
Uppar Caste<br />
(28.2%)<br />
Ethnic Compositation of<br />
SRLF Users<br />
Others (8%)<br />
IP<br />
(46.9%)<br />
Remoteness of the Schemes<br />
After analyzing the distance from all weather road head,<br />
around 51.3 % of Batch - V schemes are located beyond 8<br />
kilometers from the road head. Moreover, around 23%<br />
schemes of this Batch are located beyond 20 km. from the all<br />
weather road head.<br />
Remoteness of Batch-V <strong>and</strong> VI Schemes<br />
20km<br />
23%<br />
Similarly, the analysis of distance from the all weather road<br />
head of Batch - VI schemes shows that around 52% schemes<br />
are located beyond 8 kilometers from the all weather road<br />
head. Moreover around 24% schemes of this Batch are located<br />
beyond 23 km. from all weather road head.<br />
2-
Financial Transparency<br />
And Accountability<br />
T<br />
he culture of transparency <strong>and</strong><br />
accountability has been instrumental in<br />
the effectiveness of projects implemented<br />
under the <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Fund<br />
Development Board (the Board) in Nepal. It applies at every<br />
phase of the project cycle from pre-feasibility onward, <strong>and</strong><br />
at every level from community groups <strong>and</strong> Support<br />
Organizations (SOs) to the Board. The <strong>Water</strong> <strong>Supply</strong> <strong>and</strong><br />
<strong>Sanitation</strong> Users Committee (WSUC) which is an apex body<br />
elected by the <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Users’ Groups<br />
(WSUG) coordinates <strong>and</strong> carries out project activities. The<br />
Groups are represented within the Committee, <strong>and</strong> are<br />
required to record their decisions <strong>and</strong> activities in a<br />
document that is periodically monitored, including when<br />
the Groups convene together at meetings. The accounts<br />
are maintained by participating communities <strong>and</strong> are<br />
available for inspection by anyone. Independent third party<br />
monitors are employed at each phase of the project cycle to<br />
track results <strong>and</strong> ensure adherence to milestones set forth<br />
in the project plan. Together, these auditing <strong>and</strong> monitoring<br />
functions virtually eliminate the risk of fraud.<br />
The principle of disclosure applies during pre-feasibility,<br />
when SOs inform communities about the contributions <strong>and</strong><br />
obligations that will be required of all participants should<br />
the community be selected to take part in the project. The<br />
SOs also provide trainings to the members of the WSUC<br />
<strong>and</strong> other interested members of the community about<br />
details such as financial matters prior to implementing the<br />
project.<br />
When the agreement for the implementation phase is signed,<br />
a mass meeting of users is organized at the community<br />
level in the presence of support organization personnel <strong>and</strong><br />
the respective portfolio manager from the Board. All the<br />
details of the contract including its financial components<br />
<strong>and</strong> procurement processes are explained at this meeting.<br />
Display boards posted in each participating community<br />
inform the users at large about the project financing <strong>and</strong><br />
components of the scheme. This kind of transparency helped<br />
the community <strong>and</strong> the Board to work at the field level<br />
even during times of conflict.<br />
The Board has a m<strong>and</strong>atory<br />
provision for community<br />
procurement, along with<br />
community management of<br />
resources <strong>and</strong> maintaining<br />
books of accounts. With<br />
technical assistance from its<br />
SOs the community<br />
conducts a market survey of<br />
the materials they require,<br />
negotiate with the local<br />
vendors, <strong>and</strong> purchases them at the most competitive rates<br />
available. A separate procurement committee is formed<br />
for this purpose. This too results in greater transparency<br />
<strong>and</strong> helps to cultivate user ownership of the project. Apart<br />
from the financial audit carried out by independent auditors<br />
appointed by the Board, there is also a provision of social<br />
audit in the community by the WSUC, which explains the<br />
financial details (income <strong>and</strong> expenditure) of the project at<br />
a mass meeting.<br />
