ANNUAL REPORT_2008.pdf - Rural Water Supply and Sanitation ...

1 · RWSSFDB Annual Report 2008

Few Words 

F 

irst of all, on behalf of the Rural 

Water Supply and Sanitation Fund 

Development Board (the Board) I wish 

all the best in year 2066 to all partners, stakeholders and 

beneficiaries of the programme supported by this Board 

and hope the Year 2066 adds another milestone in the 

development of Rural Water Supply and Sanitation sector 

in Nepal. This annual report reflects back on the Board’s 

overall performance, draws lessons from successes and 

failures over the last year and formulates forward looking 

organisational resolutions for New Year 2066. 

In April/May 2008, negotiations with the International 

Development Association/World Bank were concluded for 

Grant Assistance of US$ 27 Million as Additional Financing 

to RWSSP II, thus extending the project period up to 31 

Dec, 2010. To this effect, the grant Agreement between the 

Government of Nepal and IDA/the World Bank was signed 

on August 26, 2008 and Subsidiary Agreement between the 

GoN and the Board was signed in Oct 2008. By end of March 

2009, the Board has been able to complete 572 water supply 

and sanitation schemes (cumulative progress) in more than 

70 districts of Nepal benefiting 426,288 populations with 

supply of safe drinking water and increased access to 

sanitation facilities. Furthermore, about 800 WSS schemes 

are in development and implementation phase to be 

completed by end of 2010 with a cumulative target of 

benefiting 1.04 million populations with safe drinking water 

and sanitation facilities. Compared to the 74% annual 

expenditure of FY 2064/65, the trend up to second trimester 

indicates the budget realisation will be above 80% by end 

of FY 2065/66. 

The Board has adopted a demand led approach to Water 

and Sanitation where the communities take lead role in 

identification, planning, and execution of rural water supply 

and sanitation schemes. The successes of this approach have 

been applauded by stakeholders at different levels. In April 

2008, senior executives from the World Bank headquarters 

visited WSS schemes in Kaski and interacted with the 

communities and were very much impressed with the 

impact of the project on rural households. This gave positive 

push to the decision for additional financing of the project. 

Similarly, the Board’s participation and effective 

presentation of the real life stories by community members 

together with demonstration of models of WSS schemes in 

the Water Week (17-20 Feb, 2009) held in Washington DC 

attracted a lot of interest among senior officials of the World 

Bank for continued support to the rural water and sanitation 

programme in Nepal. Furthermore, the RWSSP II 

achievements and successes were shared with policy makers 

and high ranking government officials engaged in water 

and sanitation sector in Nepal through workshops and 

seminars, which contributed towards creation of good 

momentum for appreciation and recognition of the Board’s 

approach. Now the responsibility lies with us for capitalising 

on the positive synergies created at higher level for design 

even more effective and up scaled RWSS programme 

beyond Dec 2010. 

We all are aware that challenges of meeting the millennium 

development goals and national WSS targets are further 

aggravated by multifaceted issues like: the worsening 

security situation in Tarai where the project activities at 

times are hampered and delayed, increasing price of the 

non-local material cost for the schemes resulting in high 

per capita cost, growing need to take the WSS services and 

facilities to remote districts and communities that are not 

yet been served requiring high operational costs and 

additional efforts, and shortage of technical human 

resources in the market with increasing demand elsewhere 

in/outside the country for such expertise resulting in nonavailability 

of qualified people for design and supervision 

of the hardware/construction part of the schemes. The 

Board holds the view that tackling these challenges and 

proving ourselves capable of delivering good quality 

services to the needy communities require coordinated 

efforts of all stakeholders at different level. 

Let’s join hands for tackling the challenges faced by the 

RWSS sector and proving ourselves capable in improving 

the overall sector performance to bring it to higher level. 

Arjun Narsing Rayamajhi 

Executive Director 


Contents 

Few Words 

About RWSSFDB 1 

Objectives 1 

Key Strategy 1 

Board’s Working Modalities and Guiding Principles 2 

Programme Component 2 

Scheme Cycle 2 

Major Achievements 3 

Community Organization and Mobilization 6 

Water Supply System and Operation & Maintenance 9 

Environment Management Plan & Water Quality 12 

Health, Hygiene and Sanitation 15 

Poverty Reduction Through Women Technical Support Service 18 

Jeevika Karyakram 19 

Human Resource Development 20 

Social Inclusion 21 

Financial Transparency and Accountability 23 

Monitoring and Evaluation 24 

Jagaran Karyakram 25 

Partnership Building 26 

Sustainability of Scheme 27 

Institutional Development Studies 29 

Abbreviations 30

About RWSSFDB 

T 

he Rural Water 

Supply and 

Sanitation Fund 

Development 

Board (the Board) was established on 

March 14, 1996 by the Government of 

Nepal (GoN) through the Formation 

Order under the Development Board 

Act 1956 based on the lessons learnt 

from piloting a Community-Driven 

Approach to delivering water supply 

and sanitation services to rural people 

of Nepal. The pilot project (1993-1996), 

known as JAKPAS (Janata ko 

Khanepani Tatha Sarsafai 

Karyakram or People’s Drinking 

Water and Sanitation Program), was 

funded by a Japanese grant, and was 

used to field-test a new stratagem for 

service delivery that was demanddriven, 

community-designed, 

community-owned and communitymanaged. 

This represented a radical 

departure from the Government’s 

traditional supply-driven programs, 

one that was intended to bring 

resources closer to beneficiaries. 

Currently, the Board is implementing 

the Second Rural Water Supply and 

Sanitation Project (RWSSP-II, 2004- 

2009), which is a follow-on to the First 

Rural Water Supply and Sanitation 

Project (RWSSP-I, 1996-2003). It has 

adopted the general principles and 

approaches of RWSSP-I with some 

improvements by incorporating 

lessons learnt and overcoming the 

shortcomings of RWSSP-I. 

Considerable emphasis was placed on 

ensuring participation by women, 

who are primarily responsible for 

water supply in households 

throughout most of rural Nepal, and 

who became the project’s principal 

beneficiaries. 

The RWSSP-I project was funded 

through an IDA credit approved in 

1996. The RWSSP-I financed almost 900 

rural water supply and sanitation 

schemes that reached more than 

700,000 people. In 2004 the Bank 

approved the Second Rural Water 

Supply and Sanitation Project (RWSSP 

II) – a follow-on project financed 

through an IDA credit of US$25.3 

million. In May 2008, the Bank 

approved an IDA grant of US $27.0 

million as additional financing. 

Together, these resources are 

expected to support close to 1,500 

water supply and sanitation schemes 

that will serve a population of more 

than one million people by Dec 31, 

2010. 

The Board is governed by seven 

Board members and the Executive 

Director acts as Secretary of the 

Board. The Board Policies are 

executed by only 48 staff comprising 

of 30 professionals and 18 support 

staff. The Board serves as an 

intermediary and is responsible for 

facilitating service delivery through 

support organizations and service 

agencies, with community 

participation in all stages of the 

project cycle including operation and 

maintenance. Emphasis has also been 

accorded to social capital formation 

through mobilizing the communities. 

In accordance with government’s 

RWSS sector policy; the project has 

focused on empowering the rural 

communities in service delivery by 

developing a sense of ownership and 

responsibility among them. 

Objectives 

The overall objective is to promote cost-effective and sustainable RWSSPs with 

full emphasis on community ownership and responsibility. The project aims to 

reduce poverty and raise the living standard of rural people by: 

 

 

Improving sector institutional 

performance 

and 

mainstreaming “Fund Board” 

approach in the Government’s 

system, and 

Supporting communities to form 

inclusive local water supply and 

sanitation user groups that can 

plan, implement, and operate 

drinking water and sanitation 

infrastructure that delivers 

sustainable health, hygiene and 

productivity benefits to rural 

households. 

Key Strategy 

To take only facilitating roles 

and keep the organization 

small and effective; 

To establish community 

institutions and strengthen 

the capacities of the 

community and assist it in 

project identification, 

planning, implementing and 

managing the project; and 

To mobilize support 

organizations like the NGOs 

and private sector 

organizations to support the 

community in capacity 

building and implementation 

of the project. 


Board’s Working Modalities and Guiding Principles 

 

 

 

 

 

 

 

 

 

 

 

 

Demand Driven and Participatory Approach 

Resource Allocation through SOs and Communities 

Local Resource Mobilization with Informed Choice of Technical and Service Level Options 

Community Procurement and Financial Transparency 

Equity in Water Supply, Health, Hygiene and Sanitation 

Social Inclusion (Women, IP, Dalit and Disadvantaged People) 

Capacity Building of Governmental and Non-governmental Organizations 

Quality Control through Participatory Monitoring and Evaluation 

Cost-Effective Service 

Operation and Management of Schemes by Communities 

Backing Government’s Goal of Poverty Alleviation 

Coordination, Linkages and Partnership Building with Local Authorities and Other Programs 

Programme Components 

The project takes a holistic approach to delivering inclusive 

and sustainable rural water supply and sanitation services by: 

(a) integrating health and hygiene programs with water 

supply; (b) strengthening governmental and nongovernmental 

capacities to facilitate the delivery of rural water 

supply and sanitation services; (c) strengthening community 

capacity to operate and maintain improved water supply and 

sanitation facilities; (d) empowering and providing 

opportunities to women and girls as the primary beneficiaries 

by involving them in planning, implementing, and managing 

the schemes; (e) ensuring that Dalits and Janajati (indigenous 

peoples and nationalities) households in the catchment areas 

served are also included and that these groups participate fully 

in the planning, implementation and management of the 

schemes; (f) assisting women to use the time saved in collecting 

water to identify opportunities to increase incomes and receive 

non-formal education. 

Scheme Cycle 

The schemes generally take about 36 calendar 

months with Pre-development, Development and 

Implementation Phases to complete, and are divided 

into cycles that are designed to account for seasons, 

harvests and holidays. These have major significance 

for the timing of operations, which must take into 

consideration factors such as the availability of labor, 

and prevailing weather conditions and their impacts 

on site accessibility and construction. These factors 

are also important to consider for measuring the 

yield of different water sources, which vary widely 

by season. Post- Implementation Phase consists of 

24 calendar months considering the sustainability 

of the scheme. 


Major Achievements 

Additional Grant Assistance from the World Bank/IDA 

T 

he International 

Development 

Association/The 

World Bank has provided a Grant 

assistance of US $ 27 million as an 

additional financing to overcome the 

cost deficiency for completing the 

schemes of the Second Rural Water 

Supply and Sanitation Project and 

some additional schemes. The grant 

agreement between GoN and the 

World Bank was signed on August 26, 

2008 at the Finance Ministry. Similarly, 

the project agreement between the 

World Bank and RWSSFDB was also 

signed on the same occasion. The 

World Bank that provided loan 

assistance for the execution of the First 

and Second RWSSPs has provided 

grant assistance for the first time to 

this project. In 2004 the World Bank 

approved the Second Rural Water 

Supply and Sanitation Project (RWSSP 

II) – a follow-on project financed 

through an IDA credit of US$25.3 

million. In May 2008, the Bank 

approved an IDA grant of US $27.0 

million as additional financing. 

