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Nepal WASH Sector Status Report 2011

Government of NepalMinistry of Physical Planning and Works

Water Supply & Sanitation DivisionSector Efficiency Improvement Unit

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Sector Status Report May 2011

Water Supply,Sanitation and Hygiene

WASH

Nepal WASH Sector Status Report 2011ii


Water Supply, Sanitation and Hygiene

(WASH) Sector Status Report 2011

Government of NepalMinistry of Physical Planning and Works

Water Supply & Sanitation DivisionSector Efficiency Improvement Unit

May 2011

i

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Nepal WASH Sector Status Report 2011ii


Message from Minister, MoPPW

Message

iii

I am pleased to know that Joint Sector Review (JSR) is bringing out its first report on sector status on water and sanitation. This report is an outcome of the strengthened coordination and support of the stakeholders involved, in particular, the concerned government agencies including Ministry of Physical Planning and Works (MoPPW), Ministry of Health and Population (MoHP), Ministry of Education (MoE) and Ministry of Local Development (MoLD), Development Partners and Civil Society Organizations.

MoPPW has continued to support the government’s vision of providing ‘Water and Sanitation for All by 2017’. The country’s progress in water management and sanitation services is evident from the fact that 80% of the Nepali population has access to water and 43% to proper sanitation. While these statistics show considerable development in the provision of accessible water, we still need to overcome the challenge of providing safe drinking water and proper sanitation to all. The overall target of the sector is to provide support to the advancement of social and economic environment through the improvement in people’s living condition. MoPPW is fully dedicated towards meeting these challenges. Programs have been designed and are being implemented in line with Nepal’s global commitment to achieve the Millennium Development Goals (MDGs) by 2015 ie, substantially increase access to improved water supply and sanitation.

In an effort to improve and learn from international sector processes, such as the “Sanitation and Water for all (SWA)”, the JSR is also providing an opportunity to understand from knowledge sharing on international experiences. This strategy has helped Nepal to increase its global visibility as well as given a chance to mobilize efficient and internationally proven actions.

It is my sincere belief that this, ‘first sector status report’, provides a thorough collection of analyzed facts on the performance of the sector. I appreciate the efforts made by everyone involved for the development and success of this report. With the same kind of support and participation, from all the sectors, I am certain that we will cross a milestone by reaching out to the rest of the Nepali population with clean water. I look forward to a significant growth in implementation in our next sector review and JSR.

Top Bahadur RayamajhiMinister, Physical Planning and WorksSingha Durbar, Kathmandu


Message

iv

The Government of Nepal well recognizes that water and sanitation is one of the fundamental rights to human development. The GoN Three Year Plan (2010/11-12/13) has clearly emphasized its importance and priority. In this respect, I amvery delighted to note that the water and sanitation sector is progressing satisfactorily and meeting both the MDG and national targets to ensure access to safe drinking water and sanitation to all by 2017. Meanwhile, there are some disparities between urban and rural areas in terms of water and sanitation coverage. Access to these facilities is even worse among the deprived, minorities and voiceless population. In addition, I am also familiar that there are several state and non-state actors working in the water and sanitation sector. This certainly requires strong coordination and collaboration between the stakeholders for joint planning and monitoring of the water and sanitation interventions. On the

other hand, I have noted that approximately 43% of the community water supply system needs major repair and rehabilitation. In addition, due to the presence of many actors in the sector, an issue of duplication and double counting concerns also need to be addressed.

In order to overcome these challenges highlighted above, the NPC in its 3 Years Plan- Approach Paper has clearly spelled out one of the strategies to gradually adopt a Sector Wide Approach (SWAp) in the water and sanitation sector. However, the sector is still fragmented and multi ministries are involved to deliver water and sanitation services. Currently, there is a very weak mechanism to systematically plan and review sector achievements and results.

I am glad to note that the Joint Sector Review and the Sector Status Report are fundamental processes to document and move forward to a programmatic approach in the water and sanitation sector. I also positively learnt from the JSR that it had also recommended carrying out an independent sector assessment including reform options for sector harmonisation. This study is being initiated by NPC in collaboration with multi sector participation and is hopeful to have concrete outcomes.

I strongly emphasize that JSR should be a regular process of the sector and should be well reflected in the sector plan and programme. Although this JSR was initiated at national level for the first time, I am fully convinced that the bottom up planning process highlighted in the Local Self Governance Act should be part and parcel of the planning process as a whole. At present, district planning processes are relatively weak due to the absence of locally elected bodies at all levels. I wish that the JSR process should seek and collect key issues identified at the local level to enrich the future JSR process more realistically using a strong evidence base. Ultimately this process should strengthen overall sector planning and review mechanisms.

On behalf of NPC, I am quite happy to congratulate the Sector Stakeholders Group (SSG) and particularly SEIU under the MoPPW for their great initiation and for producing such a comprehensive sector status report for the first time in the water and sanitation sector. I will provide my full support to execute the key undertakings identified during the JSR final conference. I am optimistic that sector players will also incorporate key action points in to their forthcoming plan and programme and hope to actively participate and review the success and progress during the next JSR in 2012.

Message From the Vice Chairman, National Planning Commission

Dr. Dinesh Chandra DevkotaVice Chair, National Planning CommissionSingha Durbar, Kathmandu


Forward

v

I am happy to note that Joint Sector Review (JSR) of the water and sanitation sector is bringing out its first report on sector status. JSR is the outcome of the initiative taken by the Ministry of Physical Planning and Works towards developing a sustainable water and sanitation for all. The sector is unique in the sense that there are many stakeholders involved lacking effective coordination mechanism.

The 2011 JSR elaborates and presents sector issues and its performance. The report will help all concerned to understand the scale and nature of the challenge and the perspectives of different agencies. The challenges are not only limited to resource mobilization but equally soliciting commitment and efforts from all stakeholders. It is my earnest hope that we can build on the good progress achieved both to continue to strengthen sector coordination, and to increase harmonization behind government policy.

JSR is also the outcome of collective discussions leading to the development of the main themes: Sector Coordination, Financing, Institutional Arrangements and Capacity Building, Functionality, Sanitation and Hygiene, Water Quality and the cross-cutting themes on GESI, WASH in emergency and Monitoring and Evaluation. The JSR was structured around these priority themes and two days of discussions produced a final resolution providing a detailed set of recommendations. The JSR resolutions were signed by all concerned parties (MoPPW, MoLD, MoHP, MoE, development partners, I/NGOs/CBOs) and represent a joint commitment to execute these undertaking in a coordinated fashion.

I would like to offer my sincere thanks for valuable support and participation of all in drawing a clearer picture of the sector and helping us to chart our way forward. I trust that this spirit can continue in implementing the JSR resolutions. I am optimistic that the next JSR will be able to show real progress on priority actions and to help realize our commitment to improve services for all.

Forward from Secretary, MoPPW

Purna KadariyaSecretary, Ministry of Physical Planning and WorksSingha Durbar, Kathmandu

Nepal WASH Sector Status Report 2011vi

JSR Resoultion Declaration Ceremony


Resolution

vii

Joint Sector Review Resolution

Water Supply, Sanitation and Hygiene

Joint Sector Review

5-6th May 2011 Godavari

The 1st Joint Sector Review (JSR), organised by the Sector Efficiency Improvement Unit of the Ministry of

Physical Planning and Works (MoPPW), was held at the Godavari Village Resort, Kathmandu from 5th to 6th

May 2011.

The opening session was chaired by the Ministry of Physical Planning and Works Secretary. The Honourable

Minister of Physical Planning and Works was the chief guest, and the officiating Vice Chair of the National

Planning Commission was the Special Guest.

The five aims of the JSR were: (a) to bring together sector stakeholders; (b) to reflect on progress in water

and sanitation delivery in Nepal to date; (c) to foster better coordination of shared goals; (d) to strengthen

leadership toward the achievement of the commonly-agreed goals; and (e) to move towards a shared

vision of a coherent and achievable National Programme for Water Supply, Sanitation and Hygiene (WASH)

promotion.

Drawn from national and local government bodies, donor communities, UN agencies, NGOs, civil society

institutions and the private sector, 168 participants took part in the two-day meeting. Field visits to WASH

projects in different parts of the country took place before the JSR meeting. These visits helped bring the

views and concerns of water users into the deliberations and to bring from-the-field evidence into the

discussions.

At the JSR meeting, a Sector Status Report was presented and discussed. Thematic working groups

provided input to this report through their position papers. The thematic working groups consisted of

governmental bodies, civil society representatives and donors. The Status Report provided an analysis of

the status of WASH in Nepal. It further assessed sector performance against performance measures in the

thematic areas.

Following are the thematic areas: Sector Coordination, Financing, Institutional Arrangements and Capacity

Building, Functionality, Sanitation and Hygiene, Water Quality and cross-cutting themes on GESI, WASH in

emergency and Monitoring and Evaluation.

Participants discussed the issues raised in the thematic working group position papers and the Sector

Status Report (May 2011) in both plenary and group sessions. They identified and prioritized three to four

key actions that are to be taken by all the relevant stakeholders in the year ahead. Participants further

recommended that a Joint Sector Review (JSR) be held in 2012 to assess progress towards achieving the

key actions as outlined below.


The agreed key actions for 2011/12 are as follows:

SECTOR CO-ORDINATION 1.

Establish a national level coordination with an executive management team.

Activation of DWSSCC chaired by LDO and WSSDO as member secretary

Formulate operational guidelines for DWSSCC, including roles and responsibilities for co-ordination

and information sharing.

Ensure DWSSCC member secretary follow up recommendations and act effectively as a

secretariat

INSTITUTIONAL FRAMEWORK and CAPACITY BUILDING 2.

Benchmark local government performance (based on agreed M&E system & indicators)

Capacity building: technical staff college, HR development

On the job technical assistance and training to Districts on planning, budgeting and M&E (led by

CHRDU) – programmatic approach

Mandatory provision to share plans and progress (M&E) data

FINANCING 3.

Effective and better targeting (e.g. in emerging towns, hard-to-reach areas, subsidized revolving

funds/loan and gender-friendly financing)

Review current sector investment priorities and incorporate neglected and peripheral issues (e.g.

urban slums, ‘beyond latrinisation programmes’, water rights issues)

FUNCTIONALITY: 4.

Establish an independent regulatory body with a clear mandate, authority, adequate capacity and

resources, realistic norms and standards

Improve and implement post-construction support mechanism, which will be life-cycle and

stakeholders focused

Benchmark and monitor capacity and performance of stakeholders

SANITATION and HYGIENE5.

The Hygiene and Sanitation Master Plan of 2010 is a document for planning and practice. Develop

district strategy/implementation plans

Form a national technical advisory committee, develop comprehensive hygiene promotion

guidelines

Resolution

viii

Nepal WASH Sector Status Report 2011 iX

Embed hygiene promotion in the work and programmes of local development, health, education

and the private sector

Clearly defined pre and post ODF strategy with appropriate software processes

WATER QUALITY 6.

Mainstream water safety plans, validate test results

Establish a mechanism to collect water quality data, and publish WQ quality information

Enforce compliance of standard directives on all WASH agencies

Conduct feasibility study for permanent water treatment facilities or alternative supply options in

arsenic-prone areas

CROSS-CUTTING THEMES 7.

GESI

Form GESI task force for GESI mainstreaming and prepare a plan of action

Facilitate GESI mainstreaming with operational guidelines with sectoral budget

Develop a GESI disaggregated data baseline

Incorporate GESI accountability in service delivery work

WASH in EMERGENCIES

Link existing emergency cluster of humanitarian aid agencies with government emergency

coordination and response systems

Make WSSDO and DTO fully accountable and responsible for co-ordination for preparedness and

response

Allocate budget for capacity building and emergency preparedness

Assess vulnerability by using scenario planning

Study climate change impact on WASH sector

MONITORING & EVALUATION

Reach agreement on the use of National Management Information Program (NMIP) data

Include the monitoring of the functional status of schemes in existing M&E system

Improve dissemination of monitoring and evaluation reports

Agree on proposed indicators and ensure an annual sharing mechanism.

Officially endorse and apply agreed indicators

Authenticate DWSSCC as the data validating body

Resolution


Resolution

All participants of the JSR agree to implement the actions outlined above.

Detailed Action Plans for deliverables will be completed by the end of May 2011 by the newly established

Sector Stakeholder Executive Management Team.

x

Nepal WASH Sector Status Report 2011 xi


WASH-Sector Status Report 2011Executive Summary

Introduction and scope This is the first Water, Sanitation and 1. Hygiene (WASH) Sector Status Report (SSR). It draws attention to the operational and sector performance including value-for-money considerations and tracks financial projection and expenditure. The Sector Efficiency Improvement Unit 2. (SEIU) of the Water and Sanitation Division of the MoPPW has put significant effort into improving the joint dialogue process as this is the first attempt to provide a status update. Although urban issues are briefly discussed, 3. the main focus of the review is in rural services. This is warranted because a separate study is currently being undertaken by SEIU to address emerging urban issues.

Sector overviewServices

4. This report estimates (based on the NMIP data) that the existing coverage of water and sanitation services in Nepal is approximately 80% and 43% respectively. Currently, about 5.5 million people do not have access to adequate improved water services and 16 million lack adequate sanitation facilities. The national target is for universal access to water and sanitation by 2017. The current Three Year Plan (2011-2013) targets include:• Access to basic water supply service: 85%5. • Sanitation: 60%6. • 7. Medium and high quality of water services: 15% The coverage varies significantly by 8.

development and ecological regions, by urban/rural divides and by ethnicity. Coverage figures alone can give a false impression as they do not adequately represent service levels related to quality, accessibility, quantity, reliability and sustainability. Although the improved water supply 9. coverage reported as 80%, about half (43%) of the water supply schemes are not fully functional.