Similarly, quality control is ensured through a number of<br />
procedures <strong>and</strong> instruments embedded in the project design.<br />
These include (i) materials <strong>and</strong> construction quality control,<br />
(ii) material quality spot check, (iii) process <strong>and</strong> compliance<br />
monitoring, (iv) water quality control, (v) water quality<br />
23 · RWSSFDB Annual Report 2008
testing <strong>and</strong> mitigation, (vi) arsenic removal,<br />
(vii) environmental quality control, <strong>and</strong> (viii)<br />
environmental management action plan.<br />
The Board is practicing social appraisal for<br />
scheme-level monitoring on top of its regular<br />
third party monitoring through Social Audit<br />
Committees. The Board also pilots social<br />
accountability using community score cards<br />
to more efficiently ensure transparency <strong>and</strong><br />
accountability. This would help to learn from<br />
the field experiences for improving<br />
governance <strong>and</strong> social accountability aspects<br />
throughout the scheme cycle. The process<br />
will not only facilitate the implementation of<br />
drinking water supply schemes but where<br />
all levels of service delivery <strong>and</strong> development<br />
activities are at the community level ensure<br />
that it happens in a transparent <strong>and</strong><br />
accountable manner. A survey of 820<br />
schemes out of the total 1314 schemes that<br />
were completed between August 1999 <strong>and</strong><br />
July 2008 found that at least 82 percent of the<br />
communities had maintained their accounts<br />
in a satisfactory manner. The same survey,<br />
which was conducted in Dec 2008, also found<br />
that 83 percent of the schemes had displayed<br />
the records publicly on display boards.<br />
Governance reforms in Nepal have been<br />
considered essential for sectoral interventions<br />
supported by the World Bank. The<br />
Government’s efforts towards reforms<br />
include enactment of the new Anti-<br />
Corruption Act in 2002, enactment of the<br />
Public Procurement Act in 2007 <strong>and</strong> Right to<br />
Information Act in 2007. The Board has been<br />
supporting the Government’s reform efforts,<br />
including its enactment of the new Anti-<br />
Corruption Act in 2002, the Public<br />
Procurement Act in 2007 <strong>and</strong> the Right to<br />
Information (RTI) Act in 2007.<br />
Monitoring<br />
<strong>and</strong> Evaluation<br />
A<br />
broader <strong>and</strong> yet comprehensive M&E system is applied<br />
by the Board with four elements or types of monitoring<br />
Lsegments – community monitoring, compliance <strong>and</strong><br />
process monitoring, outcome <strong>and</strong> impact monitoring,<br />
<strong>and</strong> strategic monitoring. The community monitoring includes the<br />
perceptions of the community/users/WUSC of the services <strong>and</strong> facilities<br />
provided including the self-situation analysis. This will focus on users’<br />
capacity to manage the assets <strong>and</strong> awareness generated by participation<br />
in the Board program. Support organizations facilitate its respective<br />
communities to do the assessment. Compliance monitoring focuses on<br />
physical, financial <strong>and</strong> logistic aspects of projects, while process<br />
monitoring deals with critical processes which are directly related to the<br />
project’s objectives. The process monitoring examines the suitability<br />
<strong>and</strong> effectiveness of community processes such as social mobilization,<br />
project implementation methodology such as community selection<br />
criteria <strong>and</strong> the impact of the project on capacity-building of<br />
communities. The outcome <strong>and</strong> impact monitoring attempts to assess<br />
the changes generated by the activities, inputs, <strong>and</strong> services in terms of<br />
the long-term objectives of the Board focusing primarily on the key<br />
development impact indicators as described earlier. The strategic<br />
monitoring is geared to documenting, disseminating, <strong>and</strong> learning from<br />
experience specifically focusing on key subject matter of importance.<br />
The Board’s adaptive <strong>and</strong> programmatic approach requires feedback<br />
on which approaches are working well <strong>and</strong> which are not.<br />
The Board <strong>and</strong> its partner organizations, the community, SO <strong>and</strong> SA<br />