Together, these resources are 

expected to support close to 1,500 

water supply and sanitation schemes 

that will serve a population of more 

than one million by Dec 31, 2010. 

Original Project (RWSSP-II) Funds will 

be Sufficient to complete only 881 

schemes serving a population of 

6,83,064. Additional Financing of US $ 

27 millions as grant has been signed 

between the IDA/World Bank and 

RWSSFDB on August 26, 2008 with the 

time extension up to 2010 to complete 

following schemes. Delivering water 

supply and sanitation facilities in 582 

communities will benefit some 

4,07,400 additional people. 

231 Batch VII schemes 

351 Batch VIII Schemes 

400 Batch IX Schemes 

(Pre-Development and 

Development Phases) 

400 Batch X schemes 

(Pre-Development Phase) 

At the end of Dec 2008, the Board has 

fully completed 571 schemes under 

RWSS II. Approximately 67,000 

household latrines and 560 

institutional latrines have been 

constructed and are being used. The 

Board at the country level has been 

contributing considerably in water 

supply and sanitation sector to 

support GoN in achieving the target 

of current plan and millenium 

development goal in the sector. 

Progress Status Against PAD and Additional Financing Target in 2008 

Year 2008 was the most crucial in terms of work performance since the activities of four batches were implemented simultaneously 

in this year i. e., the activities of the Implementation Phase of Batch-V, the Development Phase and Implementation Phase of 

Batch-VI and the Development Phase of Batch-VII and then the Pre-Development Phase of Batch-VIII. Works on SOs selection 

criteria of Batch-IX was also initiated this year. The progress status in 2008 is summarized in Table -1 below. 

Table - 1. Planned vs Actual Progress Compared with Original PAD and Additional Financing 

Original PAD Actual and/or Projected Additional Financing Total Target Actual achievement in 2008 Completion 

Batch 

No. of Pop. No. of Pop. No. of Pop. No. of Pop. No. of Pop. % Pop. 

Schemes 

Schemes 

Schemes 

Schemes 

Schemes 

covered 

Type/Phase 

Implementation Phase 

IV (from RWSSP I) 48 28800 47 35562 47 35562 47 35562 123 Impl. Phase 

V 244 146400 315 233986 315 233986 300 221976 152 Impl. Phase 

VI* 330 198000 350 246160 350 246160 154 117865 60 Impl. Phase 

VII** 359 215400 169 122356 231 161700 400 284056 Devt. Phase 

VIII*** 374 224400 351 245700 351 245700 Pre Devt. Phase 

Total Impl. Phase 1355 813000 881 638064 582 407400 1463 1045464 501 375403 46 

Dev’t Phase IX 400 280000 400 280000 

Pre-Dev’t Phase X 400 280000 400 280000 

Total 1355 813000 881 638064 1382 967400 2263 1605464 

Note: 

* 18 Schemes fully completed and 136 schemes physically completed 

** 271 schemes completed development phase covering 201352 populations; out of these 271 schemes 15 schemes contracted for Implementation phase and 

remaining are in process of TAC / Board finalization. 

*** Received the PF reports of 450 schemes from SO covering 383898 populations; SA are currently mobilized for site appraisal. 


Program Coverage 

The Board projects are spread to 74 

districts out of 75 districts in Nepal i.e. 

except in Mustang. In the year 2008, 

the Board program is extended to 

some of the remote districts such as 

Achham, Dolpa, Kalikot, Manang, 

Bhojpur, Terathum and Okhaldhunga, 

Taplejung, Rolpa, Rukum hiring the 

local NGOs even in partnership with 

efficient NGO working nearby 

districts. 

RWSSDF Act in Parliament 

In the beginning of RWSSP-II, it was 

visualized and agreed between the 

GoN and the World Bank/IDA to 

establish the Rural Water Supply and 

Sanitation Development Fund 

(RWSSDF) as a "Regular Sector 

Institution" and the process for this 

was initiated in the year 2002/03. 

However, in the meantime as the 

parliament was dissolved, it was 

agreed as a legal covenant in the 

Development Credit Agreement 

(Article V-Remedies of the 

Association) signed between the GoN 

and IDA for RWSSP-II that the Bill to 

establishing the RWSSFDB as an 

autonomous and regular sector 

institution will be tabled in the 

parliament within six months of it 

being convened. 

In this context, as the parliament was 

"in place" in year 2005 the Board with 

support from the MPPW re-started the 

process and re-obtained the cabinet's 

approval 'in principle' on the Draft Bill 

to establish the RWSSDF on July 02, 

2007. After this, the Bill was discussed 

in a series of meetings held at the 

Ministry of Law Justice and 

Parliamentary Affairs (MoLJ & PA) 

and Ministry of Physical Planning and 

Works (MPPW) in the process of its 

review and finalization. Finally, the 

Draft Bill was finalized by involving 

the representatives from MoLJ&PA, 

MPPW, the Board and the World 

Bank; and MPPW forwarded it to the 

cabinet on Sept 07, 2007for approval 

to present it in the parliament. 

Consequently, MPPW registered the 

Bill in the parliament on Jan 10, 2008. 

The Board has started consultation 

with CA members in different 

occasions to bring up the Bill on the 

agenda of CA (as legislative 

parliament) for discussion in the 

House. Once the Bill is approved from 

the parliament, the RWSSFDB will be 

recognized as a Regular Institution in 

the sector. 

Establishment of RWSS Sector M & E Unit under MPPW 

The MPPW has taken initiative for 

establishment and operation of the 

RWSS sector M & E Unit within the 

ministry. Currently, four permanent 

staff positions for the unit 

comprising of a Team Leader, one 

WSS Engineer, one Sociologist and 

one Computer Operator has been 

filled. For the Fiscal Year 2007/08, 

MPPW has allocated NRs. 3.5 million 

(equivalent to US $ 55,000) as the 

annual budget for this unit to cover 

its operating costs. This budget has 

been increased to NRs 5.8 Million for 

Fiscal Year 2008/09. 

Process of recruitment for services 

of an international Consultant Firm 

for designing Rural Water Supply 

and Sanitation sector M&E/MIS 

system at MPPW was in final stage 

and the assignment is expected to 

be completed by Dec 2009. Success 

of this will contribute towards 

strengthening the capacity of the 

M&E unit for monitoring and 

evaluation of the RWSS sector 

performance and also moving 

towards sector wide approach in 

rural water and sanitation sector 


Improvement in 

Internal Management 

of RWSSFDB 

The Board is continuously putting 

efforts towards improving its internal 

management and organisational 

performance. Considering the 

remaining schemes of RWSSP-II and 

schemes allocated in additional 

financing, an Action Plan for 

maintaining its implementation status 

is prepared and it is reviewed by the 

Board in every trimester in order to 

control delay and proceed as per 

scheme cycle. 

The Quick Action Team (QAT) 

initiated by the Board made positive 

environment to interact with SOs, 

Communities and Local Bodies 

resulting in the completion of all Batch 

V schemes in the month of Aug and 

Sept 2008. This process resulted in 

activation of the SO and community 

engagement with revised action plan 

in many cases (e.g in Bardiya where 

implementation of the schemes was 

long pending due to confusion on next 

steps). Results and learning of the 

Quick Action Teams encouraged in 

replicating it for Batch VI and the 

schemes in coming Batches. 

Use of colour code monitoring is 

ongoing and monthly progress is 

prepared by PMs and RMs to 

understand the status that is useful 

feedback for QAT. The frequency of 

visits in scheme areas has been increased 

by PMs/RMs to finalize the proposals 

which not only minimized the travel 

time of the SOs but also helped to shorten 

the time previously incurred in the 

negotiation of contracts. Due to taking 

aforesaid actions, qualitative results 

were realized including reduction in the 

implementation delay, a major problem 

for the Board. 

Interaction and Experience 

Sharing with Other Programme 

Efforts have been made to share with and learn from 

experiences and lessons from likeminded organisations and 

programmes. Towards this effect, interaction with ADB 

funded Community Based Water Supply and Sanitation 

Project (CBWSSP) was organised and with Rural Water 

Supply and Sanitation Project in Western Region (RWSS- 

WR) financed by Finnish Government in August 2008. 

Similarly, the Board’s lessons and experiences were shared 

with ADB/PPTA mission in relation to proposed 

Community Managed Irrigation Sector Project (CMISP) to 

be designed and implemented by Department of Irrigation 

under ADB Funding; the project designing team has shown 

their interest on the Board’s approach and still is in process 

of consultation with the Board especially on the participatory 

demand-led approaches in water and sanitation services 

delivery through the involvement of communities. Similar 

interests have been shown by other agencies to learn, adapt 

and replicate the Board modalities and approach (e.g. Social 

Inclusion Research Fund, HIV/AIDS and STD Control 

Board/UNDP etc) in Nepal. 


Community Organization and 

Mobilization 

nstitutional development at community level is comprised of (a) Community Mobilization/Organization; 

(b) Community (WSUG/WSUC) Capacity Building and Enhancement and (c) Complementary Non-formal 

Education (optional). 

Steps of Community Mobilization 

ICommunity Organization and Mobilization: It is the 

first step and a major program component to organize 

and prepare the community for water supply and 

sanitation system development and for the formation 

of social capital in the community. The SOs support the 

communities for institutional development, delivery 

of water supply and sanitation facilities and economic 

development. 

In 2008, 262 WSUGs of Batch-VII have been registered 

and more than two thousand community people took 

up the responsibility of being members in WSUCs of 

which 40% are Female. 

CHART 1: 

WSUC Composition by 

Ethnic Groups 

Brahmin/Chhetri 

(47.8%) 

IP (41.7%) 

Dalit (8.8%) 

Others (1.7%) 

CHART 2: WSUC Composition by Sex 

Female (41%) 

Male (59%) 

Table 2: WSUG and Female Treasurers by Batch/Year 

Batch/ 

Year 

No of 

Schemes 

No of WSUG 

Registered 

Up to 

2007 

2008 

Members in 

WSUC 

Up to 

2007 

2008 

Female Member 

in WSUC 

Up to 

2007 

2008 

Female 

Treasurers 

Up to 

2007 2008 

Batch-VII 416 154 262 2125 2238 747 901 154 262 

Batch-VI 387 387 5009 1677 387 

Batch-V 315 315 3606 1179 274 

Total 1118 856 262 10740 2238 3603 901 815 262 

The participation of females in each WSUC is around 4 as against 3 women 

targeted and 96 percent of the treasurers are women in their WSUCs (Table 2). 