Impacts Strong correlations between WASH 10. coverage, occurrence of diarrheal diseases and infant mortality rates have been observed. Diarrhoea is largely WASH related disease and is the third most primary cause of death of under five children. In 2006, 12% of children under five suffered from diarrhoea in the first two weeks. The increasing urbanisation trend creates 11. pressure on urban sanitation and environmental management. There are concerns that climate change impact creates additional challenges to the WASH sector.

Finance The current trend of annual water and 12. sanitation investments is of the order of NRs 4,000 million. Allowing for anticipated population growth, to meet the aspirational goal of universal coverage by 2017, about NRs 7,500 million per year is required. This is in addition to commitments on the Melamchi project and institutional reforms. It clearly shows NRs 3,500 million gap per year in the sector.

Executive Summary

xii


Sector Characterisation To have better water and sanitation sector 13. performance, the sector needs functional, coordinated, harmonized, information based planning and monitoring systems. In overview, the sector is commonly characterized by:

Institutional fragmentation and limited • sector coordination,Financing and financial resource • constraints,Inadequate capacity in local authorities,• Limited updated sector assessments and • weak monitoring systems,Inadequate attention to water resource • management and water quality,Socially-excluded communities lack • consumer voice,Limited compliance of national water and • sanitation policy provisions,Incoherent integration of acts and • regulation related to water and sanitation sector, Demand and supply-side weaknesses and • inequitable targeting and distribution of resources,A large growth of non-state actors, • supported by diverse off-budget funding streams and Low overall sector sustainability. Key • factors that limit sustainability are reliance on capital hand-outs from government and donors, institutional weaknesses, lack of attention to environmental impacts, weak operation and maintenance.

There have already been some recent 14. notable movements to improve performance. The GoN has clearly stated its intention to move to a Sector Wide Approach in the Water and Sanitation Sector, and a Sector Efficiency Improvement Unit (SEIU) was established by MoPPW as a secretariat to the Sector Stakeholder Group (SSG), which coordinates and effectively monitors the system and service delivery in a structural manner including sector knowledge management.

Headline Issues: While there are some excellent national 15. strategies and policy framework which are well accepted by most stakeholders, many elements of the policies have not been implemented and there are large gaps between policy provision and compliance.

Key handovers of responsibilities and co-16. ordination efforts have not been implemented or have been seriously delayed. The dearth of data and lack of an agreed framework for measuring progress has allowed slippages to occur. There seems to be a lack of will and leadership to put in place the very many good ideas in the GoN’s own policies.

Current real per capita budget allocation 17. is about Rs, 1,700. In order to provide the basic water and sanitation services and meet the national goal by the year 2017, a per capita expenditure required is about Rs. 3,500. This is equal to Rs.7.5 billion investment per annum.

Considering the present status of sanitation 18. coverage (43%), there is a wide gap so as to meet the universal coverage by 2017. The conventional trend of budget allocation cannot address to fulfil it and current resource allocation is significantly low.

The policy provision maintains that 10% of the 19. budget allocated to the rural water supply and sanitation should be spent for sanitation activities and 20% for rehabilitation of existing water supply systems/schemes. In practice such provisions are neither fully abided nor allocated accordingly.

NDWQS-2005 provided implementation 20. guidelines for improving water quality in two phases. However, such provisions indicated in the Standards have not fully implemented by the utility operators in urban areas nor preparation for rural areas been initiated. Similarly water quality monitoring and surveillance mechanism have not been established.

Executive Summary

xiii


Headline Recommendations

Sector Coordination21. - Formalize a specific, accountable coordination structure at national and district levels. Set up a national executive management committee (National Water Supply and Sanitation Coordination Committee as indicated in the Rural Water Supply and Sanitation National Policy 2004) to effectively operationalize and making functional SSG. The district sector coordination body 22. should be chaired by the DDC Chair (currently by the LDO) with WSSDO/WSSSDO as a member secretary to operationalize, track achievement of actions and to communicate between levels. Support agencies should be integrated into these structures. All sector agencies should comply and adhere to work through the standard coordinating structures. Institutional Arrangements23. - Provide clarity on specific accountabilities including agreement on which, and when, powers are decentralized. Provide clarity on how WASH activities and operations being undertaken by sector agencies (state and non-state actors) become integrated into single district-lead sector plan and program. Financial Arrangements24. - Reach agreement that all agencies report on sector finance to enable oversight on financial performance. Implement a mechanism to secure compliance to a common financing policy by all sector agencies. Encourage household connections wherever possible and feasible in both urban and rural setting. Promote rural tariffs to cover the cost of operation, maintenance and replacement. Investigate and agree on a strategy to increase financial allocations and improve cost-efficiency.

Functionality25. - Develop and implement cost-effective and scalable post-construction

support mechanism and professionalise O&M services. Prioritise rehabilitation of existing infrastructure. Incorporate functional status and service levels of existing water supply schemes in M&E system.

Sanitation and Hygiene26. - Increase the priority of redressing the low sanitation coverage figures. Provide a strategic focus to eliminating open defecation in Nepal and increase attention to post-construction support to ensure that basic facilities meet minimum standards. Agencies should adopt a common approach to sanitation and hygiene behavior change as indicated in sanitation and hygiene master plan.

Water Quality27. - All agencies should begin complying to national standards in developing new and rehabilitated services with increasing efforts to implement water safety plans to ensure delivery of safe drinking water.

Performance Monitoring28. - Reach agreement on development and use of NMIP as the primary sector data source. Incorporate monitoring the functional status of systems with existing monitoring systems. Improve dissemination of monitoring reports. Agree on proposed CREAM indicators and establish regular progress sharing mechanism.

Sector Assessment29. - The sector should embark on a detailed sector assessment to address gaps in knowledge identified in the Sector Status Report. The Sector Assessment should be conducted by internationally trusted independent consultants with strong local partners. The sector assessment should look closely at the Country Status Overview methodology to see if this could be in corporated into sector assessment methodology.

Detailed recommendations are listed in 30. each section in the recommendations sections and are summarised below.

Executive Summary

xiv


Category Recommendation summary

Policy/Strategies/Cross cutting

Develop a strategy to implement policies.

Develop a policy benchmarking and monitoring compliance system

Disseminate and market policies

Improve GESI implementation

Accelerate drafting and enactment of the proposed umbrella act.

Commission a comprehensive study to improve service level, water quality, and urban sanitation, solid and liquid waste management and capital cost recovery.

Strengthen and harmonise national and district level coordination mechanism and resource allocation in case of disaster.

Sector CoordinationStrengthen National Level Coordination with an executive management team

Strengthen District Coordination Platforms

Strengthen Reporting from Coordinating Bodies

Develop an Annual Program of Coordination meetings

Develop a WASH Sector Nepal Agreement

Sector FinanceAllocate funds for hygiene in a separate sanitation budget line to the all sector players to meet the set target

Allocate funds as per policies – e.g. for capacity building of WUSCs , rehabilitation of existing water supply schemes/projects. ODF declaration in the water supply service areas.

Advocate reviewing budget allocation (Central grant and local revenue) of local bodies and negotiating certain percentage of resource allocation for water and sanitation sub-sector. Establish reporting mechanism of such contribution in the sector to avoid gap and overlap of resources

Utilize existing coordination platform to ensure a commonly agreed financial procedures and directives defined in the sector policies.

Make off budget allocation predictable and transparent

Executive Summary

xv



Institutional perspectives Clarify roles and responsibilities

Aggregate stakeholder groups

Benchmark local government performance

Establish standard contracts between village water supply and local governments

Explore and identify potential innovative mechanisms for outsourcing rural water supply maintenance

Functionality and Performance Monitoring

Establish an independent regulatory body and implement a regulatory mechanism.

Clarify the separation of roles and responsibilities between different types of stakeholders

Develop and implement cost-effective and scalable sub-national post-construction support mechanism.

Aggregate stakeholder groups

Benchmark and monitor capacity and performance of stakeholders (regulator, funder, decision maker, implementer and operator)

Establish common minimum standards for water supply services

Professionalise rural water supply operation & maintenance

Sanitation and HygieneUse Sanitation and Hygiene Master Plan as guiding document for evidence based joint planning and subsequent resource allocation

Formulate joint coherent annual plan and execute and ensure unified financing mechanisms

Develop and execute pre and post –ODF strategy

Integrate hygiene promotion as an essential and integral component of multi sector (WASH, education, health) interventions

Promote private sector involvement in sanitation and solid waste management

Executive Summary

xvi

Nepal WASH Sector Status Report 2011 xvii


Water QualityDevelop comprehensive mass media advocacy tool kits to improve knowledge of the public in both urban and rural areas on safe water

Enforce and comply standard directives by all WASH agencies.

Provide legal guideline and directives to operate and sustain the existing water laboratories

Mainstream Water Safety Plans

Ensure Water Safety Plans are implemented in all new urban projects

Review existing coordination platform established for water quality promotion

Establish a clear and workable mechanism to collect and analyse water quality data

In arsenic prone areas: compulsorily carry out feasibility study (financial/technical) for installation of permanent water treatment (WT) facilities

During the rainy season and disease outbreaks, promote Point of Use (PoU) water treatment

Executive Summary



Contents

Messages & Forward iii - v

Joint Sector Review Resolution vii

Executive summary xii

Abbreviations xx

1. Introduction 01

1.1 Snapshot of Sector

1.2 Purpose of this Report

1.3 Process/Methodology of this document

01

04

05

2. Sector Policy/Strategies 07

2.1 Background

2.2 Issues

2.3 Recommendations

07

12

13

3. Sector Coordination 15

3.1 Background

3.2 Issues

3.3 Recommendations

15

20

20

4. Sector Finance 23

4.1 Background

4.2 Issues

4.3 Recommendations

23

25

26

5. Institutional Arrangements and Capacity 27

5.1 Background

5.2 Issues

5.3 Recommendations

27

30

31

Contents

Nepal WASH Sector Status Report 2011xviii

Nepal WASH Sector Status Report 2011Nepal WASH Sector Status Report 2011

Contents

6. Functionality and Performance Monitoring 33

6.1 Background

6.2 Issues

6.3 Recommendations

33

36

38

7. Sanitation and Hygiene 41

7.1 Background

7.2 Issues

7.3 Recommendations

41

43

45

8. Water Quality 47

8.1 Background

8.2 Issues

8.3 Recommendations

47

48

49

9. Cross-Cutting Theme 51

10. Conclusions and Recommendations for Coming Year 52

11. References and Bibliography 53

1-A Nepal Development Context 57

1-B Targets and Achievements 59

1-C Sector History 60

1-D Terms of Reference for SSG and TWGs 61

2-A Acts & Regulation Summaries 62

2-B Gender Equity & Social Inclusion 64

4-A Financial requirement to meet universal access by 2017 81

4-B Sector financing by Agencies for the period 2004-2010 84

5-A Institutional Mapping, Roles and Responsibilities 85

7-A Implementation status of the post–SACOSAN III 86

9-A Joint Field Reports 87

9-B Monitoring and Evaluation 127

9-C Wash in Emergency 128

Annexes

xix


Abbreviations

ADB Asian Development Bank

BCC Behavirourial Change Communication

BWSMB Bharatpur Water Supply Management Board

CBO Community Based Organization

CBWSSP Community Based Water Supply and Sanitation Project

CDR Central Development Region

CREAM Clear Reliable Adequate Measurable

DD District Development

DDC District Development Committee

DoLIDAR Department of Local Infrastructure Development and Agriculture Roads

DP Development Partner

DPPs District Development Plans

DTO District Technical Office

DUDBC Department of Urban Development and Building Construction

DWSS Department of Water Supply and Sewerage

DWSSCC District Water Supply and Sanitation Coordination Committee

EDR Eastern Development Region

FWDR Far Western Development Region

GO Government Organization

GRB Gender Responsive Budget

GSF Global Sanitation Fund

HH Household

HRD Human Resource Development

IEC Information, Education & Communication

I/NGO International/Non-Governmental Organization

IF&CB Institutional Framework and Capacity Building

JMP Joint Monitoring Programme

JSR Joint Sector Review

KUKL Kathmandu Upatyaka Khanepani Limited

KVWSMB Kathmandu Valley Water Supply Management Board

LBCF Local Body Fiscal Commission

MDG Millennium Development Goal(s)

MoLD Ministry of Local Development

MOE Ministry of Education

MoF Ministry of Finance

MoHA Ministry of Home Affairs

MoHP Ministry of Health and Population

MoPPW Ministry of Physical Planning and Works

MWDR Mid Western Development Region

NDWQS National Drinking Water Quality Standards

NEWAH Nepal Water for Health

NHSP-IP2 Ministry of Health and Population/National Health Strategic Plan -II

Abbreviations

Nepal WASH Sector Status Report 2011xxx

Nepal WASH Sector Status Report 2011Nepal WASH Sector Status Report 2011 xi

AbbreviationsAbbreviations

NMIP National Management of Information Project

NPC National Planning Commission

NRCS Nepal Redcross Society

NS Nepal Standard

NWSC Nepal Water Supply Corporation

OBC Other Bahun Chhetri

ODF Open Defecation Free

PAF Poverty Alleviation Fund

PoU Point of Use

PRSP Poverty Reduction Strategy Paper

QARQ Quantity, Accessibility, Reliability and Quality,

RCC Reinforced Cement Concrete

RRRSDP Rural Reconstruction and Rehabilitation Sector Development Project

RVWRMP-II Rural Village Water Resource Management Project- II

RVT Reservoir Tank

RWSSFDB Rural Water Supply and Sanitation Fund Development Board

RWSSP –WN Rural Water Supply and Sanitation Project- Western Nepal

SACOSAN South Asian Conference on Sanitation

SCNSA Steering Committee for National Sanitation Action

SEIU Sector Efficiency Improvement Unit

SO Support Organization

SSG Sector Stakeholders Group

SSTWSSSP Second Small Town Water Supply and Sanitation Sector Project

SWAp Sector Wide Approach to Planning

TDF Town Development Fund

ToR Terms of Reference

TWGs Thematic Working Groups

TYIP Three Year Interim Plan

TYP Three Year Plan

UEIP Urban and Environment Improvement Project

UN United Nations

UNICEF United Nations Children Emergency Fund

VDC Village Development committee

WA-Nepal Water Aid Nepal

WASH Water Supply, Sanitation and Hygiene

WDR Western Development Region

WQ Water Quality

WSP Water Safety Plan

WSS Water Supply and Sanitation

WSSDO Water Supply and Sanitation Division Office

WSTFC Water Supply Tariff Fixation Commission

WT Water Treatment

WUA Water Users Association

WUSC Water User and Sanitation (Association) Committee

xxi


1. Introduction

1.1 Snapshot of Sector

1.1.1 Nepal Context

The Nepali state is currently in a transitional 1. phase. After signing the Comprehensive Peace Accord (CPA) Nepal is working towards developing a new constitution.