<strong>and</strong> the local authority (DDC/VDC) all are involved in monitoring <strong>and</strong><br />
evaluation systems of program activities. All the data <strong>and</strong> information<br />
received from partner organizations in well developed formats are<br />
computerized <strong>and</strong> stored in the Board’s Management Information<br />
System (MIS) since RWSSP-I.<br />
Gradual improvements are being taken place in this system in RWSSP-<br />
II to support management to manage project related information <strong>and</strong><br />
facilitate for efficient monitoring <strong>and</strong> evaluation. Apart from Project<br />
Management Information System (PMIS), which is in practice from<br />
RWSSP-I, Technical Management Information System (TMIS) <strong>and</strong><br />
Financial Management Information System (FMIS) are in practice in<br />
RWSSP-II. At present, the MIS Unit has been facilitating the Board staff<br />
for IT Logistic/Equipments, bridging information in network, managing<br />
web site, considering/implementing safe guard for data security <strong>and</strong><br />
virus threat issues. In addition, this unit has deployed automated backup<br />
system for data protection at client side, while the three server that<br />
control complete network system has been mirrored to stay secure<br />
with last minute updated data.<br />
Having realized some technical problems in the existing MIS system<br />
<strong>and</strong> to make it more users’ friendly <strong>and</strong> informative, the Board finally<br />
agreed to go in Web-Centric technology so that it is accessible from the<br />
internet which also includes the migration of TMIS <strong>and</strong> FMIS on similar<br />
technology. Web-Centric MIS System is developed in year 2008 <strong>and</strong> it is<br />
installed for experiment in some of the computers of the Board. This<br />
new system will be operationalized by early 2009.<br />
24 · RWSSFDB Annual Report 2008
Jagran Karyakram:<br />
A New Invitiative<br />
T<br />
he Board has been adopting developed<strong>and</strong> improved<br />
operational system that has had positive impacts on the service<br />
delivery. Similarly, the Board has been practicing a broader<br />
<strong>and</strong> comprehensive M&E System - Community Monitoring,<br />
Compliance <strong>and</strong> Process monitoring, Outcome <strong>and</strong> Impact Monitoring <strong>and</strong><br />
Strategic Monitoring in order to achieve its objectives <strong>and</strong> to deliver services to<br />
the rural people. As far as progress of the project is concerned, the Board relies<br />
on SO’s Progress Report <strong>and</strong> finally on SA’s Monitoring Report to underst<strong>and</strong><br />
also the satisfaction of the beneficiaries.<br />
Information got from several studies (Impact, Sustainability etc), milestone<br />
information <strong>and</strong> field visit documents of the World Bank <strong>and</strong> RWSSFDB raise<br />
questions that the project has been facing gaps <strong>and</strong> challenges in the service<br />
delivery <strong>and</strong> satisfaction of the beneficiaries. Any effort enhancing accountability<br />
for delivering safe drinking water <strong>and</strong> sanitation is highly welcomed by the<br />
Board. Recently, the Board is initiating Jagran Karyakram (Accountability<br />
Programme) stressing on accountability <strong>and</strong> transparency as factors for successful<br />
implementation of the project. Despite many of the efforts adopted it has been<br />
observed that a systematic effort is required to ensure downward accountability<br />
of the service delivery.<br />
Jagaran Karyakram is defined as an approach towards building mechanism in<br />
which the participating stakeholders viz community institutions, SOs <strong>and</strong> project<br />
facilitators have downward accountability. Jagaran Karyakram is an effort towards<br />
building community people’s capability <strong>and</strong> equipping them with the appropriate<br />
tools so that they can contribute in all stages of project cycle including budgeting<br />
<strong>and</strong> performance evaluation of the service deliverers.<br />
Dem<strong>and</strong>-driven mechanisms of social accountability are being initiated. World<br />
Bank is supporting the board for mainstreaming social accountability through<br />
Jagaran Karyakram. A Facilitation Committee in the Board (FCB) has been<br />
formed to facilitate Jagaran activities.<br />