Training to Community: SOs staffs are 

trained first by the Board and they 

train community people through 

organizing different types of training 

and transfer their knowledge to 

community people and make them 

capable for shouldering all 

responsibilities and accountability. 

From the very beginning of the 

development phase, the communities, 

particularly WSUC members, 

treasurers, WTSS members, VHPs and 

VMWs are educated and trained by 

the SO staff by organizing various 

trainings at field level on CAP/HHS, 

leadership and management, resource 

mobilization, conflict management, 

and project planning, implementation 

and monitoring & evaluation 

considering Water Supply and 

Sanitation project along with its 

associated community development 

activities. The SOs staffs are using 

SARAR participatory tools including 

other participatory methods during 

these training programs. 

Communities prepare and implement 

Community Action Plans (CAPs) such 

as, lay out plan for water supply, 

health hygiene and sanitation plan, 

WTSS plan, environment management 

plan including school sanitation and 

social conflict management plan in 

order to deliver sustainable water 

supply and sanitation facilities and 

reduce rural poverty through 

empowering women by using their 

time saved. 

Table 3: Training to Community People by Batch/Year 

S.N. 

Types of Training 

Up to 2007 2008 

Batch V Batch VI Batch VII Batch VII 

Total 

1 Training to WSUC on Leadership, Book keeping, 

CAP and Conflict Management 3674 3438 2080 1732 10924 

2 Training to WSUC & Treasurers on 

Book keeping and Financial Management 334 990 1664 1222 4210 

3 Training to VHP on HHSE 342 382 427 223 1374 

4 Training to VMW on Operation and Maintenance 334 182 218 734 

5 Training to WSUC Post Construction 3674 910 0 4584 

6 Training to School Teacher and Student on HSE 6875 7400 1610 7129 23014 

Total 15233 13302 5781 10524 44840 


More than 44 thousand community people are trained in 

aforesaid training programs in Batch - V, VI and VII schemes 

(Table-3). In year 2008, more than 10 thousand community 

people, including WSUGs, WSUCs, VHPs, VMWs and 

schools' teachers and students received training that 

enhanced their capacity and enabled them to actively 

participate in the decision-making process and in the 

management of schemes. 

involvement in the planning, implementation, monitoring 

& evaluation, and decision making process of the community 

development activities including health, hygiene and 

sanitation. 

Complementary Non-formal Education (Optional): 

NFE activity is operated as one of the supplementary 

activities of the community mobilization process to support 

a successful water supply and sanitation program. The 

major aim of the NFE is to educate and increase the level of 

awareness and confidence especially among women 

members in the community and to enhance their active 

Table 4: NFE Status by Batch/Year 

Batch 

Year 

NFE Classes Proposed NFE Classes Completed Total Participants Graduated 

per Class 

Up to 2007 2008 Up to 2007 2008 Up to 2007 2008 

Batch-VII 71 124 56 124 1307 2789 23 

Batch-VI 328 328 7248 22 

Batch-V 251 251 5611 22 

Total 650 124 635 124 14166 2789 22.34 

Altogether around 17 thousand women in RWSSP-II to date have been graduated while in year 2008 more than 27 hundred women 

have been graduated through the completion of 124 NFE classes with 22 graduates per NFE class of Batch VII alone (Table-3). 


Water Supply System and 

Operation & 

Maintenance 

T 

he project 

takes a holistic 

approach to 

delivering 

inclusive and sustainable rural 

water supply and sanitation 

services. Water supply and 

sanitation is the entry component 

of the project. Apart from it, 

the project also implements 

other complementary software 

components like social capital 

formation, capacity development 

of partner organizations 

including communities and 

local authorities, health, 

hygiene and sanitation, 

women empowerment through 

conduction of NFE class and income 

generating activities for women etc. in the 

communities. Thus, the project follows an 

integrated approach of program 

implementation in the communities. 

The Board has been adopting different 

technical and service level options in 

water supply systems that are made 

available to the community. The 

community can choose the best of them 

based on their affordability. Similarly, 

operation and maintenance fund is also 

provisioned in such a way that the 

community people are able to manage 

minor maintenance of their water supply 

system independently. 

Per Capita Cost 

Community involvement in technical/ 

service level choice and linking it with 

cost sharing lowers the overall cost of 

the scheme. The detailed analysis of 

per-capita cost based on 318 and 234 

Implementation Phase schemes of 

Batch-V and Batch-VI respectively 

with different technical options is 

shown in Table 5. 

TABLE 5: Per Capita Cost (PCC) in Implementation Phase (Batch -V and VI) 

Technological 

Option 

Batch - V 

(Based on 318 schemes) 

Batch - VI 

(Based on 234 schemes) 

No. of Schemes Per Capita Cost No. of Schemes Per Capita Cost 

(NRs) 

(NRs) 

PCC Increase/ 

Decrease % 

Gravity flow system 296 2756.45 209 3052.02 10.73 

Shallow Tube wells 13 791.63 18 876.91 10.77 

Dug wells 5 2022.60 7 1967.94 -2.70 

Lift schemes 4 2932.52 NA NA NA 

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 

by around 11 % in Gravity flow and STW schemes. Increase in the per capita cost in the Implementation Phase is basically 

due to the rate inflation in the non-local materials and increase in the community mobilization cost. 

Hardware vs Software & Development Phase vs Implementation Phase Cost 

The following Chart shows software and hardware cost ratio 

at 15% and 85% respectively in Batch V schemes, whereas, 

this ratio is 18% and 82% for software and hardware 

respectively in Batch VI schemes. The increase in software 

cost and decrease in hardware cost in Batch VI compare to 

Batch V is assessed due to the changes adopted in overall 

policy (especially in providing overhead cost to SO) by the 

Board during the implementation of Batch VI schemes. 


Software Cost vs Hardware Cost 

Batch-V 

Software 

Cost 15% 

Software Cost vs Hardware Cost 

Batch-VI 

Software 

Cost 15% 

Hardware 

Cost 85% 

Hardware 

Cost 85% 

Similarly, the Development Phase and the Implementation Phase costs are found to be at a ratio of 12% and 88% respectively 

both in Batch - V and Batch - VI schemes. The ratio of cost has remained the same in Batch - VI schemes as both software 

cost and hardware cost are increased proportionately. 

Development Phase Cost vs Implementation 

Phase Cost 

Batch-V 

Development Phase Cost vs Implementation 

Phase Cost 

Batch-VI 

Development 

phase cost 12% 

Development 


Implementation 




Community Cost Sharing 

The community shares costs both in cash and kind. The 

major contribution in kind comprises unskilled labor, local 

materials and transportation. In addition, communities 

contribute a proportion of upfront cash of 2.5% (gravity) 

and 10% (ground water) of the hardware cost comprising 

non-local materials, skilled labour and transportation. The 

analysis shows that the cash contribution reduces to 

around 1.7 % (2% in RWSSP-I) due to policy changes of 

providing subsidy up to 50% for the poor in RWSSP-II. 

Similarly, the percentage of kind contribution also reduces 

to around 26.7% (36% in RWSSP-I) due to subsidy 

provision of payment by the Board for transporting 

materials beyond a one day walk. 

CHART 7: Board and Community Cost Sharing 

Community Cash 

(1.7%) 

Community 

Kind (26.7%) 

Board 

(71.6%) 


Operation and Maintenance Fund and Up Front Cash 

The communities are responsible 

with full ownership and commitment 

for operation, maintenance and 

management of schemes including 

other associated program activities. 

A 3 % of total construction cost is 

raised up front in the Development 

Phase to set the O & M fund. Similarly, 

a regular water levy per month per 

household is also raised (all decisions 

made by WSUC) and deposited in O 

& M fund for meeting expenditure of 

operation and maintenance (VMW/ 

VHP salary, taps replacement, other 

repairs, etc.) that help in the 

sustainability of the scheme. Village 

Maintenance Workers are trained 

and employed for regular O & M of 

the schemes. The total amount 

raised by the communities is Rs. 

19,957,715.5 and Rs. 14,907,323.6 as 

upfront cash to establish the O & M 

fund in Batch-V and Batch-VI 

respectively (Tables -6 & 7). 

TABLE 6: Up - Front Cash and O & M Fund contribution (In Batch - V Schemes) 

Technical Option Schemes O&M Fund Up Front Cash Total Collected 

Gravity Flow Water Supply System 296 18,414,812.93 10,078,571.92 28,493,384.85 

Ground (Shallow Tube Well) Water Supply System 13 476,115.80 547,709.00 1,023,824.80 

Ground (Dug Well) Water Supply System 5 634,953.00 809,720.00 1,444,673.00 

Lift Water Supply System 4 431,833.75 342,083.00 773,916.75 

Grand Total 318 19,957,715.5 11,778,083.9 31,735,799.4 

TABLE 7: Up - Front Cash and O & M Fund contribution (In Batch - VI Schemes) 

Technical Option Schemes O&M Fund Up Front Cash Total Collected 

Gravity Flow Water Supply System 209 13,430,311.59 8,100,432.14 21,530,743.73 

Ground (Shallow Tube Well) Water Supply System 18 656,512.00 975,735.00 1,632,247.00 

Ground (Dug Well) Water Supply System 7 820,500.00 1,235,500.00 2,056,000.00 

Grand Total 234 14,907,323.6 10,311,667.1 25,218,990.7 


Environment Management 

Plan and Water Quality 

Environmental Management Plan 

E 

nvironmental 

Management Plan 

(EMP) aims to develop 

a framework for 

incorporating the mitigation measures 

in the project cycle and monitoring of 

the environmental performance. The 

EMP is expected not only to reduce 

the negative environmental impacts 

both due to the project components 

and caused by exogenous factors on 

the services delivered by the project 

but also helps to enhance the 

environmental benefits of the project. 

The environmental protections such as 

source protections, surface drainage 

improvement, protection of pipeline, 

fencing works and overflow and waste 

water management are most common 

works proposed at the scheme levels. 

Environmental Management Plan of 

the scheme is prepared during the 

development phase which is further 

incorporated in design and estimate of the 

scheme and implemented accordingly 

during implementation phase. 

The Board has been contributing for 

catchments protection and drainage 

improvement works under EMP in 

Batch-V, Batch-VI and Batch-VII. 

In this connection, water quality test 

of Batch V implemented schemes are 

completed and the test reports have 

been already sent to the respective 

communities through SOs. The test 

results of Water Quality of Batch V 

have been discussed and shared 

among the concerned staffs of the 

Board. The concerned SOs are also 

being formally informed to go to the 

communities to aware them for any 

pollution risks that Batch V water 

quality test (Implementation) results 

have shown and suggest them to take 

measures like source protection, 

pipeline leakage control and 

appropriate water treatment in 

household level like boiling, sodis, 

filtration, use of water guard and/or 

use of water purifying substances like 

Piyus and Nirmal Chakki. 