The decade long conflict shook the 2. foundations of many established systems. Many local body offices were destroyed and development in the water and sanitation sector was slowed. Access by agencies was dramatically restricted.

The conflict also aggravated the poverty 3. situation of the rural areas. This was partly characterized by rural to urban migration and out migration.

Despite this situation, development process 4. has still been guided by poverty alleviation and human development goals with inclusion and equity.

However, there are indications of progress 5. after half a century of development efforts. As noted below, there has been a gradual increase in water and sanitation coverage despite suboptimal utilization of resources. However, the gains fall short of goals, and there are significant regional and urban/rural discrepancies. It is also commonly accepted that coverage figures do not reflect the challenging sector realities on the ground, especially the actual functioning and quality of services as monitoring has been limited.

Further details on the Nepal development 6. context is given in Annex 1-A

1.1.2 Coverage - status and targets

Although the data for estimating coverage 7. has limitations, this report estimates (based on NMIP 2010) that the existing coverage of water and sanitation services in Nepal is approximately:

Water: 80%•

Sanitation: 43%•

Chapter 1

01


Currently, about 5.5 million people do 8. not have adequate water service and 16 million lack adequate sanitation facilities. The national target is for universal access to water and sanitation by 2017. The existing coverage compares with the MDG targets for 2015 of 73% water and 53% for sanitation and the current Three Year Plan (2011-2013) targets of:

Access to basic water supply service: 85%•

Access to medium and high: 15%•

Sanitation: 60%•

Figure 1-1 shows a simplistic trend of the 9. coverage since 1987. Annex 1-B provides a more detailed tabulation of the historical targets and coverage.

A significantly larger proportion of 10. households in urban areas (94 %) have access to improved drinking water sources than in rural areas (78 %) (Table 1-1). However, the service level of urban water supplies is generally poor. Access for rural households has exceeded its target of 72 percent, set in the MDG.

Chapter 1

02

Figure 1-1: Trends in water and sanitation coverage

0

10

7th Plan1987-92

8th Plan1992-97

9th Plan1997-02

10th Plan2002-07

20

30

40

50

60

70

80

90

% Water Basic

Water - med/high

Sanitation

Notes: Due to consistencies in data methodologies, these trends and values are approximate

Table 1-1 Water and Sanitation-Urban/Rural Targets and Status by Year

Locations 1990a 2000a 2005b 2010c 2015 (MDG Target)d

Drinking WaterUrban 90% 86% 93% 94% 95%Rural 43% 71% 79% 78% 72%

SanitationUrban 34% 80% 81% 78% 67%Rural 3% 25% 30% 37% 52%

Source of data, a NPC/UNCT 2005; b CBS 2004; c NPC 2010, d MDG Progress Report 2010


The most common sources of drinking 11. water in the mountains and hills are springs. In the Terai area, hand pumps, deep tube wells and protected dug-wells are the main sources of drinking water.

The annual growth rate of sanitation 12. increment is about 1.9 percent over 20 years. Access to sanitation facilities is also much higher in urban areas (78%) than in rural areas (37%), exceeding the MDG target of 67 per cent. Nonetheless, considerable effort is required for rural areas to achieve the MDG targets.

There are large disparities of sanitation 13. coverage in the different regions of Nepal (Table 1-2)

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Table 1-2 National Water and Sanitation Status Coverage

S.N Development Region Total Population Water Supply Coverage Sanitation Coverage

Population Percentage Population %1 Eastern 6.374.298 4871651 76.4 2692909 42.2

2 Central 9.859.227 8017531 81.3 4543201 46.13 Western 5.468.946 4624967 84.6 2927999 53.5

4 Mid-Western 3.646.321 2782076 76.30 1120285 30.75 Far Western 2.694.765 2245110 83.3 784647 29.1

Geographical AreaA Mountain 1987700 1542782 77.62 668549 33.63B Hill 12292169 9827087 79.95 6501912 52.89C Terai 13763788 11171466 81.17 4899480 35.60

National 28043657 22541335 80.38 12069941 43.04

1.1.3 Budget The current trend of annual water and 14. sanitation investments is of the order of NRs 4,000 million. Allowing for anticipated population growth, to meet the aspirational goal of universal coverage by 2017, about NRs 7,500 million per year is required. This is in addition to commitments on the Melamchi project and institutional reforms.

The Water Supply and Sanitation Sectoral 15. Strategic Plan 2004 notes that 20% of the water supply budget should be allocated for repair and rehabilitation of water service. However, the typical recent allocations are less than 1%.

The same document proposes that 10% of 16. rural water supply budgets are allocated for sanitation. 2009/10 was the first year to begin to implement this policy with a separate national budget line.

1.1.4 Impacts of low coverage Diarrhoea is the third most primary cause 17. of death of under five children. In 2006, 12% of children under five suffered from diarrhoea in the first two weeks.

Nepal has made significance progress in 18. reducing the infant mortality rate (IMR) and

03


under-five mortality rate (U5MR) in recent years. By 2006, the national IMR had decreased to 48 deaths per 1,000 live births and the U5MR had decreased to 61 deaths per 1,000 live births. There is a high IMR in areas with poor sanitation coverage and those lacking proper hand washing practices. Strong correlations between WASH coverage, occurrence of diarrheal diseases and infant mortality rates have been observed.

The increasing urbanisation trend creates 19. pressure on urban sanitation and environmental management. There are concerns that climate change impacts create additional challenges to the WASH sector.

1.1.5 Sector issues and characterisation This sector status report shows that to 20. have better water and sanitation sector performance, the sector needs functional, coordinated, harmonized, information based planning and monitoring systems.

In overview, the sector is commonly 21. characterized by:

Institutional fragmentation and limited • sector coordination

Financing and financial resource • constraints

Inadequate capacity of local bodies •

Limited updated and reliable sector • information

Inadequate attention to water resource • management and water quality

Socially-excluded communities lack • consumer voice

Inadequate implementation and • incoherent integration of national water and sanitation policies

Demand and supply-side weaknesses • and inequitable targeting and distribution of resources

A large growth of non-state actors, • supported by diverse off-budget funding streams.

Low overall sector sustainability. Key • factors that limit sustainability are reliance on capital hand-outs from government and donors , institutional weaknesses, lack of attention to environmental impacts, inadequate Operation and Maintenance

1.1.6 Sector History Annex 1-C provides an overview of the 22. sector’s history.

1.2 Purpose of this Report The report provides the basis for discussion 23. and agreement for the first Joint WASH Sector Review (JSR). The specific objectives of the first JSR are to:

take stock of the existing situation of • water and sanitation sector

provide strategic policy direction and • set objectives, strategies and targets for the coming year

highlight and agree on the priority issues • for the coming year, and

review stakeholder consultation and • coordination structures and processes.

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1.3 Process/Methodology of this document

1.3.1 Joint Sector Reviews - Introduction

The Joint Sector Review (JSR) is a forum for 24. performance assessment, policy guidance, coherent approach to planning and budgeting. JSRs are usually run on an annual basis to discuss the key challenges that the sector faces, review the progress made, and establish key objectives and targets for the coming year.

Lessons learnt from countries with JSR 25. experience show that a JSR enhances co-ordination amongest all participating stakeholders, increases performance and accountability, and builds effectiveness in the sector. Common key lessons from these experiences include:

Sector’s provisional undertakings • generally tend to be over ambitious

Sectors tend to have a lack of • understanding of the implications of translating undertakings into actions

There is often a lack of formal action • plans

Leadership and delegation of • responsibilities for implementation is often unclear

There is a lack of legal mandates for • donor and CSOs to take issues forward, and Monitoring systems are deficient. •

The JSR must be seen as an evolving 26. process, particularly as this is the first JSR in Nepal in the WASH sector.

27. The main aim of the JSR is to build consensus on the review processes and conduct a participatory sector analysis. In addition, joint field visits have been planned and organized to capture key sectoral learning (viz. strengths and areas for improvement).

28. The proposed theme for the JSR 2011 is: “Sector preparedness to improve performance and effectiveness” It will establish agreed and joint processes for setting sector objectives and performance monitoring in the water and sanitation sector. This will be based on the principles of partnerships, coordination and collaboration between the sector stakeholders.

1.3.2 Process/Methodology

The process has been coordinated by the 29. Sector Efficiency Improvement Unit (SEIU). SEIU was established by the Ministry of Physical Planning and Works. This report has also benefitted from a Sector Stakeholder Group (SSG) (see Annex 1-D) , which is a loose platform for WASH sector coordination at national level.

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Nepal WASH Sector Status Report 2011 06

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This Sector Status Report is based mainly on 30. the position papers prepared by five Thematic Working Groups (TWG) of the SSG. Annex 1-D presents the Terms of Reference for this work. The sub sectors covered by the TWG are:

Sector Financing •

Institutional Framework and Capacity • Building

Sustainability and Functionality •

Sanitation and Hygiene •

Water Quality•

Additionally, three cross cutting sub-themes 31. (GESI, M&E and Emergency) were explored to enhance the above themes.

The experience to date has shown that process 32.

itself has helped build trust and confidence among the sector stakeholders.

Although urban issues are briefly discussed, 33. the main focus of the review is in rural services. This is warranted because a separate study is currently being undertaken by SEIU to address emerging urban issues.

1.3.3 Information SourcesThe NMIP/DWSS report has been used as 34. primary source of quantitative information in this report. In addition, TWG position papers are other key sources of information. Reports from MoF, NPC and other sector studies/policies have been utilised to add quantitative and qualitative information.


2. Sector Policy/Strategies

2.1 Background

2.1.1 Policies

2.1.1.1 National Sanitation Policy and Strategy (1994)

35. In this policy and strategy incorporated health improvement, enhancement in health related knowledge and behavioural development. The policy stressed coordination among concerned stakeholders and directed that the sanitation program be operated in an integrated manner with health, education, water supply and local development programs. While hygiene was becoming more prominent, it was considered within sanitation. Thus there was no separate national policy on hygiene promotion.

2.1.1.2 Rural Water Supply and Sanitation National Policy and Strategy (2004)

36. This policy had the objective of providing water and sanitation access by all Nepali people in order to achieve Millennium Development Goals and national targets. The policy stressed health and sanitation facilities as the basic necessity and rights. The Ministry of Physical Planning and Works formulated long-term and mid-term plans by applying

sectoral strategies for 2007 to 2020. The target as noted in the policy was to provide a 100% coverage of both water supply and sanitation by the year 2017.

37. The document notes a mandatory provision to allocate at least 10 % of drinking water supply funds to sanitation and hygiene promotion.

2.1.1.3 Urban Water Supply and Sanitation Policy (2009)

38. This policy recognizes that the scope of urban water and sanitation services extends beyond fulfilling the basic human needs. It aims to improving quality of life through providing safe, reliable, adequate and enhanced services at affordable prices to the consumers. Core elements towards achieving these objectives in as sustainable manner were noted as: compatible infrastructure, appropriate institutional setup, rationalized cost recovery, favourable financing environments, enhanced people’s participation and their role in decision making and appropriate partnership with the private sector. The policy adopts measures to safeguard the environment and emphasizes achieving a balance with other competing users of water through adoption of demand and discharge management measures.

39. The Policy recognizes that effective and appropriate institutions must be promoted to develop, implement, operate and manage water supply and sanitation system. Central-line agencies are to serve as policy makers, regulators, facilitators, technical support, monitoring and evaluation agents. Local bodies, Water Users and Sanitation Committees, Water Supply Management

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Board, Government Corporation and private organizations take the responsibility of ownership, implementation and management responsibility of the projects.

40. The Water Supply Tariff Fixation Committee (WTFC) is responsible for tariff fixation. In order to monitor the performance of service providers the DWSS capacity is to be enhanced and strengthened. To enhance the users’ role in decision making, community ownership is promoted.

41. As a lead agency, MoPPW is responsible for monitoring the sector performance and harmonizing the major sector indicators. The policy gives the role of the Sector Efficiency and Improvement Unit (SEIU). SEIU is to monitor the system and service delivery effectively in a structured manner and to enhance sector knowledge management.

42. In case of the outbreak of disease, a District Disaster Relief Committee serves as a forum for WASH coordination and WSSDO leads the district level WASH cluster. I/NGOs, UN agencies and VDCs are to be the members of the committee.

43. The policy also focuses on the access of the poor and disadvantaged groups to both WASH services and to decision making.

2.1.1.4 The MDG (2000-2015)

44. The Millennium Development Goals (MDGs) provide specific targets to be reached by 2015.

45. Nepal’s commitments to the MDGs in WASH sector are: 73% coverage in water supply and 53% sanitation coverage.

2.1.1.5 The South Asian Conference on Sanitation (SACOSAN)

46. Nepal’s commitment in meeting the universal sanitation goals has further increased with its participation in the SACOSAN. The Sanitation and Hygiene Master Plan, currently in the process of approval is one significant outcome of SACOSAN III.