The processes in Jagaran Karyakram include setting up the phasing plan, institutional<br />
arrangement, designing <strong>and</strong> implementing the guidelines <strong>and</strong> procedures, planning<br />
<strong>and</strong> implementing capacity building programmes, developing <strong>and</strong> implementing<br />
transparency <strong>and</strong> accountability tools <strong>and</strong> promoting participatory community<br />
monitoring. A detailed process plan specifying the key steps <strong>and</strong> the sequence of<br />
activities to be performed in implementing the Jagaran Karyakramis developed <strong>and</strong><br />
is being finalised with the support of FCB within November 2008.<br />
This will enable all partnering institutions <strong>and</strong> functionaries to agree <strong>and</strong><br />
underst<strong>and</strong> the critical activities, important points to be reckoned, timing <strong>and</strong><br />
duration of activities as well as the interdependence of the activities. In the Jagaran<br />
Karyakram, some schemes with the Intensice activities <strong>and</strong> rest all schemes with<br />
general activities will be covered from Batch-VII onwards.<br />
Capacity Building<br />
Activities<br />
Undertaken:<br />
Orientation to the Board’s staff,<br />
some selected SOs <strong>and</strong> SAs on<br />
Jagaran Karyakram(social<br />
accountability)<br />
Orientation for social<br />
accountability <strong>and</strong> field based<br />
exercise on score cards to 32 Paraprofessionals<br />
(Village Jagaran<br />
Experts)<br />
Training to 28 Para-professionals/<br />
Village Jagaran Experts ( 12 old +<br />
16 new ) on project working<br />
procedures <strong>and</strong> operational<br />
system, community mobilisation,<br />
leadership building <strong>and</strong><br />
communication skills <strong>and</strong> Jagaran<br />
Karyakram: by Facilitation<br />
Committee in the Board<br />
Refresher training to 28 Para<br />
Professionals/Village Jagaran<br />
Experts (Out of these 25 Paraprofessionals/Village<br />
Jagaran<br />
Experts can be focussed) on Social<br />
accountability include field based<br />
exercise on score card <strong>and</strong> process<br />
audit: by WB support <strong>and</strong> FCB<br />
Mainstreaming<br />
Jagaran Karyakram<br />
Through a programmatic approach<br />
the Jagaran Karyakram is implemented<br />
in a phased manner. The basic<br />
activities of setting up Jagaran Samiti<br />
<strong>and</strong> capacity building on the roles <strong>and</strong><br />
responsibilities of the Samiti is initiated<br />
in all the scheme of existing Batch VII<br />
scheme <strong>and</strong> forthcoming Batches<br />
schemes.<br />
The pilot scheme for intensified<br />
activities like mobilizing the Paraprofessionals,<br />
initiated the community<br />
score cards for capture the perception<br />
of the community towards the service<br />
delivery is carried out in selected 125<br />
schemes in a phased manner. The pilot<br />
scheme will be selected from all the<br />
five regions <strong>and</strong> types of scheme to<br />
have a balanced representation.<br />
25 · RWSSFDB Annual Report 2008
Piloting Jagaran Karyakram<br />
in the Pilot Schemes<br />
<br />
<br />
<br />
<br />
<br />
<br />
Orientation to the SOs of the scheme by FCB<br />
Intensified activities to be undertaken in the Pilot<br />
Schemes of Batch-VII - representatives from all five<br />
regions through 25 trained Para-professionals.<br />
One Scheme is allocated to each 25 Para-professional<br />
The tasks in each scheme include: Jagaran<br />
Sensitisation; formation of Jagaran Samiti; training<br />
to Jagaran Samiti members; conducting community<br />
score cards; conducting process audit <strong>and</strong><br />
documentation of the activities.<br />
Cross Learning Session<br />
Four Schemes will be allocated to each Paraprofessional<br />
Overall Jagaran Karyakram<br />
Aspects<br />
<br />
<br />
<br />
<br />
Jagaran Karyakram Mobilisation: To have active<br />
mobilisation of community <strong>and</strong> village level<br />
intuitions an initial sensitisation on Jagaran Karyakram<br />
will be undertaken through Para-professional in<br />
pilot scheme <strong>and</strong> through SOs in al other scheme .<br />
This will include mobilising the community to<br />
embrace the Jagaran Karyakram, underst<strong>and</strong> its<br />
significance <strong>and</strong> initiate activities for the same.<br />
Formation of Jagaran Samiti: Jagaran Samiti will<br />