The water quality tests of Batch VI 

implementation phase schemes are 

being carried out by water labs in the 

field. The required protection 

measures from water quality aspects 

have been already applied in the 

design of Batch VI schemes. Similarly, 

the water quality test results of Batch 

VII development phase are being 

received and being taken care in the 

design of Batch VII schemes. 

Moreover, the standard formats of 

community water quality monitoring 

have been sent to the Batch V 

communities and 48 filled-up formats 

have been already received at the 

Board with Batch V post 

implementation phase reporting. 

The Board has carried out water 

quality test of 333 schemes of Batch- 

V with 427 samples at the proposed 

sources in the Development Phase 

and it has been done in three major 

categories: sanitary inspection; 

physical/chemical parameters and 

bacteriological test. 

Results of the water quality test of 

333 schemes of Batch-V with 427 

samples have been summarized in 

4 categories: no risk; less risk; 

medium risk; and high risk. Only 1% 

sources are found to be of 

considerable risk through sanitary 

inspection and physical/chemical 

parameters test results. 

Water Quality Test 

and Improvement 

The Board has been carrying out 

water quality test of the proposed 

water sources to ensure the quality 

of drinking water supply. The water 

quality test of the proposed sources 

is conducted during Pre-feasibility, 

Development Phase as well as after 

implementation of the scheme. 

Risk Type 

No Risk 

Less Risk 

Physical/Chemical Parameters 

All Physical and Chemical Parameters within WHO GV 


expect Turbidity PH 

Medium Risk All Physical and Chemical Parameters within WHO GV 

expect Turbidity PH, Chloride, Manganese, Calcium and 

Arsenic (>50ppb) 

High Risk 


expect Turbidity PH, Color, Chloride, Arsenic, 

Manganese, Calcium, Ammonia and Nitrate 


CHART 8: 

Sanitary Inspection 

(Batch V Development 

Phase) 

CHART 9: 

Physical/Chemical 

Parameters (Batch V 

Development Phase) 

CHART 10: 

Bacteriological Test 

(Batch V Development 

Phase) 

Medium Risk (1%) 



No Risk 

(51%) 

Less Risk 

(23%) 

Less Risk 

(14%) 

No Risk 

(13%) 

Less Risk 

(48%) 

High Risk 

(0%) 

High Risk (0%) 

No Risk 

(76%) 

High Risk 

(69%) 

In bacteriological test (faecal coliform test) 18% sources were found to be of 

considerable risk of which 4% are under high risk. In total 19 water samples 

resulted with high risk of bacteriological contamination i.e. >100 FC count. As 

per the recommendation of the consultant different protective measures like 

barbed wire fencing, gabion works and drainage improvement works were 

proposed during implementation of these schemes. Besides this, the communities 

were made aware through SOs of the drinking water quality. 

RIsk Type FC Count/100 ml no. 

No Risk 0 

Less Risk 1-10 

Medium Risk 11-100 

High Risk >100 

Water Quality Monitoring by 

Community 

The Board has developed a water quality monitoring 

system in which the community can perform the water 

quality monitoring through some proxy indicators. This 

monitoring format is being distributed in Batch-V 

completed schemes. The involved SOs staff has already 

received orientation on this monitoring format in order to 

train the community, WSUCs, VMWs on it. This 

information is being used by the Board for future 

intervention at the community level. 

New Technical Options 

Apart from previous practices in different technical options, 

The Board has introduced the following technical options 

in scheme implementation depending upon the need and 

existing condition of the community. 

Arsenic Test in Ground Water 

Schemes 

The water quality test for arsenic has been carried out in all 

the tube wells and dug wells of ground water schemes of 

Batch -V (Implementation phase). As per the water quality 

report, all installed shallow tube wells and dug wells are 

free from arsenic contamination. With reference to arsenic 

content, the wells fall under no risk category. 

Lift schemes with elevated tank and deep boring are 

promoted by the Board as a remedial measure for 

arsenic contamination in Ground water schemes. 


Micro-Irrigation 

The Board has endeavored to introduce the microirrigation 

component as an integral part of the program 

piloting from Batch - VI onwards utilizing the available 

excess water from the water supply system for 

vegetable/cash crop farming. So far the technical manual 

for drip irrigation has been prepared. Due to some 

limitation, the micro irrigation schemes have not yet 

been initiated. However, the communities are using the 

waste water and excess water from the taps for kitchen 

gardening. 

Rain Water 

Harvesting (RWH) 

Specially, in the hilly areas where there are no alternate 

sources suitable for gravity schemes, the RWH schemes 

are designed for implementation. The Board has 

developed the technical guidelines for design, estimation 

and construction of the RWH. In 2007, four RWH schemes 

were implemented in western hill districts of Nepal. 

Small Pump (Lift) Scheme 

These schemes are proposed in Terai 

communities where the shallow tube well 

and dug wells are not suitable for drinking 

purposes due to arsenic and the high iron 

content problem. The water quality test 

report also showed that the shallow tube 

wells and dug wells remain at high risk of 

faecal contamination. There has been 

increasingly a demand for such schemes 

in Batch VI and onwards. It will be quite 

appropriate to promote such type of 

schemes in the Terai area if the 

communities are willing to pay and can 

afford future O & M costs and if electricity 

is available. 

These schemes have a small bore hole near 

the reservoir and an electrical submersible 

pump to lift the water to the elevated 

reservoir (RCC/ferro-cement) to supply 

water under gravity. In some cases, where 

the elevated natural ground profile is 

available, ferro-cement reservoirs are 

constructed. Based on the knowledge from 

Batch - V schemes, a cost effective design 

will be prepared and implemented in the 

forthcoming batches. 


Health, Hygiene and sanitation 

E 

xperience 

reveals that 

demand driven 

approaches to participatory decision 

making, in which communities are 

empowered to manage and maintain 

their own water supply and sanitation 

facilities, lead to more sustainable 

delivery of services and improved 

health outcomes. Health, Hygiene and 

Sanitation (HHS) programs that adopt 

these approaches have been more 

successful than those that rely on oneway 

dissemination of information. 

HHS activities that operate 

independently of water supply and 

sanitation projects are moreover less 

effective in bringing about behaviour 

change and improved hygiene 

conditions. Integrating health, 

hygiene and sanitation programs with 

water supply is a vital part of Nepal’s 

Rural Water Supply and Sanitation 

projects. Health, Hygiene and 

Sanitation activity is one of the major 

components of the project to promote 

health and improve the quality of life 

among rural communities by provision 

of safe drinking water and sanitation 

services. Under this the Board had a 

target to bring about changes in the 

knowledge, attitude and practices 

(KAP) regarding health and sanitation 

issues among the community people 

including all ethnic groups irrespective 

of their education level. 

The Immediate Community 

Development Activity Impact study 

(Batch - V, 2008) states that the water 

and sanitation scheme of the Board has 

been successful in reducing 

waterborne diseases like diarrhoea, 

dysentery, jaundice, typhoid, eye 

infection, worm infection, etc. The 

level of knowledge of the beneficiaries 

regarding the major causes of 

diarrhea has been improved 

considerably. Personal hygiene 

practices have also been improved 

with increase in the practice of 

washing clothes and bathing. 

Likewise, the practice of washing 

hands before cooking, serving food, 

eating and after defecation has also 

seen considerable changes among the 

beneficiaries. 

A significant increase has also been 

observed in the construction of a 

number of permanent water sealed 

latrines in the scheme areas along with 

the practice of defecation in latrines. 

The Board’s interventions have been 

able to bring about changes in the 

domestic hygienic practices of the 

beneficiaries. The report has also 

stated that positive changes have been 

observed in the form of managing 

household waste properly. There has 

been an increase in the practice of 

disposing waste in the pit after the 

intervention. There is a significant 

effect on peoples’ perception on 

health, hygiene and sanitation 

especially among women groups. 

Community Health, Hygiene and Sanitation 

The Board raises awareness and motivates communities to 

practise total sanitation with elimination of open defecation 

and unhygienic behavior. The educational program 

emphasizes personal, domestic, and environmental 

sanitation. Under school sanitation, the Board has focused 

on child-to-child and child-to-community learning approach. 

The sanitation education program targeted at school 

children puts emphasis on hand washing practices with soap 

at critical junctures such as before eating, after defecation, 

after cleaning child’s bottoms and before child feeding. The 

school sanitation program makes sure that for girls there is 

a separate toilet and urinal with adequate provision of water. 

Village Health Promoters (VHPs) are appointed by the 

community and trained on health, hygiene and sanitation 


promotion activities. They do 

advocacy and promotion of 

latrines and environmental 

sanitation, raise awareness and 

motivate communities to practice 

total sanitation by eliminating 

open defecation and unhygienic 

behavior. Besides this, the VHPs 

motivate the community to build 

household latrines and domestic 

waste disposal pits to improve the 

sanitary condition of the 

surrounding areas. Around 4,797 

HHSE sessions (2993 in 2008) are 

conducted for different Mother- 

Child Tap Stand Groups 

(MCTGs) as per the guidelines 

provided in the Board’s HSE 

Manual. MCTGs with the 

support of VHP/CW and 

following the VHP/HSE Manual 

conduct Healthy Home Surveys 

at least two times in each 

Development 

and 

Implementation Phases to assess 

health situation and to make 

suggestions for further 

improvement. 

Table 8: MCTG, VMW and VHP by Batch/Year 

Batch 

Year 

No. of 

Schemes 

No. of MCT Group No. of VHP Selected No. of Female VHP HSE Session 

Conducted 

Up to 2007 2008 Up to 2007 2008 Up to 2007 2008 Up to 2007 2008 

Batch-VII 416 3648 10 400 10 400 2112 

Batch-VI 387 3347 387 387 670 881 

Batch-V 315 5414 325 325 1134 

Total 1118 8761 3648 722 400 722 400 1804 2993 

Altogether 12,409 MCT groups (3648 

in 2008) and 1,122 VHPs (400 in 2008) 

involved in various schemes till Batch 

VII is presented in Table 8. Around 

467 sanitation campaigns in the 

scheme areas have been completed. 

Similarly, around 25 thousand HHs 

are able to prepare super flour and 

28,776 HHs are able to prepare ORS 

in the scheme areas. Moreover, 31,345 

HHs are using domestic waste 

disposal pits in the scheme areas. 

Community Latrine Promotion 

Table 9: Household Latrines by Batch 

Activities: Latrine Promotion Activity 

includes the construction and use of 

clean latrine in the household through 

utilization of Sanitation Revolving 

Loan Fund (SRLF) and self-help latrine 

promotion in the community. 