47. The Government of Nepal has made regional commitments to improve sanitation in Nepal.

2.1.1.6 Three Year Interim Plan – TYIP (2007/08-2009-10)

48. The TYIP focused on the direct linkage between water supply and sanitation and people’s livelihood as improved water supply and sanitation ultimately contribute towards nation building and prosperity by

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enhancing health status and thus, enhancing and increasing economic productivity. The long term vision of the sector in the TYIP is to contribute towards raising the living standard and health by making sustainable and equitable water supply services available.

49. The objectives for the sector in TYIP were set as:

i) ensure sustainable water supply services and a healthy environment by institutionalizing socially inclusive development initiatives;

ii) gradually providing purified drinking water to the whole population;

iii) providing treatment facility with an inclusive sewerage system in urban, semi-urban areas and emerging towns; and

iv) providing toilets using appropriate technology in rural areas.

50. It sets many strategies including:

i) Provide reliable drinking water and sanitation services to all by 2017 by gradually increasing in the quality and services standard of the drinking water.

ii) Complete drinking water and sanitation projects which are incomplete and thus give a return in a short period.

iii) Promote local participation and ownership in the process of designing and implementation of the projects.

iv) Ensure the availability of service through maintenance and repair of constructed drinking water infrastructure and make the management more effective.

v) Adapt gradually, the sector-wide approach to planning (SWAP) in the program of water and sanitation.

vi) Construct environmental friendly WASH facilities including Child Gender Friendly (CDF).

vii) Improve gradually, the quality of drinking water to meet standards set by the National Water Quality Standard/Guidelines.

viii) Enhance institutional capacity for a sustainable service of drinking water and sanitation (TYP Approach Paper-2010/11-2012/13, pp.132-133).

2.1.1.7 Three Year Plan Approach Paper (2010/11-2012/13)

51. The TYP Approach Paper translated these strategies into action. Its perceived outcomes were 85 % coverage of access to basic water supply, 60 % sanitation coverage, 15% coverage of medium and high quality of water services.

52. It recognizes that water supply and sanitation services are the fundamental to human development. It also acknowledges a wide gap between rural and urban coverage

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of both water supply and sanitation. It further realizes direct disposal of sewerage in the water sources (river, rivulets, and pond) is a challenge to improve the surface water quality.

53. The general strategies of the TYP reiterates the previous commitments by completing incomplete water supply schemes and sanitation programs which would have positive impact, increasing people’s participation in project cycle activities, gradually incorporating a sector-wide approach to planning (SWAP). It also proposed improving institutional capacity by improving sector personnel.

54. Other key aspects were: maximum utilization of local resources, simple technology, including alternative methods of rain water harvesting (RWH) and launching a coordinated sanitation program with other agencies. Open defecation free (ODF) campaigning will be conducted under the plan. Construction of toilets will be linked with the sanitation activities in program areas.

55. Under the plan, the quality of drinking water will be gradually improved in the urban and peri-urban areas in accordance with the National Water Quality Guidelines. It proposed the full integration of sewerage, on-site sanitation and solid waste management in urban schemes/projects endorsing the cost recovery model. Local authorities are made responsible of overseeing scheme/project implementation with an increasing role of non-state actors. It highlights the need of improvement of transparency, good governance, equity and inclusion of socio-gender aspects.

56. There will be a focus on capacity building of human resource including research and documentation. Additionally, amendments of existing and preparation of policy, acts, bylaws etc will be carried out. All actions are to be with minimum adverse effects of climate change.

57. The TYP urges all the state and non-state actors’ to follow the DDC planning process and priorities.

2.1.1.8 The Sanitation and Hygiene Master Plan (2010-2017)

58. Understanding that improvement of sanitation and hygiene is the shared multi-sectoral responsibility of all individuals, households, communities and institutions at different levels this plan outlines policies to maximise their impacts. To emphasize multi-sectoral planning, programming, implementation, supervision, and monitoring of sanitation and hygiene programme, the Master Plan has envisaged a multi-sectoral coordination mechanism from VDC to national level.

59. Health professionals, are seen as contributing to messages on sanitation and hygiene behaviour changes at VDC and community level. This is done through health posts, district Public Health Offices (DPHOs), female community health volunteers (FCHVs) and health promoters of NGOs.

60. The education sector is seen as contributing to sanitation and hygiene promotion through schools, as School Sanitation and Hygiene Education (SSHE) and School Led Total Sanitation (SLTS) programs, and ‘Child to Child’ and ‘Child to Home Outreach’ approaches.

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61. Bio-gas support programmes have played and will continue to play an important role in improving rural sanitation and hygiene by improving sanitation and reducing indoor pollution.

2.1.2 Acts and Regulations

62. Annex 2-A provides a brief summary of the following acts and regulations:

• National Drinking Water Quality Standards

• Environment Protection Act

• Nepal Water Supply Corporation (NWSC) Act

• Water Supply Management Board Act

• Water Supply Tariff Fixation Commission

• Local Self Governance Act

• Water Resource Act and Regulation

• Rural Water Supply and Sanitation National Policy and Strategy

• Urban Water Supply and Sanitation Policy

2.1.3 Gender Equity and Social Inclusion (GESI) Policies and Practices

63. There are significant disparities in access to WASH services geographically, income-wise, and ethnically. For example, access to sanitation among the richest quintile is about 80 percent, while among the poorest quintile it is only 10 percent.

64. Disparities also exist in access to sanitation between groups based on economic status, urban/rural residence and geographic regions. Access to improved sanitary facilities has increased over time, but 94 percent among the wealthiest use improved facilities while only 3 percent of the poorest do so.

65. Annex 2-B presents a summary of the existing status, policies and practice from the GESI perspective. Two important policies are Rural Water Supply and Sanitation Policy 2004 and Urban Water Supply and Sanitation Policy 2009.

66. Recently, national and local level policies in relation to water and sanitation in Nepal have emphasized the need to be gender and socially inclusive and demand-driven. Unfortunately, most of these new priorities remain an act of tokenism as structural and social inequalities continue to persist.

67. While sector actors may be keen to improve WASH service delivery to more vulnerable and often marginalised groups in Nepal, sometimes a lack of systematic planning can influence project selection rather than planning based on genuine community demand. Support agencies and organisations are usually under immense time pressure to complete projects in a given time-frame and this can undermine their ability to genuinely address GESI issues and work with excluded groups.

68. A lack of institutional diversity in the WASH sector and poor understanding of GESI issues has a negative impact on equitable service delivery in Nepal. WASH related ministries and departments are usually dominated by male professionals with strong technical expertise but few skills to deal with GESI issues. There is also a scarcity of women engineers in Nepal and a limited pool of qualified candidates from excluded groups for joining the sector. An enabling environment for encouraging more female professionals and professionals from

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excluded groups needs to be created through strengthened policies and approaches.

69. There have been provisions for giving staff half-day training on GESI but little to no investment on including GESI principles as part of work responsibilities. There is a Gender Focal Point and Social Development Officers in the Ministry and departments but this approach has not been very effective for addressing GESI issues as the officers and focal point lack authority and responsibility (ADB, 2010).

70. Various agencies and institutions have developed specific GESI programmatic approaches and responses with many applying similar elements in their approach Annex 2-B includes a table which demonstrates various GESI components in some WASH sector actor’s programmes.

2.1.4 GESI Governance71. The RWSS Policy and the RWSS Strategic

Action Plan (2004) suggests that 30% and 50 % respectively of women representation in the WUSCs is appropriate. However in 2010, there was only 11.3% women average representation in the WUSCs nationwide.

72. While a number of national and local level policies in the WASH sector do emphasize the need to be gender and socially inclusive, policies tend to be fragmented with separate policies for water resources, sanitation, water quality and rural/urban WASH. If GESI strategies and policies between sector actors were harmonised, GESI commitments in the WASH sector could be strengthened and implemented.

2.2 Issues73. These national strategies and policy

framework are generally accepted by most stakeholders. However, many elements of

the policies have not been implemented and there are large gaps between policy provision and compliance.

74. Key handovers of responsibilities and co-ordination efforts have not been implemented or have been seriously delayed. The inconsistency of data and lack of an agreed framework for measuring progress has allowed slippages to occur. There seems to be a lack of will and leadership to put in place the very many good ideas in the GoN’s own policies.

75. The key policies or issues which need improved compliance are:

76. RWSSP 2004 and Urban WSS Policy 2009 especially coordination issues; demarcation of agency’s roles and responsibilities for delivering WASH services for various sized communities; and service levels. Nepal’s policy makes local service providers accountable to the water consumers but is only partially complied with. Similarly, RWSSS states that 20% of the national rural water supply and sanitation fund should be allocated for rehabilitation and repair of the existing water supply. Despite this, most of the sector actors seem to be more interested building new schemes instead of repairing and rehabilitating existing schemes.

77. National Drinking Water Quality Standards - see Section 8

78. Implementing Demand-Driven Policies. Since the 1980s the GON has been trying to implement demand-driven policies. There are many examples of demand driven programs, however, often, the voice of the poor and remote communities are overwhelmed by elite groups and people from accessible area.

79. Low Sustainability. As noted in Section 6, sustainability in the sector is low. The policy and guidelines on sustaining rural and urban water supplies need to be reviewed with a view to structurally improve sector sustainability. Section 4 notes some related financial policy issues to increase sustainability.

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80. Cost Recovery. The policy and legal frameworks for urban services to develop into creditworthy utilities to achieve cost recovery needs to be reviewed and strengthened. There is also a need to review the financing modalities for consistent cost recovery in urban systems.

81. Inadequate Capacity in Local Authorities: Lack of required level of local capacity and resources to develop and deliver effective services is a significant constraint in municipalities, districts and villages. The private sector has limited engagement with the sector and the capacity amongest the many NGOs is uneven. The reform of urban institutions is proceeding slowly. Devolution policies have not been put into effect. Guidance to policies which can increase sector capacity and, where appropriate accelerate decentralization is required.

82. As discussed above, effective participation of women or other marginalised people in WUSCs in decision making is low.

83. No one act/policy covers WASH holistically in line with other prevailing acts and regulations. This creates confusion and contradictions among the sector actors. An umbrella Act is currently being initiated.

2.3 Recommendations84. Strategy to implement policies. Use the

forthcoming sector assessment to analyse implementation and compliance Nepal’s

policies. This could identify which polices which are good and being implemented, good policies not being implemented, and areas of policies that need further consideration. Initially, an analysis should be conducted to identify why policies are not being implemented in:

• Urban water

• Rural water

• Urban Sanitation and hygiene

• Rural sanitation and hygiene

85. Each subsector should then develop key policies that need to be implemented.

86. Policy Benchmarking and monitoring compliance – Develop a system for monitoring and benchmarking compliance of policies.

87. Policy dissemination and marketing. Increase the marketing and dissemination of policies and provide a forum where these are discussed to encourage implementation.

88. Improve GESI implementation. To ensure a more systematic and inclusive approach to GESI principles in the WASH sector, a greater emphasis is required in designing GESI sensitive interventions, monitoring and evaluation indicators disaggregated by sex, caste/ethnicity/regional identity and location as well as policy directives, especially from the Government.

89. Accelerate drafting and enactment of the proposed umbrella act.

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WASH


3. Sector Coordination

3.1 Background

3.1.1 General

90. Some of the principal characteristics of the sector include: fragmented sector institutions, lack of clarity on roles and overlapping responsibilities at all levels, project focus modality of implementation.

91. Sector dialogue and coordination arrangements have been outlined in policies and strategies. The GoN has stated its intention to move towards SWAp in the Three Year Plan Approach Paper (2010/11 – 2012/13) in order to facilitate the coordination among sector actors and therefore established the SEIU. Sector actors have shown their willingness to increase sectoral coordination, linkages and partnerships.

92. The SSG (See Annex 1-D) is seen as pivotal in sector coordination. Since formation, of the five thematic working groups, they have identified key issues and put forward recommendations for improved performance. The process and dynamics of these groups has itself created an environment to build better sector coordination.

3.1.2 Sector Dialogue and Coordination Mechanisms

93. An overview of agency’s roles and responsibilities is presented in Section 5.

3.1.2.1 Central level

94. According to formal policy, at the central level, National Planning Commission (NPC) coordinates all development plans and programs. NPC submits plans and programs to cabinet for approval through the local planning process. In the WASH sector, activity coordination mechanism and platforms exists via the SSG process. The key sector agencies namely DWSS, DoLIDAR, and RWSSFDB have signed a Memorandum of Understanding (MoU) but it is yet to be translated into action.

95. In practice, the SSG operates as a loose forum for discussion but is not functional and proactive. It is also too large a body for regular consultation. In reality, the sector lead ministry is the MoPPW.

96. Figure 3-1 reflects the central current structure and coordination mechanisms.

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Figure 3-1 Coordination Arrangements at Central Level

MoF

NPC

MoLD

UN, I/NGOs, CBOs

MWR

SEIUSSG

MoE

MoHP

MoPPW

15


3.1.2.2 District and local level

97. The district level coordination mechanism and platform is indicated in the Figure 3-2. All agencies working within a district have to be part of the DWSSCC. The DWSSCC represents a coordination platform and mechanism for inter-sectoral linkage. The Local Development Officer chairs the DWSSCC meeting. Similarly, at the VDC level there should be a coordination mechanism/platform by following more or less the same representation modality.

Figure 3-2 Inter sectoral linkages at District Level

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NWSC

I/NGOs DUDBC

WSSDO

Projects

RWSSFDBPrivateSector

LocalBodies

DoLIDAR/DTO

OtherSectorActors

DWSSCC-info. collection- Info. Sharing

- Planning-Implementation

- M & E

98. In this regard, all institutions (government, private sector, DPs, I/NOGs, etc) should compulsorily share, coordinate, and establish networks for information exchange on the basis of programmatic approach through the DWSSCC.

99. The Division/ Sub-division Office of Water Supply and Sanitation works as secretariat for the coordination. Any organization/institution working within the jurisdiction and scope of local bodies (except central level project), should abide by the local planning process.