be formed in the Sadharan Sabha in an inclusive<br />
manner having adequate representation of all<br />
stakeholders in the village as per the policy. The<br />
members will be given necessary orientation on<br />
the roles <strong>and</strong> responsibilities <strong>and</strong> accountability tools<br />
Orientation of SOs: The Jagaran Karyakramis<br />
planned to be initiated across the entire batch VII<br />
<strong>and</strong> subsequently the batch VIII schemes. In view<br />
of the same it would be necessary to involve the<br />
SOs in respective scheme for the general IEC <strong>and</strong><br />
orientation on the Jagaran Karyakram.<br />
Empowering the Para-professionals: Under the<br />
Jagaran Karyakrama village level cadre of Para<br />
Professionals are trained to internalise capacities<br />
for facilitating Jagaran activities. Their roles will be<br />
of facilitating the social accountability tools in the<br />
Jagaran villages initially in the pilot scheme <strong>and</strong><br />
subsequently as service providers to other villages.<br />
Coordination, Linkage<br />
Development <strong>and</strong><br />
Partnership<br />
Building<br />
T<br />
he vertical <strong>and</strong> horizontal coordination<br />
<strong>and</strong> relation with National Planning<br />
Commission, concerned ministries/<br />
departments, stakeholders <strong>and</strong> IDA/World Bank, <strong>and</strong> other<br />
concerned donors working in water supply <strong>and</strong> sanitation at<br />
the centre are essential for policy matters <strong>and</strong> for ensuring<br />
smooth running of the program. Similarly, coordination at<br />
the local level with DDCs, VDCs, Line Agencies, I/NGOs,<br />
Political Parties, CBOs, WUSGs <strong>and</strong> other stakeholders<br />
including communities is prerequisite for avoiding duplication<br />
<strong>and</strong> adopting cost sharing of the programs <strong>and</strong> making a<br />
favourable environment <strong>and</strong> smooth implementation of the<br />
Board’s program in rural areas of the country. The Board<br />
itself is at the centre <strong>and</strong> SOs as representatives of the Board<br />
to coordinate district level program activities <strong>and</strong> establish<br />
rapport with local bodies.<br />
Regional workshop on strengthening coordination <strong>and</strong><br />
partnership building with local government has been<br />
organised with the participation from the representatives of<br />
Ministry of Local Development (MLD), Local Development<br />
Officers (de facto DDC Chairs) from District Development<br />
Committees (DDCs), Chief of District Technical Offices,<br />
representatives from Association of DDCs in Nepal (ADDC/<br />
N) <strong>and</strong> National Association of VDCs in Nepal (NAVIN),<br />
representatives from Support Organisations (SOs) <strong>and</strong> Service<br />
Agencies (SAs) were held in Kathm<strong>and</strong>u (25 th Sept) for Eastern<br />
<strong>and</strong> Central Regions, in Pokhara (28 th Sept) for Western<br />
Region, <strong>and</strong> in Nepalganj (21 st Oct) for Mid <strong>and</strong> Far western<br />
Regions. Inputs are received in the areas of how the scheme<br />
cycle can be aligned with the planning process of the local<br />
bodies, possibilities of cost sharing in the schemes, possibilities<br />
for involving DDCs in compliance monitoring of the Board<br />
supported schemes <strong>and</strong> improving mechanisms for effective<br />
information sharing among the SOs, SAs, RWSSFDB <strong>and</strong> Local<br />
bodies (e.g. providing copies of contracts, overview of<br />
schemes in a particular district, sharing of approved plans<br />
<strong>and</strong> reports).<br />
26 · RWSSFDB Annual Report 2008
Sustainability of Schemes<br />
T<br />
he Board accords<br />
high priority to<br />
sustainability <strong>and</strong> to<br />
ensure that<br />
community institutions are involved in<br />
different planning <strong>and</strong> implementation<br />
phases. The community is put in the<br />
driving seat to ensure the sustainability<br />
of the scheme.<br />
The Board carries out two types of<br />
sustainability studies first after 3 years<br />
(short term) <strong>and</strong> second after 5 years<br />
(long term) of the scheme completion.<br />
The Board uses sustainability indicators<br />
<strong>and</strong> provides backstopping support to<br />
the community to make the schemes<br />
sustainable <strong>and</strong> functional.<br />