Institutional latrines and urinals at 

schools are also promoted in this subactivity. 

CWs and VHPs with the help 

of HSE and VHP Manuals and leaflets 

(IEC materials) create awareness on 

the importance of latrines and impact 

of their use on health, hygiene and 

sanitation. This process is done both 

in Development and Implementation 

Phases to promote the practice of 

latrine construction and its use. 

Following are the two ways adopted for 

the promotion of household latrines: 

Latrine Construction through the 

Utilization of Sanitation Revolving 

Loan Fund (SRLF) 

Latrine Construction through 

Self-help 

Batch 

Schemes 

Total 

HHS 

HHs with 

Latrine 

(Baseline) 

Remaining 

HHs 

HHs Latrine 

Built Using 

SRLF 

HHs Built 

Latrine 

Self-Help 

Total HHs 

Latrines 

No % 

Batch-VII in 2008 416 50956 6115 44841 7005 7844 14849 33 

Batch-V & 

VI Up to 2007 702 88738 12451 76287 17105 31135 48240 63 

Total 1118 139694 18565.72 121128.28 24110 38979 63089 52 

The Board provides Sanitation Revolving Loan Fund (SRLF) as grant money to the community to construct latrines at the 

rate of NRs. 2000 per household for 25% of the households having no latrines. However, the community provides this 

money as a loan to the households on priority basis. The WSUC/Community develops their own modality to mobilize the 


SRLF. Out of the total latrines promoted in the 

communities, the latrines constructed through 

Self-help are higher than using SRLF fund. This 

shows that the majority of the latrines are 

promoted through self-help (Table-9). 

According to a very recent survey of 820 

schemes that were completed between 1996 and 

2008, 66,737 household latrines were built. 51 

percent of these were constructed using The 

Sanitation Revolving Loan Fund (SRLF) 

provided under the project. The remaining 

latrines were built with the communities’ own 

resources. In the same schemes, 560 institutional 

latrines were constructed in schools located 

inside the scheme area. 

School Health, Hygiene and Sanitation 

Since this program is based on child-to-child and child-to-parent/community 

learning approach, the students are motivated to share sanitation messages 

with their peers, home and community. A number of activities through 

School Teachers and Students Groups (STSGs) related to health, hygiene and 

sanitation like sanitation campaigns, quiz contests, cleaning of roads, trails, 

etc. are performed. 

Institutional Latrine Promotion: Support for the construction of 

institutional latrines has been focused mainly in government schools 

within the scheme areas. The community contribution policy as developed 

for water supply scheme has been applied for institutional latrine 

construction as well. The size and type of the latrines depended upon the 

number of the students and teachers in the school. A separate tap, latrines 

and urinal chambers, separate for girls and boys are constructed at the 

school (Table 10). 

Table 10: No. of Institutional Latrines Proposed and Constructed in Batch- V & VI Schemes 

Reporting 

Period 

No. of 

Schemes 

Total No. of 

Schools within 

community 

School 

Demanding 

latrine 

Latrines Proposed in Schools 

With Without Total 

Urinals Urinals 

No. of 

Latrines 

Constructed 

Till 2008 668 544 419 271 148 419 262 

Out of 315 Batch - V schemes, 275 schemes have schools within the community in which the number of latrines proposed 

are 233 (including 137 with urinals). Similarly, out of 350 schemes of Batch - VI, 205 schemes have schools within the 

community in which the number of latrines proposed are 186 (including 134 with urinals). In some schools urinal chambers 

have also been constructed at the initiation of the schools. During the process of the planning, designing and implementation 

of institutional latrine special attention is accorded for the promotion of girls’ student friendly latrines. 

Hand Washing Practices 

It is observed that significant 

changes occurred in the 

behavior of the people like in 

hand washing practices with 

soap during four critical 

junctures: after defecation, 

before eating, after cleaning 

buttocks of babies and before 

serving food. 

Table 11: Impact on Personal Hygiene Practices 

Personal Hygiene Batch-IV (2007) Batch-V (2008) 

Before % After % Before % After % 

1. Washing Hand Before Eating 84 97 72 82 

2. Washing Hand after Defecation 82 93 87 99 

3. Washing Hand after Cleaning Buttocks of Baby 48 91 89 94 

4. Washing Hand before Serving Food 42 97 66 78 

Source: Health KAP Baseline & Impact Studies (Batch-IV, 2007) and CDA Impact Study 

(Batch-V, 2008) 

The result is encouraging since on an average around 90 percent of households said that they washed their hands with 

soap at these critical junctures (Table 11). As a result of the integration of WSS and HHS activities, the prevalence of 

diarrheal and other water borne diseases among young children has decreased in 96 percent of the schemes. Much of 

this improvement was attributable to the practice of hand washing with soap before eating and feeding and after 

defecation and cleaning children. 


Poverty Reduction Through 

Women Technical 

Support Service 

W 

omen are 

the main 

users and 

managers of water resources in rural 

Nepal. They tend to be the principal 

agents in water supply and sanitation 

(WSS) through their roles in the 

household, including food 

preparation, family hygiene, and child 

care. Unfortunately, social norms 

have discouraged and even actively 

excluded women from openly 

participating in development 

planning and implementation in most 

sectors - including water and 

sanitation. Programs in Nepal and 

elsewhere have shown that women’s 

involvement in initiating and 

managing water supply systems 

results in more sustainable systems 

because they have the most direct 

interest in keeping WSS systems 

functioning. 

scheme. Emphasis is placed on 

identifying and addressing structural 

factors that undermine women’s equal 

participation in community 

development activities. Rural WSS 

schemes promote the role of women 

in key specific areas. At least three 

women must serve on Water Supply 

User Committees (WSUC), one of them 

as treasurer. Women are also required 

to participate in the formation of 

tapstand groups that are responsible 

for collecting operation and 

maintenance fees and for maintaining 

the tapstands. Non-formal education 

and instruction on hygiene and 

sanitation is focused on women. 

Women technical support services 

(WTSS), a major component 

associated with the RWSS Project 

encourage the women’s group to 

utilize time saved from fetching water 

to raise income through the initiation 

of the income generation activities. 

Thus, this component directed towards 

the women’s economic 

empowerment supports the theme of 

the poverty reduction strategy (PRSP) 

adopted by the government. 

A strategy and action plan developed 

by the community during the 

preparation phase of a WSS scheme 

needs to involve women directly, and 

to specify how women will actively 

participate in the implementation of the 

There are 1284 WTSS Groups formed with the involvement of 5,13,600 women 

in groups. The total amount with these groups of Batches V & VI is more than 

Nrs. 11.17 million including the savings of Nrs. 2.6 million and Nrs. 8.56 million 

Grant from the Board till 2008 (Table - 12). 

Table 12: WTSS Groups and Saving Status in Batch-V&VI 

Batch 

Targeted 

WTSS Group 

Formed 

Women 

Involved 

FB Grant 

(NRs.) 

Group’ 

Saving 

(NRs.) 

Major 

Activities 

Orientation/ 

Training 

Batch-V&VI (2007) 1109 733 43980 21,04,200 23,16,096 GR,PF, S/C,KG,IW 305 

Batch-V&VI (2008) 

Cumulative 1284 1284 513600 85,60,000 26,12,800 GR,PF, S/C,KG,IW 342 

Note: GR= Goat raising, PF= Poultry Farm, S/C= saving and credit, KG= Kitchen Garden, IW= Iron work for blacksmith. 


Jeevika Karyakram 

(Livelihood Program): An Innovative Approach 

The Jeevika 

Karyakram (Livelihood 

Program) builds on lessons 

from the WTSS component of the rural 

water supply and sanitation projects. 

WTSS has been found to empower 

women socially and economically and 

to facilitate their active participation in 

community development initiatives. 

Their contributions to these initiatives 

have been substantial. Bringing water 

sources closer saved many women 

three hours a day on average. 

Although these women are engaged 

in saving and credit in their groups, 

they were able to do only little in terms 

of income generation due to lack of 

access to formal financing and business 

linkages. This initiative is piloting the 

business linkage for these women’s 

groups in terms of both forward and 

backward linkages - access to soft loans 

from commercial banks, technical 

assistance for their enterprise and 

market for their products - thereby 

ensuring guaranteed income for them. 

As per the concept of ‘Jeevika 

Karyakram’, it does not only consider 

production and market opportunity 

but also ensures support for skill 

enhancement and the management of 

access of credit for livelihoods 

activities together with strong linkage 

development with business 

development service providers and 

micro-finance institutions to the 

community people. Some of the 

outcome/impact realized in the 

community after intervention of 

Jeevika Karyakram include: 

Systemization in Record and Book 

Keeping: The Jeevika groups have 

made their rules and regulation in 

order to maintain book and account 

keeping in a systematized manner. 

Groups have been practising to keep 

their participatory and democratic 

every decision properly in minute 

book. The record and book keeping 

system have been properly followed 

by every group. 

Awareness Creation, Ownership 

Feeling and Confidence Building: The 

solidarity of understanding and 

importance of unity in group members 

have been increased. Levels of 

ownership and confidence have also 

been built on them. The result of this 

group solidarity is realized in Jeevika 

WTSS group of Balthali VDC in Kavre 

District and Jeevika Group of Jamuna 

VDC in Ilam District due to the efforts 

of establishing direct link with traders. 

The Jeevika WTSS group members of 

Kavre have saved Rs. 1160 every 

month in buying inputs for buffalo and 

cow farming. They kept Rs. 500 in 

group fund out of Rs.1160. They are 

going to establish bulk purchase 

system in consumer goods also. 

Similarly, Nrs. 2875 daily was saved by 

Jeevika Group of Jamuna VDC in Ilam 

District as Nrs. 5 in a liter was increased 

in negotiation with milk trader. 

Linkage Establishment between 

Jeevika Groups and Service 

Providers/Traders: Coordination and 

linkage development with MoUs 

signing between Jeevika Groups and 

Traders have also been realized in 

some of the districts. The WTSS Group 

of Jamuna VDC of Ilam District has 

made an agreement with milk traders 

to supply milk. The Jeevika group of 

Banke District has also made an 

agreement with NTFP traders to sell 

their chamomile. 

Increased Income and Employment: 

After the intervention of Jeevika 

Karyakram, the average annual 

income has increased from Nrs. 10,753 

to Nrs. 13,338 per member. Similarly, 

the employment has also been 

increased. A rough calculation shows 

that two persons of households or 

neighboring families have been 

employed. Based on potential economic 

activities, harnessing market 

opportunities and linkage development 

with BDS providers as well as MFIs, the 

estimated average annual income 

considering 1610 Jeevika members has 

gone tremendously high with maximum 

of Nrs. 117,087 per member in Sarlahi 

District and minimum of Nrs. 21,813 in 

Dailekh District. A rough estimate shows 

that the employment will increase by 

30% in the peak period of works. 