3.1.2.3 Rural Sector

100. The sector policy assumes the DWSSCC coordinates and shares information among the sector actors. There are many agencies working in the rural areas including government and non government agencies so the coordination role is vital.

101. The District Development Council (DDC), at

the district level, is a strong mechanism for district planning process. In practice, coordination and sharing of information is lacking, despite the system and platform of Bottom-up Planning Process or 14-Point Planning Process, which is forwarded by local bodies (VDC & Municipality through DDC) to the National Planning Commission. The yearly planning process of Nepal is indicated in Figure 3-3.

Figure 3-3 Steps of Participatory District Development Planning Process

Forwarded to NPC

14: Implementation of DDP

13 District Council

12 District Development Committees

11 Integrated Plan Formulation Committee

10 Sectoral Plan Committee Meeting

9 Ilaka Level Planning Workshop

8 Village Council Meeting

7 VDC meeting

6 Ward Committee Meeting

5 Settlement level Planning Workshop

4 VDC Meeting

3 Planning Workshop

2 Review of Directives

1 Directives

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3.1.2.4 Urban Sector

102. In urban area, the DWSS concentrates in district headquarters, semi urban areas, and municipalities outside Kathmandu valley. The Small Town Water Supply and Sanitation Sector Project under DWSS also implements water supply and sanitation programs. Nepal Water Supply Corporation (NWSC), Kathmandu Upatyaka Khane Pani Limited (KUKL) work as utility operators. Department of Urban Development and Building Construction (DUDBC) with local body (Municipality) implements water supply and wastewater management systems under Urban Environment Improvement Project (UEIP).

103. These agencies are working without effective coordination and information sharing mechanisms. Fund flow is mainly through government agencies with the help of bi-lateral & multi-lateral donors, UN agencies and I/NGOs.

3.1.3 Evolving Structures

104. As previously noted, the SSG is the intended coordination platform and mechanism. Commitments have been made towards coordinated planning, program approach and into a Sector Wide Approach to Planning.

105. The majority of stakeholders’ understanding about SWAp is that it creates a basket funding mechanism. They are reluctant to accept that approach with the fear of losing their role in fund operation. However, the SWAp is intended to be far more than creating a pool of funds. Its purpose is intended to be a first wave of thinking for sector reform with roles including coordinated planning, harmonization, information sharing coordination and monitoring, enhancing sector efficiency, effectiveness and accountability. Members recognize that these cannot all be done at this time. Therefore, simple and ‘doable’ actions are initially needed.

106. However, follow-up of commitments made in the SSG and other similar platforms is poor. The current need is to set up a committed structure to drive the process.

107. It is anticipated that the SEIU will be, developed as a platform for policy dialogue, coordination, action research, policy monitoring, outcome and innovation for efficiency and effectiveness, as well as providing a network for mutual learning and sharing of experiences. Joint Sector planning and reviews will be conducted jointly with other sector agencies on a regular basis

108. In order to have a meaningful impact, the SEIU should have adequate logistic and intellectual capacity. It is also important that learning is institutionalized and adapted by implementing partners, and the SEIU be developed in that direction. The SEIU is currently being headed by the Joint Secretary of Water Supply and Sanitation Division of MoPPW but has lean staffing strength.

109. As a unit, it is logical to maintain a lean structure and carry out activities and studies through outsourcing. But there needs to be a sufficient assurance for funding of such activities. It is also important to have a continuous support of three or four in-house experts to plan and monitor the activities. The most rational way to have such arrangements is to hire staff consultants under a fixed term appointment who will lead their respective areas and to provide counterpart support to them through limited government staff by deputation. It is preferable to have a national champion to guide the entire program.

110. The SEIU has floated a funding proposal for the period of 3-5 years as common basket fund, in which every interested donor can put its contribution for sector efficiency purpose. One option might be to develop a five year SEIU Program that clearly defines the future strategic plan for sector and provide a basket funding to support.

18

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111. The SEIU will play a key role as secretariat of the SSG for overall coordination. The SEIU needs to be given responsibility for functional linkage and coordination with ministries, departments,

Figure 3-4 Proposed Institutional Mechanism/Platform

Ministries Level

SEIU - Work asSSG Secretariat

UN agencies, I/NGOs Civil Society, Private sector

Coordination Committee at DDC/VDC Municipality

M&E Dept/Section/Unit in Different

Ministries/Agencies

District Water and Sanitation Coordination

Committee

Project/Scheme Committee

NPC

SSG

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UN agencies, I/NGOs, civil society, and private sector as shown in Figure 3-1.

112. Figure 3-4 explains the proposed linkage of coordination and information sharing.


3.1.4 National Plan for Sector Development

3.1.4.1 Process

113. Formulation of legislative and devolution framework including a clearer separation of policy making, regulatory and service delivery roles and responsibilities are priority actions. Institutional structures and mechanisms that work across the various sectors (e.g. health, education and local development) will have a gradual greater budget allocation in their respective plans.

3.1.4.2 Creation of accountable Institutions

114. Service providers and operators must be accountable to users. Civil society networks are better able to capture the local people’s voice, inform sector policy and hold service providers to account. While District Water User Groups (in rural areas) and NGO networks (in urban areas) are strengthening users’ capacity, much more needs to be done to institutionalize mechanisms for users’ voice in policy-practice fissure.

3.1.4.3 Strong Doable National Planning Frameworks

115. With next fiscal year approaching, development of a national plan is being tabled for discussion. The plan will contribute towards shared responsibility and mutual accountability, by setting out how the sector will organize resources to meet its policy objectives with commonly agreed targets and strategies for implementation. To roll out this process well in future, continued dialogue and consultation would be very essential. The first Joint Sector Review (JSR) is illustration of this commitment

3.2 Issues116. Despite published policies, and a poverty

reduction strategy policy which prioritises the sector and an established institutional framework, the sector in Nepal is characterised by its diversity of sector institutions (several working in parallel with overlapping responsibilities), and a project focus (with a range of modalities of project implementation to some extent undermining each other).

117. The SSG is comprised of a loose, large membership which makes it ineffective to drive the sector efficiency and improvement.

118. The existing coordination mechanisms at all (SSG, NWSSCC and DWSSCC) levels are weak and not properly function. The roles and responsibilities are also not clearly defined.

3.3 Recommendations3.3.1 Strengthen National Level Coordination119. The SSG should form within itself, an

executive management team comprising key ministries including other stakeholders. The management team should be no more than 12 people. Terms of reference need to be developed and clarity given on its scope of role and responsibility and reporting system.

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120. Given that the WASH sector has many diverse sub-sectors with different interest groups, the SSG should create specific subcommittees. The chairs of the subcommittees should be the key concerned lead Ministries and the membership reflect the agencies (state and non-state) most concerned with that sub-sector. A possible arrangement would be three key sub-committees: Rural Water Supply, Rural Sanitation and Hygiene; Urban water supply and urban sanitation and hygiene.

3.3.2 Strengthen District Coordination Platforms

121. Appropriate actions include:

• Ensure DWSSCC member secretary follow up recommendations and act as a

secretariat

• Identify the roles and responsibilities of the agencies at district

• Authorise DWSSCC to: validate its WASH information; share information; coordinate and establish information networks

• Establish a coordination mechanism at VDC level, similar to the district level.

3.3.3 Strengthen Reporting from Coordinating Bodies

122. Establish responsibility for reporting and two-way communication between national and district levels

123. Develop an annual program of coordination meetings as in the form of JSR or other appropriate means.

3.3.4 Develop a WASH Sector Nepal Agreement

124. Develop a Government-Donor-NGO-Multilateral Sector Agreement to work together, comply with policies, increase attention to the WASH sector, improve reporting, align with government policies and institutions, and adhere to cost-effective approaches based on objectively-verifiable evidence.

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WASH


4. Sector Finance

4.1 Background125. Programmatic priority can be reflected in

the budget allocation for the development of a particular sector. The Interim Constitution of Nepal (2006) has given high priority for social sector development including provision of water and sanitation following the prior commitment of MDG by 2015 and universal coverage by 2017.

126. During the four decades (Fiscal Year 1970 - 2009/10), the Nepal government allocated about Rs. 73 billion. At the current population, the per capita budget allocation is approximately Rs. 2,500. However, after allowing for/ discounting the Melamchi project, and institutional reforms, the total budget allocation in the four decades is about 43 billion rupees. This implies that the real per capita budget allocation about Rs.1, 700.

127. The 1980 decade showed dramatic growth

of budget by 46%. This was due to response to UN Water decade. The decades of the 1990s and 2000,s annual growth rate of budget allocation declined compared to growth rate of 1980’s. However, in absolute terms, a significant amount growth is observed (from Rs. 6 billion to Rs. 19 billion during 1980’s to 1990’s and further to Rs.47 billion during 2000’s decade). It is ironic that this growth is largely due to the Melamchi project and the reform process.

128. In order to achieve universal coverage government commitment continued and the expenditure in social service sector has increased. The percentage of share of drinking water and sanitation expenditure in total public expenditure grew during period from 2.4 % in 2004/05 to 4.2% in 2008/09. The percentage of share of drinking water and sanitation expenditure in total social sector expenditure grew during period from 9.6 % in 2004/05 to 15.5% in 2008/09.

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129. Internal sources as a percentage of public expenditure averaged 70% over the five year period 2004/05 to 2008/09; however they fluctuated with a low of 63 percent in 2007/08 and high of 81% in 2006/07. Financing from external resources (foreign aid) averaged 30% of public expenditure over the period.

130. The internal financial resource has increased during 2002/03-2008/09 from 11.71% to 50 percent in water and sanitation sector. This indicates that the government has also given priority in water and sanitation programs by increasing internal resource allocation from 25 to 57 percent during 2004-2009.

131. Absorptive capacity in term of actual spending of Basic Social Services (BSS) against budgeted allocation has fluctuated in the social sector overall at a budget utilization rate of around 85%. The budget utilization rate for drinking water and sanitation fluctuated around 86%. There were instances where utilization has gone down as low as near to 30% in between 2004/05 and 2009/2010.

132. The share of basic drinking water supply and sanitation in total drinking water and sanitation expenditure averaged 70% compared to 30%

for non-basic drinking water and sanitation.

133. Table 4-1 shows the resource allocation in the sector through On and Off budget streams for last six years.

134. The agency wise budget allocation during 2004-2010 is given in the Annex 4-B.

135. The Table 4-2 shows that DWSS is the largest sector budget recipient (68%) followed by DoLIDAR (19%) and then RWSSFDB (13%) during 2004-2010.

136. The contribution of outside line agencies to expenditure on basic drinking water and sanitation is high compared to expenditure for basic education and basic health. During the reporting period, the percentage share of basic drinking water and sanitation expenditure by outside line agencies ranged from 35.5% in 2004/05 to an estimated 28.7 % in 2008/09, peaking at 43.3% in 2005/06. The rural drinking water and sanitation program implemented through the MoLD, with funding from FINNIDA, made a significant contribution to drinking water and sanitation expenditure by out side line agencies.

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Table 4-1 National Water and Sanitation Status Coverage

Agencies Allocated Fund % of On budget % of total budget

CBWSSP 10,386,363,607.00

Small Town 3,111,962,515.00

DWSS Total 13,498,326,122.00 68% 60%

DoLIDAR 3,848,142,818.00 19% 17%

RWSSFDB 2,642,315,895.00 13% 12%

Total on budget 19,988,784,835.00 100%

Total budget in district 22,543,082,434.00

Off budget amount 2,554,297,599.00 13% 11%

100%

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137. The Medium Term Expenditure Framework (MTEF) has become a regular part of the government to reflect its priority in budgeting and planning since 2002/03. The MTEF links the annual budget with the PRSP priorities and ensures full budget release for priority one (P1) projects even in a situation of resource shortfalls. The MTEF process has set the criteria for classifying projects into P1, P2 and P3 and ensured budget availability accordingly.

138. In addition to water supply, GoN specified a separate budget line for the purpose of sanitation and hygiene by the fiscal year 2009/2010, (for details see Chapter Sanitation and Hygiene); indicates the realization of the importance of financial arrangement to achieve the universal sanitation coverage which is far below (43%) compared with drinking water supply (80%) coverage.

139. Total WASH sector investment for the fiscal year 2010-11 is around Rs. Nine billion which is allocated nearly equal percentage for urban and rural area, although nearly 85 percent of population resided in the rural areas (CBS, 2001).

140. WASH sector financing in urban areas increased from about Rs.4 billion to Rs 4.6 billion during 2009- 2011. It is accounted for 17%

growth against decline in overall WASH sector budget. Even though, Ministry of Finance alone consumes 70% of urban WASH sector budget growth for ensuring loan repayment guarantee or matching fund related to water utility reform and small town projects.

141. During the period of 2004-2010, the Off-budget stream in the sector is more than 13% which is more or less equivalent to RWSSFDB total allocated budget for the same period of time. The scenario indicates that there are many sector actors without a commonly agreed and shared mechanism and platform in the sector is a challenge for harmonization.

4.2 Issues142. Resource Gap: Current real per capita

budget allocation is about Rs, 1,700. In order to provide the basic water and sanitation services and meet the national goal by the year 2017, a per capita expenditure if about Rs. 3,500 is required. This is equal to Rs.7.5 billion investment per annum. The last six year practice shows average per annum sector investment is around 3.8 billion which is half of the requirement in the sector. For details calculation see Annex 4-A.

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Table 4-2 Sector financing by Agencies for the period 2004-2010

Agencies Total for 2004-10 Percentage

DWSS 13,498,326,122 68

CBWSSP 10,386,363,607 52

Small Town 3,111,962,515 16

DoLIDAR 3,848,142,818 19

RWSSFDB 2,642,315,895 13

Total on budget 19,988,784,836 100

Total budget in district 22,543,082,434

Off budget amount 2,554,297,598


143. Sanitation: Considering the present status of sanitation coverage (43%), there is a wide gap so as to meet the universal coverage by 2017. The conventional trend of budget allocation cannot address to fulfil it and current resource allocation is significantly low.