Sustainability study is carried out based<br />
on assessing four major indicators like<br />
institutional, social/environmental,<br />
financial <strong>and</strong> technical including a<br />
number of sub-indicators set forth.<br />
The long – term sustainability studies of<br />
Batch – I <strong>and</strong> II schemes, which are under<br />
community operation <strong>and</strong> management<br />
since last 6 to 10 years show that about<br />
92% schemes are still running in good<br />
condition. However, by taking<br />
considerations on all four major<br />
dimensions i.e. Institutional, Social/<br />
Environmental, Financial, <strong>and</strong> Technical<br />
aspects of the schemes, around 78%<br />
schemes are assessed fully sustainable.<br />
Similarly, the result of sustainability study<br />
of Batch – III schemes (carried out after 3<br />
to 5 years of scheme operation) show that<br />
around 86% schemes are fully functional<br />
<strong>and</strong> well sustained under community<br />
operation <strong>and</strong> maintenance (O & M)<br />
system considering the status of all the<br />
above four evaluation dimensions<br />
(Source: Sustainability Study 2008).<br />
Other Institutional <strong>and</strong> technical<br />
studies have also shown significant<br />
improvements in the health<br />
<strong>and</strong> sanitation practices of the<br />
community people including<br />
the construction <strong>and</strong> use of<br />
sanitary household latrines.<br />
The water quality is observed<br />
good in 89.3%, while it is<br />
moderate in 7.8% <strong>and</strong> poor in<br />
2.9% schemes. The<br />
community’s women are also<br />
found able to increase their<br />
household income with the use<br />
of saved time from fetching<br />
water in a number of income<br />
generation activities under<br />
Women’s Technical Support<br />
Services (WTSS) component of<br />
the programme. Ownership<br />
<strong>and</strong> management of the water<br />
supply <strong>and</strong> sanitation schemes<br />
by the communities has<br />
contributed to the overall<br />
sustainability of the project.<br />
CHART 16:<br />
Long-term Sustainability Status of<br />
Batch -I Schemes<br />
Excellent<br />
(15%)<br />
CHART 17:<br />
Long-term Sustainability Status of<br />
Batch -II Schemes<br />
Excellent<br />
(18%)<br />
CHART 18:<br />
Long-term Sustainability Status of<br />
Batch -III Schemes (after 3 years)<br />
Excellent<br />
(16%)<br />
Moderate<br />
(14%)<br />
Moderate<br />
(35%)<br />
Satisfactory<br />
(50%)<br />
Moderate<br />
(22%)<br />
Satisfactory<br />
(60%)<br />
Satisfactory<br />
(70%)<br />
Financial Management<br />
T<br />
he Board has<br />
adopted an<br />
accrual<br />
based accounting system. The<br />
Financial Management Reporting<br />
System is properly maintained in<br />
fully computerized Financial<br />
Monitoring Information System<br />
(FMIS) which produces Financial<br />
Monitoring Report (FMR) for<br />
trimester expenditure report.<br />
Project Fund for RWSSP-II<br />
Total project fund for RWSSP - II is now being US $ 73.60 million (inclusive<br />
additional grant fund) comprised of 71% from IDA, 17% from GoN <strong>and</strong> 12%<br />
from Community (both in cash <strong>and</strong> kind contribution).<br />
Table - 15: Source of Fund (US $ million)<br />
Budget Provision<br />
SN Description<br />
GoN IDA Community Total<br />
1 Credit part 11.60 25.30 4.60 41.50<br />
2 Grant part 1.20 27.00 3.90 32.10<br />
TOTAL BUDGET FUNDING 12.80 52.30 8.50 73.60<br />
% of Budget Share 17% 71% 12% 100%<br />
27 · RWSSFDB Annual Report 2008
The GoN has approved the budget amount NRs 1,129.99 million for the current FY 2008/09. In this FY, GoN has provided<br />
NRs. 164.00 million. As compared to FY 2007/08, the total budget for FY 2008/09 has been increased by 191.28%, in which<br />
IDA share for FY 2008/09 has been increased by 126.89% <strong>and</strong> GoN share decreased by around 1%.<br />
Moreover, out of US $ 16.62 million IDA Budget, US $ 11.77 million is from IDA Credit source <strong>and</strong> remaining US $ 2.42 million<br />
is from IDA grant source (Exchange rate used- US $1:NRs 68.00). The detail budget breakdown is presented in below Table.<br />
Table - 16: Budget Breakdown for FY 2008/09 (NRs. In Million)<br />
Category IDA Credit IDA Grant IDA Total GON Gr<strong>and</strong> Total<br />
% of<br />
Budget Dist<br />
Development Phase 218.22 0.00 218.22 - 218.22 19%<br />
Implementation Phase 461.58 153.07 614.64 117.55 732.19 65%<br />