Remittance: Jeevika Karyakram is also 

initiating to provide access of availing 

remittance amount in an easier way to 

the Jeevika group members by 

establishing a mechanism of Remittance 

facilitation. As piloting, the information 

regarding number of employees in 

foreign countries particularly in India 

and their income earned from India 

has been collected from Dhanusha, 

Surkhet and Dailekh Districts. It is 

estimated that 1593 employees of the 

relatives of jeevika groups in these 

districts have been sending their earned 

amount Nrs. 52.27 million in a year 

through different channels. Jeevika 

Group members have been facing 

problems of delay payment and higher 

cost and sometimes loose money. After 

several round meetings, Pravu Money 

Transfer has been initiating training 

within a couple of months for jeevika 

group members regarding the 

mechanism of remittance. 


Human Resource Development 

T 

he Board has given due emphasis to the capacity building of its own staff, communities and partner 

organizations under human resource development. SOs staffs are trained to facilitate thecommunity 

in planning, implementation, operation and management of water supply and sanitation schemes. 

Similarly, SO staffs are trained on CAP/HHS including Conflict Management, Basic Foreman and Ferro-cement, Scheme 

Design/ Estimate, Construction and Supervision to ensure better facilitation support to communities. SAs staff are given 

orientation/training on pre-feasibility site appraisal; monitoring and evaluation, etc so that the Board is able to select 

feasible schemes, monitor and evaluate the progress made by the community. 

Table 13: No. of SOs Staffs Trained/Oriented in Batch-V, VI and VII 

S.N. 

Sex 

Up to 2007 2008 

Batch-V Batch-VI Batch-VII Batch-VII 

Total 

1 Male 1374 926 825 187 3312 

2 Female 362 316 302 16 996 

Total 1736 1242 1127 203 4308 

A number of Training/orientations to the SOs and SA staffs have been conducted in 2008. Particularly, the training on 

Ferro Cement Construction to CTs and Accountant Training have been imparted to SOs staffs of Batch-VII (Table - 13). 

Table 14: No. of SAs Staffs Trained/Oriented in Batch-V, VI and VII 

S.N. 

Sex 

Up to 2007 2008 

Batch-V Batch-VI Batch-VII Batch-VII 

Total 

1 Male 242 252 48 46 588 

2 Female 23 17 15 7 62 

Total 265 269 63 53 650 

Similarly, 53 SAs staffs are trained particularly in data collection and M & E Orientation, and Orientation to Research 

Assistants on Data Collection for various studies (Table - 14). 

Participation in Training/Workshop 

In 2008, around 27 Board’s staffs participated in various National workshop/Seminar while 7 additional staffs of the Board 

participated in skill enhancing training in Nepal. 


Social Inclusion 

T 

he rural water 

supply and 

sanitation projects 

explicitly state that the schemes built 

to be supported by the project must 

be inclusive. This means that not only 

women, dalits and indigenous people 

who were traditionally excluded 

from development activities, must 

have equitable access to the water 

supply and sanitation services 

delivered by the project. They must 

have a role in the design and 

management of WSS schemes. 

The schemes are selected based on 

an all-inclusive principle. This means 

that at pre-feasibility, every 

household of a community or a 

cluster of settlements needs to be 

represented during identification of 

the schemes. Although the project’s 

demand driven approach is central 

to its success, proactive measures 

have been taken to ensure to the 

extent possible that more vulnerable 

groups get the support they need to 

voice their demands as well and to 

be included in the project on 

equitable terms. The following 

aspects are consolidated and 

integrated in the project for ensuring 

social inclusiveness: 

 

Priority given in selection of IP and 

Dalit sensitive SOs, beneficiary 

communities and selection of IP and 

Dalit staff in SOs, SAs and the Board 

The result of this inclusiveness has 

over the years been a gradual 

increase in the representation and 

participation of indigenous peoples, 

dalits, women, ethnic and religious 

minorities and other vulnerable 

groups in the users groups and 

committees active in the water and 

sanitation sector. This has been 

100 

80 

achieved by establishing 

quantitative targets for 

membership, and through 

provisions to upgrade their 

knowledge and skills in order to 

increase the quality of their 

contribution at different stages of 

the project cycle. A number of 

training programs have been 

designed specifically for them. 

Additional resources have been 

allocated to identify innovative 

ideas and translate them into 

practice. 

CHART11: Ethnic Distribution of Beneficiary in Batch-V, VI and VII 

Inclusion of social mapping 

focusing on ethnic information in 

Pre-feasibility Form 

Provision of up to 50% subsidy to 

the poor including IP, Dalits and 

disadvantaged people in 

community cash contribution 

Service extended to remote areas 

(generally inhabited by the poor 

including IP, Dalits and 

disadvantaged people) 

Provision of support for 

transportation cost in remote areas 

Information dissemination about 

the Board policy, working 

modalities, etc. in different nine 

IPDP languages 

60 

40 

20 

0 

Upper Caste 

Advantaged Janajati 

Disadvantaged Janjati 

Dalits 

Other Excluded Groups 

Religious Minority 

Batch V 

40.5% 

6.4% 

34.2% 

13.9% 

4.4% 

0.6% 

Batch VI 

40.1% 

5.1% 

31.5% 

17.5% 

4.9% 

0.8% 

Batch VII 

34.6% 

5.2% 

27.5% 

13.6% 

17.4% 

1.7% 


A survey of 820 schemes out of the total 

1314 schemes that were completed 

between August 1999 and July 2008 

found that WSUC chairpersons were dalit 

or members of a disadvantaged group 

in 29.4 percent of the schemes. Women 

were chairpersons in 11.1 percent of the 

schemes. In 70.8 percent of the schemes, 

the WSUC treasurer is a woman. There 

are 1,456 WTSS groups operating in these 

schemes with a total membership of 

68,389 women. The groups have collected 

NRs. 35,910,248 (US$ 478,803) in their 

saving and credit accounts. 

CHART 12: 

Dalit 

(11.5%) 

Brahmin/chhetri 

(39.7%) 

WTSS by Ethnic Groups 

Others (2.7%) 

IP 

(46.1%) 

CHART 13: 

Dalit 

(16.9%) 

Uppar Caste 

(28.2%) 

Ethnic Compositation of 

SRLF Users 

Others (8%) 

IP 

(46.9%) 

Remoteness of the Schemes 

After analyzing the distance from all weather road head, 

around 51.3 % of Batch - V schemes are located beyond 8 

kilometers from the road head. Moreover, around 23% 

schemes of this Batch are located beyond 20 km. from the all 

weather road head. 

Remoteness of Batch-V and VI Schemes 

20km 

23% 

Similarly, the analysis of distance from the all weather road 

head of Batch - VI schemes shows that around 52% schemes 

are located beyond 8 kilometers from the all weather road 

head. Moreover around 24% schemes of this Batch are located 

beyond 23 km. from all weather road head. 

2-

Financial Transparency 

And Accountability 

T 

he culture of transparency and 

accountability has been instrumental in 

the effectiveness of projects implemented 

under the Rural Water Supply and Sanitation Fund 

Development Board (the Board) in Nepal. It applies at every 

phase of the project cycle from pre-feasibility onward, and 

at every level from community groups and Support 

Organizations (SOs) to the Board. The Water Supply and 

Sanitation Users Committee (WSUC) which is an apex body 

elected by the Water Supply and Sanitation Users’ Groups 

(WSUG) coordinates and carries out project activities. The 

Groups are represented within the Committee, and are 

required to record their decisions and activities in a 

document that is periodically monitored, including when 

the Groups convene together at meetings. The accounts 

are maintained by participating communities and are 

available for inspection by anyone. Independent third party 

monitors are employed at each phase of the project cycle to 

track results and ensure adherence to milestones set forth 

in the project plan. Together, these auditing and monitoring 

functions virtually eliminate the risk of fraud. 

The principle of disclosure applies during pre-feasibility, 

when SOs inform communities about the contributions and 

obligations that will be required of all participants should 

the community be selected to take part in the project. The 

SOs also provide trainings to the members of the WSUC 

and other interested members of the community about 

details such as financial matters prior to implementing the 

project. 

When the agreement for the implementation phase is signed, 

a mass meeting of users is organized at the community 

level in the presence of support organization personnel and 

the respective portfolio manager from the Board. All the 

details of the contract including its financial components 

and procurement processes are explained at this meeting. 

Display boards posted in each participating community 

inform the users at large about the project financing and 

components of the scheme. This kind of transparency helped 

the community and the Board to work at the field level 

even during times of conflict. 

The Board has a mandatory 

provision for community 

procurement, along with 

community management of 

resources and maintaining 

books of accounts. With 

technical assistance from its 

SOs the community 

conducts a market survey of 

the materials they require, 

negotiate with the local 

vendors, and purchases them at the most competitive rates 

available. A separate procurement committee is formed 

for this purpose. This too results in greater transparency 

and helps to cultivate user ownership of the project. Apart 

from the financial audit carried out by independent auditors 

appointed by the Board, there is also a provision of social 

audit in the community by the WSUC, which explains the 

financial details (income and expenditure) of the project at 

a mass meeting. 

Similarly, quality control is ensured through a number of 

procedures and instruments embedded in the project design. 

These include (i) materials and construction quality control, 

(ii) material quality spot check, (iii) process and compliance 

monitoring, (iv) water quality control, (v) water quality 


testing and mitigation, (vi) arsenic removal, 

(vii) environmental quality control, and (viii) 

environmental management action plan. 

The Board is practicing social appraisal for 

scheme-level monitoring on top of its regular 

third party monitoring through Social Audit 

Committees. The Board also pilots social 

accountability using community score cards 

to more efficiently ensure transparency and 

accountability. This would help to learn from 

the field experiences for improving 

governance and social accountability aspects 

throughout the scheme cycle. The process 

will not only facilitate the implementation of 

drinking water supply schemes but where 

all levels of service delivery and development 

activities are at the community level ensure 

that it happens in a transparent and 

accountable manner. A survey of 820 

schemes out of the total 1314 schemes that 

were completed between August 1999 and 

July 2008 found that at least 82 percent of the 

communities had maintained their accounts 

in a satisfactory manner. The same survey, 

which was conducted in Dec 2008, also found 

that 83 percent of the schemes had displayed 

the records publicly on display boards. 

Governance reforms in Nepal have been 

considered essential for sectoral interventions 

supported by the World Bank. The 

Government’s efforts towards reforms 

include enactment of the new Anti- 

Corruption Act in 2002, enactment of the 

Public Procurement Act in 2007 and Right to 

Information Act in 2007. The Board has been 

supporting the Government’s reform efforts, 

including its enactment of the new Anti- 

Corruption Act in 2002, the Public 

Procurement Act in 2007 and the Right to 

Information (RTI) Act in 2007. 