144. Sustaining Present assets: The policy provision in the Sector Strategic Action Plan 2004, maintains that 10% of the budget allocated to the rural water supply and sanitation should be spent for sanitation activities and 20 % for rehabilitation of existing water supply systems/schemes. In practice such provisions are neither fully abided nor allocated accordingly.

145. Improving service level; Current resource allocation doesn’t necessarily address needs for improving service level, water quality, and urban sanitation, solid and liquid waste management. In addition, resources required for cost recovery have not been fully taken into consideration.

146. WASH Governance and Revenue: The poverty, low tariff and poor collection system limit revenue streams while households make high investment in coping mechanism. Huge amount of government budget is flowing through local bodies, but there is no predictable allocation in water and sanitation sector and progress is not reported to the sector agencies.

147. Harmonize Financing: Having multiple players without a commonly agreed and shared mechanism and platform in the sector is a challenge for harmonization.

148. Equity Financing: Current resources distribution practice is still conventional. Currently available sector information has not been fully utilized to allocate resources by geographical, ecological region, district and VDCs. Furthermore, resource distribution mechanism does not give attention to reach the unreached.

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4.3 Recommendations 149. In order to achieve MDG and National

target of Universal coverage, resource allocation should be based on resource gap and absorption capacity of the sector players.

150. In the spirit of sanitation hygiene master plan and commitment in SACOSAN, allocate funds in the separate budget line to the all sector players to meet the set target.

151. Ensure policy compliance and allocate the funds for capacity building of WUSCs and rehabilitation of existing water supply schemes/projects. In addition, allocate funds to ensure ODF declaration in water supply service areas.

152. To meet the emerging need of water supply and sanitation in urban and semi urban areas, commission a comprehensive study to improve service level, water quality, and urban sanitation, solid and liquid waste management and capital cost recovery, allocate subsequent resources.

153. Advocate reviewing budget allocation (Central grant and local revenue) of local bodies and negotiating certain percentage of resource allocation for water and sanitation sub-sector. Establish reporting mechanism of such contribution in the sector to avoid gap and overlap of resources.

154. In order to harmonize sector financing, utilize existing coordination platform to ensure a commonly agreed financial procedures and directives defined in the sector policies. While allocating resources, equity issue should be given due consideration.

155. Off budget allocation should be made predictable and transparent. All sector development partners should inform and share information regularly on resource allocated in the water and sanitation

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Institutional Arrangements and Capacity

5.1 Background

5.1.1 Roles and responsibilities of key

sector institutions

156. National Planning commission (NPC): It reviews of plans, policies; strategies and recommend for approval, coordinates between Ministry of Finance (MoF) and MoPPW on sector financing; includes sector plan into Periodic Planning Document; reviews of M&E and tracking the sector progress, leads participatory approach of plan preparation, establishes linkage objectives and target with the national budget allocation, and channelizes resources through appropriate agencies.

157. Ministry of Physical Planning and Works (MoPPW): The ministry chairs the SSG meeting for policy formulation and information dissemination; prepares/reviews national policy on service level, quality standard, technological choices, action research, public private partnership (PPP), human resource development (HRD) issues; strengthens management information system and link it to informed decision, for planning, budgeting, progress tracking; establishes mechanism with MoLD and others for coordination on the sector activity, coverage, avoid confusion and duplication of programs based on population size; clarifies roles, and responsibility between MoLD and MoPPW on project/program cycles; establishes effective modalities for sector

investment, and strengthen and functionalize SEIU within MoPPW, and make proactive M&E function.

158. Ministry of Finance (MoF): Allocates budget and timely releases it to executing/implementing agencies; coordinates with donors to fulfil resource gaps and channelize resources through appropriate agencies.

159. Ministry of Local Development (MoLD): Assists DDC to establish unit of RWSSP according to LSGA 1999 and performs it roles and responsibilities in coordination with MoPPW, DTO & WSSDO for sector activities; set up a system of coordination for M&E and other functions of MoPPW in line with the policies; and establishes effective modalities for investment on sector activities.

160. Ministry of Health and Population (MoHP): Establishes a functional coordination, policy and strategic work among WASH actors; take initiation of Water Quality Surveillance system; provide support on development of annual plans; launches awareness building programs on hygienic behaviour; monitors line agencies works on WASH thereby to reduce health problems related to WASH; materializes NHSP-II plan and carry out research and development of preventive and curative health services.

161. Ministry of Education (MoE): Ensures to include safe water and clean sanitation in school curriculum; and mentions the mandatory provision of users’ friendly safe water and improve sanitation in educational institutions

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162. Sector Efficiency Improvement Unit (SEIU): Facilitates to establish a common basket for resources (finance, human resources) in order to sector effective and efficient; uses information for joint planning and programming, facilitate to develop a common plan and to meet the universal target for the sector, it works as secretariat to the SSG under MoPPW structure; defines and clarifies roles and responsibilities including structures, resources and capacities; clarifies institutional support and ensure resources for at least five years; SEIU should function as knowledge hub of WASH-in the light of developing, SWAP; SEIU can be a logical platform for the donors to work together: sharing lessons, supporting sector initiatives (research, reviews, studies, etc),conducts policy monitoring and initiate for the review, amendment and promulgation of existing sector policies, acts and regulations, builds on the experiences and achievements of M&E Unit, and identifies needs of the sector actors for capacity building.

163. Department of Water Supply and Sewerage (DWSS): Gears up its overall efforts

to meet the universal sector target by 2017 by mobilizing/facilitating its structures; takes leading role in the coordination during normal and emergency/disaster and M&E; collects, updates and manages sector information; take responsibility to coordinate sector actors at DD Planning process; and facilitate to act proactively to DWSSCC as sector secretariat.

164. Department of Health Services (DoHS): Establishes functional institutional relationship for health and hygiene information and actions; promotion health and hygiene education programs, public health disaster response in coordinated manner; facilitates for capacity building of districts rapid response team (RRT); mainstreaming menstrual hygiene management in ongoing safe motherhood program; and establishment of water quality surveillance system.

165. Department of Local Infrastructure Development and Agriculture Roads (DoLIDAR): Facilitates health related issues, advocacy and influencing work for trigger interest through local bodies; help to establish functional institutional linkages; and conduct

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NPC

MoF MoPPW

Mun (58)

NGOs

NWSCKTMV

WSSDOs

UEIP

DWSS DUDBCMWS

KVWSMB/KUKL

Fund Board

MoLD SWC

(I)NGODOLIDAR

DDCs (75)

U ProjectsU ProjectsU Projects

DTOs

R/U Projects

R ProjectsR ProjectsR Projects R Projects

VDCs (3,936)

Institutional Arrangement


research, organize campaigns & events to contributes WASH.

166. Local Bodies (VDC, Municipality & DDC): Ensures the access of basic water supply and sanitation to everybody through the established Local Planning Process; monitors and evaluates the on-going and implemented WASH programs to ensure better performance; lobbying for more resource allocation for; and make sure the interest of the marginalized and deprived community in decision making and benefits sharing.

167. Non-Governmental Organizations (NGOs): Organize advocacy, lobbing and campaigns for water and sanitation services as a basic human right; facilitate and implement WASH services, actively participate in SSG & DWSSCC.

168. Civil Society Organizations: Advocate basic water supply and sanitation as people’s fundamental right; lobby for users’ rights and monitor the policy implementation; and participation SSG, DWSSCC & VDC level planning, monitoring etc,

169. Donor Communities: Follow the country’s development framework align their efforts in line with Paris Declaration and Accra Follow up actions.

170. Intersectoral linkages are discussed in Section 92.

5.1.2 Capacity

171. An institutional mapping exercise is shown in Annex 5-A.

172. DWSS concentrated its efforts initially in water supply and sanitation at district headquarters whereas NWSC operated in the municipal areas. Later on, DWSS extended its operations in the rural areas. It was envisaged that DWSS would play a facilitating role. However, DWSS has had both a facilitating and implementing role. Financially, DWSS is seen as the first one which outlays the highest annual expenditure in the sectoral contribution. It has the longest institutional memory with robust technical and other human resources. It serves about four hundred thousand populations annually.

173. DoLIDAR, among others, it has been created to deal with rural infrastructure and technical facilitation to the local bodies. RWSSP-WN focuses more on sanitation and then water supply. RVWRMP-II has been working in Far Western Nepal as multi-purpose water resource, micro-hydro including water and sanitation. RRRSDP also has been working in WASH in 38 project districts.

174. RWSSFDB was established to bring about fundamental changes in conventional supply oriented approach to adopt a demand driven

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and participatory development approach in the rural water supply and sanitation. Its delivery mechanism is intended to capture people’s needs and expectations and to bring resources closer to beneficiaries. It has implemented schemes in 74 districts.

175. The NWSC works as an operator in 22 urban areas and KUKL operates in for Kathmandu Valley.

176. DWSS has qualified and sufficient human resources at central and local level, within its organization structure. It has an independent sector training institution (Central Human Resource Development Unit-CHRDU) with full infrastructural facilities. RWSSFDB has limited human resources and inputs are procured by out sourcing. UNICEF, being a support organization, also has limited professional staff. DoLIDAR, has limited sector expertise since its involvement in the sector is a minor fraction among their local development activities in seven different fields. Water Aid Nepal, has also the limited sector expertise, it is mainly focusing on advocacy, research and documentation. NWSC has adequate human resource and expertise on system operation.

177. As a general comment, given the current roles and responsibilities of each agency, the DWSS, KUKL and NWSC found professionally capable human resource for WASH. All sector actors should, however, prepare and implement the human resource development plan.

5.1.3 User’s input participation in planning, management and outsourcing

178. The bottom up planning process is not effectively implemented as schemes are often decided based on priorities of non-users.

179. Users’ involvement is more concentrated

30

on implementation but is limited in operation and maintenance. For example, 43 % of piped water supply schemes need urgent repair and maintenance.

180. There is a large gap of financial and managerial capacity among users’ communities in emerging towns and rural settings. Instead of community volunteerism, service procurement or use of professional operators may need to be considered as an option. Small scale and scattered users’ communities are not formally institutionalized (or legalized), though they are organized as users’ association in local level. Their involvement in planning and management has to be increased.

181. In order to make the users’ group more efficient and effective, regular capacity building inputs, post-handover financial and technical supports mechanisms need to be established. A time bound re-evaluation of functionality has to be conducted and provide support according to information based analysis.

5.2 Issues182. Distinctiveness of roles. A sector generally

works better when policy institutions do not implement, but have oversight over implementing institutions and receive reports showing how they are adhering to policies. Currently, the roles are mixed. Implementing agencies should be collaborating to ensure common mechanisms of implementation and common reporting. Greater clarification and separation of roles is required.

183. Regulatory roles. The urban sector has, to some degree, arranged for separation of regulatory and implementation roles. Improved regulatory separation is required in the rural sector.

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184. User’s voice. There is a need to increase capacity of user’s and their involvement in planning and operation.

185. Operation and maintenance. This issue is explored further in Chapter 6 (Functionality and Performance Monitoring), however, innovative mechanisms to improve rural and small system operation and maintenance should be considered.

5.3 Recommendations186. Obtain greater clarification on the

separation of roles and responsibilities.

187. Aggregation between stakeholder groups. i.e. NGOs should be required to form a common accountable network so the government can liaise with a few parties and so build up greater

coherency in the sector.

188. Local government performance needs to be benchmarked by some common criteria so at national level there is a clear understanding of which parties are the high performers and where the main problems are. Incentives need to be devised for weaker performers to improve their performance.

189. Standard contracts between Village water supply and local governments need to be established. Management powers can be delegated to communities, but they depend on performance. This will also enable district level to identify villages with weak local management for targeting of capacity strengthening initiatives

190. Explore and identify potential innovative mechanisms for repair and maintenance activities.

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WASH


6. Functionality and Performance Monitoring

Background

Sustainability and Functionality

191. Most sector actors emphasise new projects/schemes rather repair, maintenance, and rehabilitation. This results in reduced functionality – e.g., about half (43%) of the piped water projects/schemes are not in good functional condition.

192. As discussed in earlier sections, the existing polices (e.g. Strategic Action Plan 2004) which state that ‘ensure that 20 % of budget allocated to rural water supply and sanitation should be spent for rehabilitation and repair’ is not implemented.

193. The Urban Water Supply and Sanitation Policy 2009, also stresses cost recovery in operation and maintenance. The policy also further elaborates the arrangement of operation and maintenance (MoPPW, 2009).

194. NMIP data indicates that about 38,000 piped water supply schemes have been constructed. The Position Paper of Functionality/Sustainability TWG (2010) illustrated that about half of the existing water supply schemes in the country are partly or totally defunct. Many schemes do not function up to their design capacity for their design period and do not serve all water users with Quantity, Accessability, Reliability and Quality (QARQ) criteria.

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Table 6-1 Functional status of gravity water schemes

SN Functional Status of gravity flow water supply schemes No. of Schemes Covered

households % Coverage

1. Well managed projects 7.734 373.295 18%

2. Minor repaired required 16.935 809.996 39%

3. Major repair required 4.375 246.481 12%

4. To be rehabilitated 4.967 437.800 21%

5. To be reconstructed 3.438 189.756 9%

6. Projects not possible for re-operation 467 27.008 1%

7. Others 15 530 0%

Total 37.931 2.084.866 100% Source: Functionality/Sustainability Thematic Working Group, 2010

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Monitoring

General

195. Key current sources of information for monitoring and evaluation are:

196. NMIP: Nationally representative information has been collected by the National Management Information Project (NMIP) survey (2010). The NMIP collected and disseminated information has been the extensive one and primarily focusing on water supply and sanitation coverage and functionality at the ward or scheme level information.