Goods 0.81 0.00 0.81 0.14 0.96 0%<br />
Consultants Service & Studies 38.70 0.00 38.70 5.80 44.50 4%<br />
Training 34.26 6.30 40.56 5.01 45.57 4%<br />
Monitoring & Evaluation 46.66 0.00 46.66 6.77 53.43 5%<br />
Operating Cost 0.30 6.10 6.40 28.73 35.13 3%<br />
Total 800.52 165.47 965.99 164.00 1,129.99 100%<br />
% of Budget 15% 100%<br />
Project Expenditure Status<br />
For effective <strong>and</strong> timely disbursement<br />
to the SOs/communities, the Board<br />
has continued to disburse funds/grant<br />
to SO/communities through Fax<br />
transfer by banks from the 3rd<br />
trimester of FY 2006/07. This has also<br />
helped to minimize the physical<br />
presence of SOs/communities in<br />
receiving payments <strong>and</strong> thus made it<br />
easier for them.<br />
The total budget projection for this FY 2008/<br />
09 is NRs. 1129.99 million. As of November<br />
15, 2008 for FY 2007/08, the Board has spent<br />
10.44% of the annual approved budget for<br />
this fiscal year (Table – 11).<br />
Similarly, the expenditure on<br />
Implementation Phase category up to this<br />
reporting period is 11% <strong>and</strong> on<br />
Development Phase category it is 10 % of<br />
the total available budget for FY 2007/08.<br />
As the various activities of implementing<br />
<strong>and</strong> signing contract for Batch-VII<br />
Implementation Phase delayed than<br />
expected/planned, the payments could<br />
not be done in this trimester, the<br />
expenses incurred in this trimester are<br />
not satisfied as per forecast. Therefore,<br />
only 23% has been spent in this trimester<br />
compared to trimester projection.<br />
Table - 17: Budget <strong>and</strong> Expenditure Statement of RWSSP-II (as of Nov 15, 2008)<br />
Expenditure<br />
SN Category Total RWSSP-II<br />
Cumulative Total<br />
Cumulative up to up to November 15,<br />
Budget<br />
Expenditure<br />
FY 2006/07 2008 for FY 2008/09<br />
Currency: in NRs.<br />
Total Budget<br />
Balance<br />
Expenditure<br />
as per Budget<br />
Available<br />
1a Development Phase 255,582,000.00 252,934,881.73 23,550,056.43 276,484,938.16 (20,902,938.16) 108.18%<br />
1b Implementation Phase 1,806,883,000.00 794,836,621.63 69,071,772.68 863,908,394.31 942,974,605.69 47.81%<br />
2 Goods 19,870,500.00 21,197,291.99 473,357.00 21,670,648.99 (1,800,148.99) 109.06%<br />
3 Consultants Service<br />
& Studies 54,700,000.00 17,444,028.13 3,793,778.01 21,237,806.14 33,462,193.86 38.83%<br />
4 Training 148,736,000.00 58,209,259.43 1,597,115.20 59,806,374.63 88,929,625.37 40.21%<br />
5 Monitoring & Evaluation 190,999,000.00 95,124,742.03 8,465,174.36 103,589,916.39 87,409,083.61 54.24%<br />
6 Operating Cost 143,270,000.00 111,992,939.37 11,066,403.31 123,059,342.68 20,210,657.32 85.89%<br />
Total 2,620,040,500.00 1,351,739,764.31 118,017,656.99 1,469,757,421.30 1,150,283,078.70 56%<br />
% of expendire by year 52% 5% 56%<br />
28 · RWSSFDB Annual Report 2008
The Board’s current Operation Cost is<br />
below than 9% of the total expenses<br />
<strong>and</strong> the rest 91% are program cost.<br />
The percentage of all expenditure<br />
categories on the basis of accumulated<br />
expenditure of RWSSP - II up to this<br />
reporting period are as follows:<br />
Expenditure on Post<br />
Implementation Phase<br />
Till this reporting period out of total<br />
300 Batch – V completed schemes, the<br />
contract for post implementation phase<br />
have been signed with 73 SOs for 228<br />
Training<br />
4.07%<br />
Consultants Service &<br />
Studies1.44%<br />
Chart # 1: Percentage of Expenditure<br />
(as of Nov 15, 2008) by expenditure category<br />
Goods1.47%<br />
Monitoring &<br />
Evaluation7.05%<br />
Operating<br />
Cost8.37%<br />
Development Phase<br />
18.81%<br />
Implementation<br />
Phase58.78%<br />
schemes (76%) <strong>and</strong> the 1 st payment has been made for 50 SOs (167 schemes). The total expenditure for this amounted to<br />
NRs. 835,000.00, which is included in the Implementation phase expenditure in the above chart.<br />
Institutional Development Studies<br />
T<br />
he following are the major institutional studies completed in the year 2008.<br />
CDA Immediate Impact study of Batch - V schemes<br />
Long term sustainability study of Batch - I <strong>and</strong> II schemes<br />
Sustainability study of Batch -III schemes<br />
Technical, Operational <strong>and</strong> Environmental Audit of Batch - IV schemes.<br />
Materials FOR Sharing<br />
A. Publications<br />
SARAR Participatory Tools<br />