Monitoring 

and Evaluation 

A 

broader and yet comprehensive M&E system is applied 

by the Board with four elements or types of monitoring 

Lsegments – community monitoring, compliance and 

process monitoring, outcome and impact monitoring, 

and strategic monitoring. The community monitoring includes the 

perceptions of the community/users/WUSC of the services and facilities 

provided including the self-situation analysis. This will focus on users’ 

capacity to manage the assets and awareness generated by participation 

in the Board program. Support organizations facilitate its respective 

communities to do the assessment. Compliance monitoring focuses on 

physical, financial and logistic aspects of projects, while process 

monitoring deals with critical processes which are directly related to the 

project’s objectives. The process monitoring examines the suitability 

and effectiveness of community processes such as social mobilization, 

project implementation methodology such as community selection 

criteria and the impact of the project on capacity-building of 

communities. The outcome and impact monitoring attempts to assess 

the changes generated by the activities, inputs, and services in terms of 

the long-term objectives of the Board focusing primarily on the key 

development impact indicators as described earlier. The strategic 

monitoring is geared to documenting, disseminating, and learning from 

experience specifically focusing on key subject matter of importance. 

The Board’s adaptive and programmatic approach requires feedback 

on which approaches are working well and which are not. 

The Board and its partner organizations, the community, SO and SA 

and the local authority (DDC/VDC) all are involved in monitoring and 

evaluation systems of program activities. All the data and information 

received from partner organizations in well developed formats are 

computerized and stored in the Board’s Management Information 

System (MIS) since RWSSP-I. 

Gradual improvements are being taken place in this system in RWSSP- 

II to support management to manage project related information and 

facilitate for efficient monitoring and evaluation. Apart from Project 

Management Information System (PMIS), which is in practice from 

RWSSP-I, Technical Management Information System (TMIS) and 

Financial Management Information System (FMIS) are in practice in 

RWSSP-II. At present, the MIS Unit has been facilitating the Board staff 

for IT Logistic/Equipments, bridging information in network, managing 

web site, considering/implementing safe guard for data security and 

virus threat issues. In addition, this unit has deployed automated backup 

system for data protection at client side, while the three server that 

control complete network system has been mirrored to stay secure 

with last minute updated data. 

Having realized some technical problems in the existing MIS system 

and to make it more users’ friendly and informative, the Board finally 

agreed to go in Web-Centric technology so that it is accessible from the 

internet which also includes the migration of TMIS and FMIS on similar 

technology. Web-Centric MIS System is developed in year 2008 and it is 

installed for experiment in some of the computers of the Board. This 

new system will be operationalized by early 2009. 


Jagran Karyakram: 

A New Invitiative 

T 

he Board has been adopting developedand improved 

operational system that has had positive impacts on the service 

delivery. Similarly, the Board has been practicing a broader 

and comprehensive M&E System - Community Monitoring, 

Compliance and Process monitoring, Outcome and Impact Monitoring and 

Strategic Monitoring in order to achieve its objectives and to deliver services to 

the rural people. As far as progress of the project is concerned, the Board relies 

on SO’s Progress Report and finally on SA’s Monitoring Report to understand 

also the satisfaction of the beneficiaries. 

Information got from several studies (Impact, Sustainability etc), milestone 

information and field visit documents of the World Bank and RWSSFDB raise 

questions that the project has been facing gaps and challenges in the service 

delivery and satisfaction of the beneficiaries. Any effort enhancing accountability 

for delivering safe drinking water and sanitation is highly welcomed by the 

Board. Recently, the Board is initiating Jagran Karyakram (Accountability 

Programme) stressing on accountability and transparency as factors for successful 

implementation of the project. Despite many of the efforts adopted it has been 

observed that a systematic effort is required to ensure downward accountability 

of the service delivery. 

Jagaran Karyakram is defined as an approach towards building mechanism in 

which the participating stakeholders viz community institutions, SOs and project 

facilitators have downward accountability. Jagaran Karyakram is an effort towards 

building community people’s capability and equipping them with the appropriate 

tools so that they can contribute in all stages of project cycle including budgeting 

and performance evaluation of the service deliverers. 

Demand-driven mechanisms of social accountability are being initiated. World 

Bank is supporting the board for mainstreaming social accountability through 

Jagaran Karyakram. A Facilitation Committee in the Board (FCB) has been 

formed to facilitate Jagaran activities. 

The processes in Jagaran Karyakram include setting up the phasing plan, institutional 

arrangement, designing and implementing the guidelines and procedures, planning 

and implementing capacity building programmes, developing and implementing 

transparency and accountability tools and promoting participatory community 

monitoring. A detailed process plan specifying the key steps and the sequence of 

activities to be performed in implementing the Jagaran Karyakramis developed and 

is being finalised with the support of FCB within November 2008. 

This will enable all partnering institutions and functionaries to agree and 

understand the critical activities, important points to be reckoned, timing and 

duration of activities as well as the interdependence of the activities. In the Jagaran 

Karyakram, some schemes with the Intensice activities and rest all schemes with 

general activities will be covered from Batch-VII onwards. 

Capacity Building 

Activities 

Undertaken: 

Orientation to the Board’s staff, 

some selected SOs and SAs on 

Jagaran Karyakram(social 

accountability) 

Orientation for social 

accountability and field based 

exercise on score cards to 32 Paraprofessionals 

(Village Jagaran 

Experts) 

Training to 28 Para-professionals/ 

Village Jagaran Experts ( 12 old + 

16 new ) on project working 

procedures and operational 

system, community mobilisation, 

leadership building and 

communication skills and Jagaran 

Karyakram: by Facilitation 

Committee in the Board 

Refresher training to 28 Para 

Professionals/Village Jagaran 

Experts (Out of these 25 Paraprofessionals/Village 

Jagaran 

Experts can be focussed) on Social 

accountability include field based 

exercise on score card and process 

audit: by WB support and FCB 

Mainstreaming 

Jagaran Karyakram 

Through a programmatic approach 

the Jagaran Karyakram is implemented 

in a phased manner. The basic 

activities of setting up Jagaran Samiti 

and capacity building on the roles and 

responsibilities of the Samiti is initiated 

in all the scheme of existing Batch VII 

scheme and forthcoming Batches 

schemes. 

The pilot scheme for intensified 

activities like mobilizing the Paraprofessionals, 

initiated the community 

score cards for capture the perception 

of the community towards the service 

delivery is carried out in selected 125 

schemes in a phased manner. The pilot 

scheme will be selected from all the 

five regions and types of scheme to 

have a balanced representation. 


Piloting Jagaran Karyakram 

in the Pilot Schemes 

 

 

 

 

 

 

Orientation to the SOs of the scheme by FCB 

Intensified activities to be undertaken in the Pilot 

Schemes of Batch-VII - representatives from all five 

regions through 25 trained Para-professionals. 

One Scheme is allocated to each 25 Para-professional 

The tasks in each scheme include: Jagaran 

Sensitisation; formation of Jagaran Samiti; training 

to Jagaran Samiti members; conducting community 

score cards; conducting process audit and 

documentation of the activities. 

Cross Learning Session 

Four Schemes will be allocated to each Paraprofessional 

Overall Jagaran Karyakram 

Aspects 

 

 

 

 

Jagaran Karyakram Mobilisation: To have active 

mobilisation of community and village level 

intuitions an initial sensitisation on Jagaran Karyakram 

will be undertaken through Para-professional in 

pilot scheme and through SOs in al other scheme . 

This will include mobilising the community to 

embrace the Jagaran Karyakram, understand its 

significance and initiate activities for the same. 

Formation of Jagaran Samiti: Jagaran Samiti will 

be formed in the Sadharan Sabha in an inclusive 

manner having adequate representation of all 

stakeholders in the village as per the policy. The 

members will be given necessary orientation on 

the roles and responsibilities and accountability tools 

Orientation of SOs: The Jagaran Karyakramis 

planned to be initiated across the entire batch VII 

and subsequently the batch VIII schemes. In view 

of the same it would be necessary to involve the 

SOs in respective scheme for the general IEC and 

orientation on the Jagaran Karyakram. 

Empowering the Para-professionals: Under the 

Jagaran Karyakrama village level cadre of Para 

Professionals are trained to internalise capacities 

for facilitating Jagaran activities. Their roles will be 

of facilitating the social accountability tools in the 

Jagaran villages initially in the pilot scheme and 

subsequently as service providers to other villages. 

Coordination, Linkage 

Development and 

Partnership 

Building 

T 

he vertical and horizontal coordination 

and relation with National Planning 

Commission, concerned ministries/ 

departments, stakeholders and IDA/World Bank, and other 

concerned donors working in water supply and sanitation at 

the centre are essential for policy matters and for ensuring 

smooth running of the program. Similarly, coordination at 

the local level with DDCs, VDCs, Line Agencies, I/NGOs, 

Political Parties, CBOs, WUSGs and other stakeholders 

including communities is prerequisite for avoiding duplication 

and adopting cost sharing of the programs and making a 

favourable environment and smooth implementation of the 

Board’s program in rural areas of the country. The Board 

itself is at the centre and SOs as representatives of the Board 

to coordinate district level program activities and establish 

rapport with local bodies. 

Regional workshop on strengthening coordination and 

partnership building with local government has been 

organised with the participation from the representatives of 

Ministry of Local Development (MLD), Local Development 

Officers (de facto DDC Chairs) from District Development 

Committees (DDCs), Chief of District Technical Offices, 

representatives from Association of DDCs in Nepal (ADDC/ 

N) and National Association of VDCs in Nepal (NAVIN), 

representatives from Support Organisations (SOs) and Service 

Agencies (SAs) were held in Kathmandu (25 th Sept) for Eastern 

and Central Regions, in Pokhara (28 th Sept) for Western 

Region, and in Nepalganj (21 st Oct) for Mid and Far western 

Regions. Inputs are received in the areas of how the scheme 

cycle can be aligned with the planning process of the local 

bodies, possibilities of cost sharing in the schemes, possibilities 

for involving DDCs in compliance monitoring of the Board 

supported schemes and improving mechanisms for effective 

information sharing among the SOs, SAs, RWSSFDB and Local 

bodies (e.g. providing copies of contracts, overview of 

schemes in a particular district, sharing of approved plans 

and reports). 


Sustainability of Schemes 

T 

he Board accords 

high priority to 

sustainability and to 

ensure that 

community institutions are involved in 

different planning and implementation 

phases. The community is put in the 

driving seat to ensure the sustainability 

of the scheme. 

The Board carries out two types of 

sustainability studies first after 3 years 

(short term) and second after 5 years 

(long term) of the scheme completion. 

The Board uses sustainability indicators 

and provides backstopping support to 

the community to make the schemes 

sustainable and functional. 