197. Census, Survey and Impact Evaluation: Every ten year Central Bureau of Statistics (CBS) conducts the household level population census, longitudinal situation can

easily be compare regarding the overall well-being of the population by using the health improvement related to water borne and water related diseases such as cases of diarrhoea occurrence, typhoid, dysentery. The census can also be very useful information in order to measure the performance of the sector. Similarly, the Demographic Health Survey (conducted every five year), impact evaluation of the projects and other health information is equally reliable source of information.

198. Annex 1-B shows a summary of the WASH sector targets and achievements since 1985.

199. Monitoring and evaluation is mostly confined to project level rather than sector performance. Projects generally use their own M&E system.

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200. Various documents such as Periodic National Plans, Result Based Monitoring and Evaluation Directives 2067 (2010) of National Planning Commission (NPC), Rural Water Supply and Sanitation National Policy & Strategy – 2004, Urban Water Supply and Sanitation Policy- 2009 and several other organizations mention monitoring and evaluation to linked with the sector performance.

201. Recently MoPPW launched a system of Web Based M&E system for rural water supply and sanitation. The M&E system is designed

to seek quantitative information from NMIP and qualitative being gathered from various national surveys led by Central Bureau of Statistics and other credible institutions. The system has also developed CREAM indicators as sector performance indicators (see Table 6-2). The RWSS Sector Web Site (www.rwash.gov.np) together with the Management Information System/Decision Support System (MIS/DSS) is housed in the newly developed National Information and Technology Centre in Singh Durbar.

Table 6-2 Proposed CREAM Indicators

SN Proposed Nepal CREAM* Indicators for the Sector

1 Access: % of people/HH

A served with treated water supply

B served with improved Water Supply

2Water Quality: No. of schemes comply NS No of schemes with benefiting population

3 Quantity of water: % of schemes comply min. NS

4 Functionality: No. of schemes functional.Ratio of actual supply to required supply hours.

5 Per capita investment cost

6 Equity:

A Mean deviation from district average% of schemes in person per improved water service.

B Reaching the un-reached

C % of schemes addressing needs of all Marginalized groups

7 Sanitation: % of HH with access to improved sanitation

A No. of VDC Declared Open Defecation Free (ODF)

B No. of School with improved Water Supply facility

C No. of school with toilet facilities

8 Gender

A % of WUSCs with female holding key positions

B % of WUSCs with female representation as per regulation

9 Management:% of schemes with active WUSC /Boards/operators.

Note*: CREAM: Clear, Reliable, Economic, Adequate and Measurable

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Issues

Sustainability / Functionality

202. Key factors that limit sustainability are reliance on capital hand-outs from government and donors, institutional weaknesses, lack of attention to environmental impacts, weak operation and maintenance and inadequate investment in rehabilitation.

203. Management and sustainable operation of facilities and their usage is often disregarded and existing systems are often replaced by new facilities. These practices result in duplication of facilities and sub-optimum use of resources. They also do not achieve further commitment and accountability in the quality of services and issue of equity to the consumers. Although more than Rs 22 billion has been allocated to the sector in the past six years (2004-2010), utilization effectiveness is often questioned in the absence of structured monitoring mechanisms.

204. There is limited commitment regarding the quantity, accessibility, reliability and quality (QARQ) of services. Coverage figures do not reflect the real functional situation. There is also very little documentation to show the impacts brought about by interventions. As a possible consequence, the sector may start to lose its competitiveness in allocation of resources. Questions may arise, for example, on why more fund is necessary to support the water supply as water supply coverage has already reached by 80 percent.

205. Other issues are:

• Poor quality, collection, processing and validation of information.

• The existing infrastructure is often not able to meet the increased community demands and aspirations.

• Current practices do not reflect consumer

36

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demands (e.g. household connection). This reduces consumer satisfaction which affects ownership and sustainability.

• The ‘user pays’ principle is not widely adopted for those with high demands, while those who rely on basic services still believe that operation & maintenance costs for sustained water services should be provided for free as the users already contributed during construction.

• Earlier notions and assumptions of voluntary community management are changing and need to be addressed especially in rural areas.

• Lack of adherence to minimum construction standards of infrastructure and regular repair, maintenance and replacement of spare parts.

• Poor on-going management arrangements: Many schemes are constructed to suit water agency control operation. However, during and after construction many Water Users’ and Sanitation Committees (WUSCs) do not

receive adequate support for the required technical and managerial knowledge and skills.

• Out dated approach to gender and equity issues.

206. Declining source reliability and reduced water availability, increasingly leading to conflicts about water rights and distribution within and between settlements and communities.

Monitoring

207. No Updated Sector Assessment and Weak Monitoring Systems. The sector has initiated a data collection information system on coverage and functionality. However, periodic collection and sharing of data and has not been fully institutionalized due to unclear stakeholders’ commitments and accountabilities.

208. There is no established information management system in many agencies working in the sector. Also there is no culture

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of recognizing of work of M&E institutions and professionals, neither is their performance being evaluated on the basis of their contribution and impact.

209. Whilst a sector monitoring unit is in place, the sector still lacks effective performance monitoring. Meanwhile it does not collect information related to water quality, service level, tariff system and hygiene.

210. There is a poor culture and practise of evidence based resource allocation and the sector has not yet utilized currently available sector information in annual planning process neither at district nor national levels. Furthermore, equity based resource allocation is another challenge to reach the un-reached.

Recommendations

211. Sustainability/Functionality:

• Develop, finance and implement a mechanism for monitoring and post-construction support of existing water supply schemes and services,

• Ensure compliance with common standards

for water supply services through the establishment of an independent and fully authorised regulatory body.

• Review and strengthen policies, guidelines, principles and standards from the perspective of sustained water supply services.

• Benchmark and monitor capacity and performance of stakeholders.

• Establish guidelines and tools for rational (evidence & information based) and transparent decision making to improve social inclusion in resource distribution.

• Examine the validity of the assumption of voluntary community management and professionalise Operation & Maintenance services.

• Ensure the timely and proper allocation, disbursement and utilisation of resources for water supply services (including rehabilitation) in accordance with government policy.

• Invest in capacity building for quality and sustained water supply services as per the policy.

• Allocate a required fund with separate

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budget line for software components to ensure sustainable O&M of the rural schemes. In case of urban projects ensure fund for software activities for partial capital cost recovery as well.

• In order to address serious issue of functionality, review the existing guidelines (12 Vol) and develop a comprehensive directives outlining institutional mechanism with clear roles and responsibilities of water agencies, WUSCs, their federation and communities.

212. Monitoring and Evaluation:

• Establish mandatory provision of submission annual report by all state and non-state actors at district (DWSSCC- DDC/WSSDO) and at national level (M&E unit/NMIP) based on sector indicators (CREAM).

• Critically review and revise existing information collection system by

incorporating key issues (water quality, service level/functionality, capital cost, tariff, etc.,) through formation of a committee led by government with the representation of concerned sector stakeholders. During this revision attempt to accommodate JMP indicators where possible.

• Strengthen and equip DWSSCC secretariat with authorities and adequate resources to enable collect, review/analyse and disseminate information regularly both horizontally and vertically.

• NMIP should move from a project to a permanent facility in which sector data is collated and analysed on a regular basis on standard criteria.

• The web-based data base and mobile to web operations need to be implemented and rolled out so that all agencies can load up information (with suitable quality checks).

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WASH


7. Sanitation and Hygiene

7.1 Background

7.1.1 Introduction

213. Sanitation and hygiene sub-sector deserves significant importance to the overall development of a country. However, its impact varies with cultural diversities, different economic strata and ecological variations.

214. Currently about 10,500 children under five are dying each year due to diarrheal diseases. Because of lack of adequate public awareness, priority in resource allocation; lack of harmonized and collective institutional efforts, the pace of progress in sanitation program in the country has remained slow and has been largely over shadowed by drinking water supply interventions.

215. There is a large disparity between rural and urban sanitation coverage. Low level of literacy and awareness, remoteness, socio-cultural factors, are also associated with low sanitation coverage.

216. Sanitation coverage has been gradually

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Table 7-1 Trend of sanitation coverage

Location 1990 1995 2000 2005 2009 2015 (MDG Target)

2017 (National Target)

Rural 3 18 25 30 37 52 100

Urban 34 67 80 81 78 67 100

National 6 22 30 39 43 53 100 Source: Sanitation and Hygiene Master Plan (Draft), 2010

41


increasing. From 1990 to 2010, it increased from 6 % to 43 % (Table 7-1). More than 50 %of the districts are below then national sanitation coverage.

217. Lack of access to hygiene and sanitation has resulted in the occurrence of cholera and diarrheal epidemics which are more prominent in the MWDR and FWDR where around 346 people were killed in 2009 outbreaks.

7.1.2 Implementation Approaches

218. Changes on knowledge, behaviour and practice are the major focuses of sanitation and hygiene interventions. Currently, sanitation is being promoted under a total sanitation concept and approaches. This includes: Community Led Total Sanitation (CLTS), School Led Total Sanitation (SLTS), Community Led Total Behaviour Change in Hygiene and Sanitation (CLTBCHS), Sanitation Revolving Loan Fund (SRLF), Details are mentioned in the Position Paper of Sanitation and Hygiene TWG. These approaches focus on achieving open defecation free (ODF) status through installation of latrines in the communities, schools and other public places followed by

total hygiene behaviour change including proper hand washing with soap, improved personal hygiene, safe water handling and improved environmental sanitation. Emerging issues are related to menstrual hygiene, climate change, diarrheal epidemics, natural disasters, etc., are gradually affecting the life of the people across the country.

219. The Government in 2009/10 allocated NRs.200 million budget with a separate budget line indicates its further commitment to improve sanitation status of the country.

42

Chapter 7

Table 7-2 Linkages between WASH and infant mortality in Nepal

Development Region

Water access

(coverage %)

Toilet access

(coverage %)

Diarrhea among under-

5s/1000

Infant mortality

rateUse of soap at any time

Frequency of hand washing

EDR 76 42 259 45.00 67.50 2.20

CDR 81 46 218 52.00 64.30 2.20

WDR 85 54 205 56.00 74.10 2.40

MWDR 76 31 260 97.00 55.90 1.80

FWDR 83 29 239 74.00 51.20 1.70 Source: Department of Water Supply and Sewerage (DWSS)/ Ministry of Physical Planning and works (MoPPW), 2010, NDHS 2006


220. The Sanitation and Hygiene Master Plan emphasises the need for an uniform approach for sanitation and hygiene programming and financing.

7.1.3 Disaster/Emergency

221. During a disaster/emergency, multiple coordination platforms (e.g., DWSSCC and DDMC, SSG vs NDMC, Clusters) are operational without clear understanding and roles and responsibilities among the state and non-state actors. This has created confusion, duplication of roles and poor humanitarian preparedness and response in the event of major disasters. The cross cutting sub theme WASH in emergency has discussed and quickly identified key issues and suggested few recommendations (see Annex 9-C)

7.1.4 SACOSAN IV

222. The Government of Nepal has most recently made regional commitments to further improve sanitation in Nepal.

223. Annex 7-A summaries the implementation status of the post–SACOSAN III activities.

7.2 Issues224. Resource allocation. Although a separate

budget line for sanitation and hygiene promotion has been initiated from 2009/10, it does not comply with the provision of 10% (of the rural water supply budget) resource allocation as indicated in the policy document 2004. Budget allocation has not been well linked with the sector information and visioning for MDG and universal coverage.

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43


225. Multi sectoral & inter-sectoral collaboration. Weak and fragmented planning and programming [target setting] among the inter (MoPPW- DWSS & Fund Board) and intra ministerial (MoLD, MoHP and MoE) agencies and lack of strategic guidance/directives for private sector participation. In addition, various implementation modalities, approaches and priority setting criteria are other parameters hindering sanitation and hygiene promotion.

226. Poor attention on prevention. Promotion of the sub-sector is often overlooked by the technology driven water and sanitation interventions, and the preventive aspects are overlooked by curative aspects in the WASH and health sector.

227. Gender and Social Inclusion. The NMIP report revealed that sector has not fully complied the policy provision (11.3% vs 30 or 50%) women/ gender participation while implementing of hygiene and sanitation programme in the districts. There is not yet clear evidence and practices for registration of sanitation committees and ensuring participation of women, people with disability, people living with HIV/AIDS, conflict affected people, marginalized and disadvantaged people in the sanitation promotion initiatives.

228. Coherent Implementation of the Master Plan.

• Compliance of sector agencies for collaborative, consistence and harmonised implementation with reasonable resource allocation and participation at all levels.

• Activation and reinforcement of coordination mechanisms at all level

• Media strategy and documentation of ODF villages;

• Lack of ODF and post ODF strategy, systematic monitoring mechanism and activities for sustainability of total sanitation movement;

229. Others. There are several issues to be addressed while implementing the master plan which includes:

• Lack of strategy to promote: recycle, reduce, replace, refuse, and reuse of solid/ liquid waste

• No harmonized and adequate efforts put in place to conduct scientific and operational research in sanitation/hygiene promotion/practice, sanitation marketing, etc.

• The increasing scattered and haphazard trend of urbanisation is an additional challenge for ensuring basic sanitation and

Chapter 7


hygiene services among the most deprived families settled in municipalities, small and emerging towns including slum and informal settlements.

• Inadequate response mechanisms and resources during WASH related outbreaks.

7.3 Recommendations230. In order to achieve MDG and universal

coverage, the master plan should be the guiding document for evidence based joint

Chapter 7

planning with subsequent resource allocation is a most. In this process ensure basic services particularly for both rural and urban under privileged and families settled in scattered urban formal and informal slums. Enforce and immediately implement coordination mechanisms (at all levels) envisaged in the master plan. While executing this new coordination provision, avoid confusion on existing coordination (e.g., DWSSCC, NWSSCC vs D-WASH, R-WASH, M/V-WASH) indicated in the policy document.

45


231. Formulate joint coherent annual plan in line with the master plan, execute and ensure unified financing mechanisms among the concerned state and non-state agencies at all levels.