SARAR Participatory Tools H<strong>and</strong> Book<br />
Health <strong>and</strong> <strong>Sanitation</strong> Manual<br />
VHP Manual<br />
VMW Manual<br />
Annual Reports<br />
Institutional Profile of the Board<br />
<strong>Water</strong> <strong>and</strong> <strong>Sanitation</strong> Posters<br />
KHASKOSH Newsletter<br />
Board’s policy Document in 9 Major<br />
IPDP Languages<br />
Guidelines for Gravity <strong>Water</strong> <strong>Supply</strong> <strong>and</strong><br />
Ground <strong>Water</strong> <strong>and</strong> Rain <strong>Water</strong> System Survey,<br />
Design <strong>and</strong> Estimate<br />
Website: http//www.rwss.org<br />
B. Audio Visuals<br />
<br />
<br />
<br />
SARAR Participatory Tools<br />
Documentary Film<br />
Hamro Pani (Our <strong>Water</strong>)<br />
Tapping the Source<br />
Documentary Film<br />
<strong>Water</strong> <strong>and</strong> Life<br />
Documentary Film<br />
<strong>Water</strong> for Health<br />
Documentary Film<br />
KHASKOSH-Radio Program<br />
(All episodes)<br />
29 · RWSSFDB Annual Report 2008
Abbreviations<br />
ADDCN Association of District Development Committees of Nepal<br />
CAP Community Action Plan<br />
CBO Community Based Organization<br />
DDC District Development Committee<br />
DFID Department for International Development<br />
DTW Deep Tube Well<br />
DWSS Department of <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> Sewerage<br />
GoN Government of Nepal<br />
HSE Health <strong>and</strong> <strong>Sanitation</strong> Education<br />
I/NGO International/Non Government Organization<br />
IDA International Development Association<br />
IP<br />
Indigenous People<br />
IPDP Indigenous People Dalit People<br />
JAKPAS Janatako Khanepani Tatha Sarsafai Karyakarm or<br />
People’s Drinking <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Program<br />
JGF Japanese Grant Facility<br />
KHASKOSH Khanepani Tatha Sarsafai Kosh Bikas Samittee<br />
MCTG Mother <strong>and</strong> Child Tap St<strong>and</strong> Group<br />
MoLd Ministry of Local Development<br />
MPPW Ministry of Physical Planning & Works<br />
NAVIN National Association of VDCs in Nepal<br />
NFE Non Formal Education<br />
RWH Rain <strong>Water</strong> Harvesting<br />
RWSSFDB <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> & <strong>Sanitation</strong><br />
Fund Development Board (The Board)<br />
RWSSP-I First <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> & <strong>Sanitation</strong> Project<br />
RWSSP-II Second <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> & <strong>Sanitation</strong> Project<br />
S0 Support Organization<br />
SA Service Agency<br />
SARAR Self-Esteem, Associative Strength,<br />
Resourcefulness, Action planning, Responsibility<br />
SRLF <strong>Sanitation</strong> Revolving Loan Fund<br />
STW Shallow Tube Well<br />
TAC Technical Appraisal Committee<br />
UNDP United Nations Development Program<br />
VDC Village Development Committee<br />
VHP Village Health Promoter<br />
VMW Village Maintenance Worker<br />
WB World Bank<br />
WSUC <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> User Committee<br />
WSUG <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> User Group<br />
WTSS Women Technical Support Service<br />
3 · RWSSFDB Annual Report 2008
The <strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Fund<br />
Development Board (the Board) was<br />
established on March 14, 1996 by the<br />
Government of Nepal (GoN) through the<br />
Formation Order under the Development<br />
Board Act 1956, based on the studies <strong>and</strong><br />
findings of a field-tested project known as<br />
JAKPAS (Janta Ko Khanepani Tatha Sarsafai<br />
Karyakarm or People's Drinking <strong>Water</strong> <strong>and</strong><br />
<strong>Sanitation</strong> Program) in order to bring about<br />
fundamental changes in the conventional<br />
supply-oriented approach to adopting a<br />
dem<strong>and</strong> driven <strong>and</strong> participatory<br />
development approach in rural water supply<br />
<strong>and</strong> sanitation services delivery mechanism<br />
in the country.<br />
<strong>Rural</strong> <strong>Water</strong> <strong>Supply</strong> <strong>and</strong> <strong>Sanitation</strong> Fund Development Board<br />
P.O. Box: 12414, Lazimpat, Kathm<strong>and</strong>u, Nepal<br />
Phone: 977-1-4410761, 4437152, 4415856, 4418611 • Fax 977-1-4417899<br />
Email: khaskosh@rwss.org • Website: www.rwss.org<br />
Media Plan # 4467055<br />
4 · RWSSFDB Annual Report 2008