Sustainability study is carried out based 

on assessing four major indicators like 

institutional, social/environmental, 

financial and technical including a 

number of sub-indicators set forth. 

The long – term sustainability studies of 

Batch – I and II schemes, which are under 

community operation and management 

since last 6 to 10 years show that about 

92% schemes are still running in good 

condition. However, by taking 

considerations on all four major 

dimensions i.e. Institutional, Social/ 

Environmental, Financial, and Technical 

aspects of the schemes, around 78% 

schemes are assessed fully sustainable. 

Similarly, the result of sustainability study 

of Batch – III schemes (carried out after 3 

to 5 years of scheme operation) show that 

around 86% schemes are fully functional 

and well sustained under community 

operation and maintenance (O & M) 

system considering the status of all the 

above four evaluation dimensions 

(Source: Sustainability Study 2008). 

Other Institutional and technical 

studies have also shown significant 

improvements in the health 

and sanitation practices of the 

community people including 

the construction and use of 

sanitary household latrines. 

The water quality is observed 

good in 89.3%, while it is 

moderate in 7.8% and poor in 

2.9% schemes. The 

community’s women are also 

found able to increase their 

household income with the use 

of saved time from fetching 

water in a number of income 

generation activities under 

Women’s Technical Support 

Services (WTSS) component of 

the programme. Ownership 

and management of the water 

supply and sanitation schemes 

by the communities has 

contributed to the overall 

sustainability of the project. 

CHART 16: 

Long-term Sustainability Status of 

Batch -I Schemes 

Excellent 

(15%) 

CHART 17: 


Batch -II Schemes 

Excellent 

(18%) 

CHART 18: 


Batch -III Schemes (after 3 years) 

Excellent 

(16%) 

Moderate 

(14%) 

Moderate 

(35%) 

Satisfactory 

(50%) 

Moderate 

(22%) 

Satisfactory 

(60%) 

Satisfactory 

(70%) 

Financial Management 

T 

he Board has 

adopted an 

accrual 

based accounting system. The 

Financial Management Reporting 

System is properly maintained in 

fully computerized Financial 

Monitoring Information System 

(FMIS) which produces Financial 

Monitoring Report (FMR) for 

trimester expenditure report. 

Project Fund for RWSSP-II 

Total project fund for RWSSP - II is now being US $ 73.60 million (inclusive 

additional grant fund) comprised of 71% from IDA, 17% from GoN and 12% 

from Community (both in cash and kind contribution). 

Table - 15: Source of Fund (US $ million) 

Budget Provision 

SN Description 

GoN IDA Community Total 

1 Credit part 11.60 25.30 4.60 41.50 

2 Grant part 1.20 27.00 3.90 32.10 

TOTAL BUDGET FUNDING 12.80 52.30 8.50 73.60 

% of Budget Share 17% 71% 12% 100% 


The GoN has approved the budget amount NRs 1,129.99 million for the current FY 2008/09. In this FY, GoN has provided 

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 

IDA share for FY 2008/09 has been increased by 126.89% and GoN share decreased by around 1%. 

Moreover, out of US $ 16.62 million IDA Budget, US $ 11.77 million is from IDA Credit source and remaining US $ 2.42 million 

is from IDA grant source (Exchange rate used- US $1:NRs 68.00). The detail budget breakdown is presented in below Table. 

Table - 16: Budget Breakdown for FY 2008/09 (NRs. In Million) 

Category IDA Credit IDA Grant IDA Total GON Grand Total 

% of 

Budget Dist 

Development Phase 218.22 0.00 218.22 - 218.22 19% 

Implementation Phase 461.58 153.07 614.64 117.55 732.19 65% 

Goods 0.81 0.00 0.81 0.14 0.96 0% 

Consultants Service & Studies 38.70 0.00 38.70 5.80 44.50 4% 

Training 34.26 6.30 40.56 5.01 45.57 4% 

Monitoring & Evaluation 46.66 0.00 46.66 6.77 53.43 5% 

Operating Cost 0.30 6.10 6.40 28.73 35.13 3% 

Total 800.52 165.47 965.99 164.00 1,129.99 100% 

% of Budget 15% 100% 

Project Expenditure Status 

For effective and timely disbursement 

to the SOs/communities, the Board 

has continued to disburse funds/grant 

to SO/communities through Fax 

transfer by banks from the 3rd 

trimester of FY 2006/07. This has also 

helped to minimize the physical 

presence of SOs/communities in 

receiving payments and thus made it 

easier for them. 

The total budget projection for this FY 2008/ 

09 is NRs. 1129.99 million. As of November 

15, 2008 for FY 2007/08, the Board has spent 

10.44% of the annual approved budget for 

this fiscal year (Table – 11). 

Similarly, the expenditure on 

Implementation Phase category up to this 

reporting period is 11% and on 

Development Phase category it is 10 % of 

the total available budget for FY 2007/08. 

As the various activities of implementing 

and signing contract for Batch-VII 

Implementation Phase delayed than 

expected/planned, the payments could 

not be done in this trimester, the 

expenses incurred in this trimester are 

not satisfied as per forecast. Therefore, 

only 23% has been spent in this trimester 

compared to trimester projection. 

Table - 17: Budget and Expenditure Statement of RWSSP-II (as of Nov 15, 2008) 

Expenditure 

SN Category Total RWSSP-II 

Cumulative Total 

Cumulative up to up to November 15, 

Budget 

Expenditure 

FY 2006/07 2008 for FY 2008/09 

Currency: in NRs. 

Total Budget 

Balance 

Expenditure 

as per Budget 

Available 

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% 

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% 

2 Goods 19,870,500.00 21,197,291.99 473,357.00 21,670,648.99 (1,800,148.99) 109.06% 

3 Consultants Service 

& Studies 54,700,000.00 17,444,028.13 3,793,778.01 21,237,806.14 33,462,193.86 38.83% 

4 Training 148,736,000.00 58,209,259.43 1,597,115.20 59,806,374.63 88,929,625.37 40.21% 

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% 

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% 

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% 

% of expendire by year 52% 5% 56% 


The Board’s current Operation Cost is 

below than 9% of the total expenses 

and the rest 91% are program cost. 

The percentage of all expenditure 

categories on the basis of accumulated 

expenditure of RWSSP - II up to this 

reporting period are as follows: 

Expenditure on Post 

Implementation Phase 

Till this reporting period out of total 

300 Batch – V completed schemes, the 

contract for post implementation phase 

have been signed with 73 SOs for 228 

Training 

4.07% 

Consultants Service & 

Studies1.44% 

Chart # 1: Percentage of Expenditure 

(as of Nov 15, 2008) by expenditure category 

Goods1.47% 

Monitoring & 

Evaluation7.05% 

Operating 

Cost8.37% 

Development Phase 

18.81% 


Phase58.78% 

schemes (76%) and the 1 st payment has been made for 50 SOs (167 schemes). The total expenditure for this amounted to 

NRs. 835,000.00, which is included in the Implementation phase expenditure in the above chart. 

Institutional Development Studies 

T 

he following are the major institutional studies completed in the year 2008. 

CDA Immediate Impact study of Batch - V schemes 

Long term sustainability study of Batch - I and II schemes 

Sustainability study of Batch -III schemes 

Technical, Operational and Environmental Audit of Batch - IV schemes. 

Materials FOR Sharing 

A. Publications 

SARAR Participatory Tools 

SARAR Participatory Tools Hand Book 

Health and Sanitation Manual 

VHP Manual 

VMW Manual 

Annual Reports 

Institutional Profile of the Board 

Water and Sanitation Posters 

KHASKOSH Newsletter 

Board’s policy Document in 9 Major 

IPDP Languages 

Guidelines for Gravity Water Supply and 

Ground Water and Rain Water System Survey, 

Design and Estimate 

Website: http//www.rwss.org 

B. Audio Visuals 

 

 

 

SARAR Participatory Tools 

Documentary Film 

Hamro Pani (Our Water) 

Tapping the Source 


Water and Life 


Water for Health 


KHASKOSH-Radio Program 

(All episodes) 


Abbreviations 

ADDCN Association of District Development Committees of Nepal 

CAP Community Action Plan 

CBO Community Based Organization 

DDC District Development Committee 

DFID Department for International Development 

DTW Deep Tube Well 

DWSS Department of Water Supply and Sewerage 

GoN Government of Nepal 

HSE Health and Sanitation Education 

I/NGO International/Non Government Organization 

IDA International Development Association 

IP 

Indigenous People 

IPDP Indigenous People Dalit People 

JAKPAS Janatako Khanepani Tatha Sarsafai Karyakarm or 

People’s Drinking Water Supply and Sanitation Program 

JGF Japanese Grant Facility 

KHASKOSH Khanepani Tatha Sarsafai Kosh Bikas Samittee 

MCTG Mother and Child Tap Stand Group 

MoLd Ministry of Local Development 

MPPW Ministry of Physical Planning & Works 

NAVIN National Association of VDCs in Nepal 

NFE Non Formal Education 

RWH Rain Water Harvesting 

RWSSFDB Rural Water Supply & Sanitation 

Fund Development Board (The Board) 

RWSSP-I First Rural Water Supply & Sanitation Project 

RWSSP-II Second Rural Water Supply & Sanitation Project 

S0 Support Organization 

SA Service Agency 

SARAR Self-Esteem, Associative Strength, 

Resourcefulness, Action planning, Responsibility 

SRLF Sanitation Revolving Loan Fund 

STW Shallow Tube Well 

TAC Technical Appraisal Committee 

UNDP United Nations Development Program 

VDC Village Development Committee 

VHP Village Health Promoter 

VMW Village Maintenance Worker 

WB World Bank 

WSUC Water Supply and Sanitation User Committee 

WSUG Water Supply and Sanitation User Group 

WTSS Women Technical Support Service 


The Rural Water Supply and Sanitation Fund 

Development Board (the Board) was 

established on March 14, 1996 by the 

Government of Nepal (GoN) through the 

Formation Order under the Development 

Board Act 1956, based on the studies and 

findings of a field-tested project known as 

JAKPAS (Janta Ko Khanepani Tatha Sarsafai 

Karyakarm or People's Drinking Water and 

Sanitation Program) in order to bring about 

fundamental changes in the conventional 

supply-oriented approach to adopting a 

demand driven and participatory 

development approach in rural water supply 

and sanitation services delivery mechanism 

in the country. 

Rural Water Supply and Sanitation Fund Development Board 

P.O. Box: 12414, Lazimpat, Kathmandu, Nepal 

Phone: 977-1-4410761, 4437152, 4415856, 4418611 • Fax 977-1-4417899 

Email: khaskosh@rwss.org • Website: www.rwss.org 

Media Plan # 4467055

ANNUAL REPORT_2008.pdf - Rural Water Supply and Sanitation ...

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