232. Develop and execute pre and post – ODF strategy, users friendly and sustainable WASH facility at household and institutional levels, common monitoring indicators, operational research and documentation mechanism for sustaining the Total Sanitation Movement.

233. Integrate hygiene promotion as an essential and integral component of multi

sector (WASH, education, health) intervention regardless of geographic, socio-economic and cultural settings of the communities and districts.

234. Promote private sector involvement for solid and liquid waste management, sanitation promotion in slum/rural areas through policy directives, regulatory mechanism and strengthened institutions.

235. Strengthen and harmonise national and district level coordination mechanism and resource allocation in case of disaster.

Chapter 7


8. Water Quality

8.1 Background236. Water supply coverage has been

substantially improved and currently stands at 80 percent. As stated in Nepal demographic health survey (NDHS-2006), only 15.3% households are practicing household water treatment methods before drinking. However, more than 2 in 5 households in urban areas treat water prior to drinking water. In rural areas only 10 % HH practicing the same.

237. Few government led urban projects (KUKL, NWSC, and DWSS) have been providing drinking water through centralized treatment system covering approximately 3.5 million peoples. However, reliability of the supplied water is not consistent and fully complies with Nepal Dinking Water Standard. Some additional initiatives have been taken to improve water quality through implementation of water safety plan and establishment of laboratories.

238. Many of these improved or so-called ‘safe’ water sources may be contaminated through seepage of raw water or wastewater around the outlet, at the source, or in transmission. This is the main reason why incidences of diarrheal diseases have not decreased significantly even though accessibility to improved water supply coverage increased.

239. The need to focus on the quality of water supply is becoming more important and very urgent. In recognition of this, the GoN promulgated the “National Drinking Water Quality Standards (NDWQS)” and implementation Directives in 2005/06 in an

effort to take first step towards assuring safe drinking water and improved health status of Nepali people.

240. In order to implement this standard in a coherent and coordinated fashion, the MoPPW formed the National Drinking Water Quality Steering Committee (NDWQSC) in 2008 comprising of governmental, I/NGOs and UN agencies representation.

241. Small sample surveys and investigations carried out by many agencies in different parts of Nepal have provided some trends. These revealed the water reaching at the household were found to be contaminated with E-Coli. For example, the survey of 28 municipalities/ urban towns reported (ENPHO, 2009) that over 80 percent of samples from the urban areas had E-coli present. Of the 174 water sources, 68.9 % were found to have microbial risks. In addition, 64.8 % reservoirs and 58.6 % of taps were also highly contaminated. In addition to microbial tests, several other chemical parameters (iron, manganese, cadmium, ammonia, nitrate, chloride, total hardness, sulphate, fluoride, arsenic, chromium, copper, zinc, mercury and aluminum) were tested and did not meet the National standard.

242. Another survey conducted by ENPHO on behalf of JICA/MoPPW in 2007 concluded that over 33% of tube wells- deep(56) and 44% shallow tub wells (total 160) were found contaminated with Coliforms in the Kathmandu valley.

243. The blanket arsenic survey conducted by DWSS confirmed that 1.7% tube wells had exceeded Nepal permissible limits of 50 ppb.

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47


8.2 Issues

8.2.1 Enforcement of NDWQS-

2005/06

244. GoN/MoPPW had approved the NDWQS in 2005/06 and issued the notice of implementation of NDWQS-2005 under the provision of Water Resource Act, 1992 and provided implementation guideline in two phases. However, the provisions indicated in the Standard have not been implemented in urban areas. With regards to rural areas, the preparation quite behind the expected target mentioned in the Implementation Directives.

245. The majority of district water and sanitation agencies (NWSC, WSSDO/ WSSSDOs/ DTOs/DDCs, and Management Boards) and local operators are poorly equipped with technical know-how and lack basic water quality testing tools and equipment. The operational status of water testing laboratories located at different areas are not fully functional.

8.2.2 Coordination and Collaboration

among WQ Institutions/Stakeholders

The existing coordination platform (NDWSCC) has not able to coordinate with all stakeholders working in the sector due to weak commitment of the members. This has hampered to collect water quality related interventions and results and develop a concrete plan to executive the directives of the standard. At district level, the existing coordination body (DWSSCC) has not taken as priority component and coordinate with the agencies working in the water quality.

246. Although blanket testing on arsenic contamination was completed in 2008 with 1.7% shallow tube wells (approximate 35,000 hh) exceeding the Nepal standard, over 30%

hh have not yet received temporary solution. Meanwhile no concrete plan has been developed to provide permanent safe water options to vulnerable families.

8.2.3 Water Quality Status of Private

Water Points

247. Following the completion of blanket arsenic testing in 2008, 80-85% of hand pumps installed by individual households do not have platforms to protect ground water from external contamination. This result need to be seen in the context that more that 40 percent of the population reside in 20 Terai districts. The potential impact on human health is clearly very high and may invite serious epidemic.

8.2.4 Poor Knowledge of Consumers

on Safe Water

248. A Baseline/Consumer Survey conducted jointly by DWSS/UNICEF in 2005 in four districts (Panchthar, Parsa, Kapilbastu and Dang) revealed that around 75 percent of the households mentioned that they do not have any problem with the water from their current sources with respect to the quality for drinking purposes. People equate water quality with ‘clear appearance and odorlessness’ as

Chapter 8

48


good quality of water, but did not know the quality parameter of safe water. Due to this misperception people are drinking contaminated water and it is being one of the reasons for increased diarrhoea epidemic/outbreak across the country. WQ Monitoring and Surveillance System.

249. The National Drinking Water Standard has outlined very clearly that “Water Suppliers” are responsible for quality monitoring. It indicates parameters, frequency of monitoring, sampling, testing for urban and rural water projects. Water quality surveillance is the responsibility of MoHP. However, majority of health institutions at national and district levels are not familiar with responsibilities, nor have capacity to deliver surveillance assignments. Recently, with support from Water Aid, MoHP has formulated draft guidelines for water quality which yet to be finalized and executed.

8.3 Recommendations250. It is recommended that:

(i) The Water Quality (WQ) Steering Committee, in consultation with key players, should develop comprehensive mass media advocacy tools kits to improve knowledge of the public in both urban and rural areas on safe water by end 2011

(ii) Enforce and comply standard directives by all WASH agencies. If needed, revise existing implementation directives in light with current water quality improvement scenario appropriate for both urban and rural settings. Water quality sub-sector should develop a standard conventional/new treatment design, drawing and cost estimate and incorporate it into the existing Water Supply Guidelines-12 Volume. Subsequently, a comprehensive capacity building/skill upgrading package/training module on WQ and organise systematic training to all sector players. Master Trainers

should be developed and attached with Central Human Resource Development Unit (CHRDU) and other training institutes/academic institutions;

(iii) The GoN concerned ministries should provide legal guideline and directives to operate and sustain the existing water laboratories. MoPPW should endorse Water Safety Plan (WSP) as a first fundamental intervention for improving WQ of the existing/new water supply system (system/point of source) and the Steering Committee should develop an action plan for rolling out WSPs in a phased manner throughout the country.

(iv) In case of urban projects implemented by DWSS, NWSC, KUKL, UEIP/DUDBC, municipalities, and other stakeholders, MoPPW should advise immediately to develop and implement Water Safety Plan and provide WQ information as indicated in the Nepal Standard.

(v) Review existing coordination platform established for water quality promotion and formalize its clear term of reference with accountability.

(vi) Establish a clear and workable mechanism to collect and analyse water quality data and information and develop subsequent sharing provision with MoHP for surveillance purpose.

(vii) All sector actors should compulsorily carry out feasibility study (financial/technical) for installation of permanent water treatment (WT) facilities in arsenic prone areas and develop regular monitoring of installed temporary arsenic mitigation options until permanent systems are in place.

(viii) During the rainy season and disease outbreaks, all sector agencies along with other development and humanitarian agencies should jointly promote Point of Use (PoU) water treatment options to ensure access to safe water.

Chapter 8

49



WASH


9. Cross-Cutting Theme

9.1 Joint Field Visit Program251. This report of the First Joint Sector Review

(JSR) of the WASH sector has mainly relied on secondary information. The JSR aims to provide a common platform for all the sector actors to discuss and plan sector interventions jointly, which can be reflected at least at the district level planning process.

252. The present reality is that the sector is characterized by fragmentation, duplication, double counting due to uncoordinated activity among various actors in this sector. Given the situation, in order to substantiate the secondary information, prior to the first JSR, a five day Joint Field Visit Program was organized in different locations covering from Mechi to Mahakali Zones of Nepal. The Four Joint Field Visit Team represented by government agencies, civil society organizations, UN agencies and I/NGOs working in the sector. The field visits shed light on the grass-root reality in the sector especially on the implementation modality, status, strength, bottlenecks and community expectations for project cycle processes. The broader objective of the field visit was to capture the field reality and learning from. The specific objectives were as follows:

• Establish joint working culture and sharing experiences among the sector actors.

• Capture information on key learning related to: planning, implementation, joint monitoring and evaluation.

• Gather key information on bottlenecks of sector program execution.

• Compile information on key expectation of communities and essential support from the sector agencies, local bodies and civil society.

• The reports of the Four Teams have provided a good insight of the field reality (See detailed in Annex 9- A).

9.2 Cross Cutting Sub-Themes253. Position Papers of the Five Thematic Groups

are instrumental in the process of preparing the First JSR report. In addition to the Joint Field Visit program, during the preparation of the report, the need to include cross cutting sub themes were clearly felt. Three sub-themes: i) Gender Equity and Social Inclusion, ii) Monitoring and Evaluation, and iii) WASH in Emergency, were subsequently formed by the representation of those professional who are actively involved in these respective sub-themes.

254. These sub-themes are built-into the relevant sections of the report - GESI is inbuilt in the GESI section (Annex 2-B), Monitoring and Evaluation is included in the chapter of ‘Sustainability/Functionality and Performance Monitoring’. Key issues and recommendations of cross-cutting sub-theme ‘Emergency’ is placed in various sections of this report. All these sub-themes have emphasized key issues and recommendations. Further detailed of sub-themes; Monitoring and Evaluation, and Wash in Emergency are attached in Annex 9- B and 9-C respectively.

Chapter 9

51


10. Conclusions and Recommendations for Coming Year

255. Sector Coordination – Formalizing a specific, accountable coordination structure at national and district levels. Set up a national executive management to operationalize and give leadership to the SSG. The district sector coordination body should be chaired by the LDO with a member secretary to operationalize and track achievement of actions and to communicate between levels. Support agencies should be integrated into these structures. All sector agencies should resolve to work through these coordinating structures.

256. Institutional Arrangements – Provide clarity on specific accountabilities including agreement on which, and when, powers are decentralized. Provide clarity on how the Fund Board activities and operations by other agencies become integrated into one district-lead sector program.

257. Financial Arrangements – Reach agreement that all agencies report on sector finance to enable oversight on financial performance. Implement a mechanism to secure compliance to a common financing policy by all sector agencies. Rural tariffs should cover the cost of operations and replacement and encourage household connections Investigate and agree on a strategy to increase financial allocations and improve cost-efficiency.

258. Functionality - Develop and implement cost-effective and scalable post-construction support mechanism and professionalise O&M services. Prioritise rehabilitation of existing

infrastructure. Incorporate functional status and service levels of existing water supply schemes in M&E system.

259. Sanitation and Hygiene – Increase the priority of redressing the low sanitation coverage figures. Provide a strategic focus to eliminating open defecation in Nepal and increase attention to post-construction support to ensure that basic facilities meet minimum standards. Agencies should adopt a common approach to sanitation and hygiene behavior change.

260. Water Quality – All agencies should begin complying to national standards in developing new and rehabilitated services with increasing efforts to implement water safety plans.

261. Performance Monitoring – Reach agreement on development and use of NMIP as the primary sector data source. Incorporate monitoring the functional status of systems with existing monitoring systems. Improve dissemination of monitoring reports.

262. Sector Assessment – The sector should embark on a detailed sector assessment to address gaps in knowledge identified in the Sector Status Report. The Sector Assessment should be conducted by internationally trusted consultants with strong local partners. The sector assessment should look closely at the Country Status Overview methodology to see if this could be incorporated into sector assessment methodology.

Chapter 10


11. References and Bibliography

i. MoPPW (2004). Rural Water and sanitation Sectoral Strategic Action Plan 2004. Kathmandu: The author.

ii. MoPPW (2004). Urban Water Supply and Sanitation Policy 2009. Kathmandu: The author.

iii. MoPPW (2005). National Drinking Water Quality Standards & Implementation Directives for National Drinking Water Quality Standards-2005. Kathmandu: The author.

iv. MoPPW/DWSS (2008). Nepal Country Paper for third South Asian Conference on Sanitation 2008. Kathmandu: The author.

v. Position Papers (2010). All Thematic Working Groups (final draft).

vi. Ministry of Health and Population/Nepal (2007). Nepal Demographic and Health Survey 2006.New ERA, and Macro International Inc. Kathmandu: New ERA, Nepal.

vii. MoPPW (1994) National Sanitation Policy and Strategy. Kathmandu: The author.

viii. MoPPW (2004). National Water Supply and Sanitation Policy and Strategies 2004. Kathmandu: The author.

ix. National Planning Commission (2007). Three Year Interim Plan (2007/08-2009/10). Kathmandu: The author.

x. National Planning Commission (2010). Approach Paper of Three Years Plan (2010/11-2012/13). Kathmandu: The author.

xi. NMIP/DWSS (2010). A Survey Report on Nation-Wide WATSAN Coverage and Functionality. Kathmandu: The author.

xii. Shrestha, Babu Ram (April, 2009). Study of Basic Social Services (updated version). Report submitted to UNICEF Country Office. Kathmandu: Nepal

xiii. UNDP (2009). Nepal Human Development Report 2009. Kathmandu: Nepal.

xiv. UNICEF (2006). Situation of Women and Children in Nepal. UN, Kathmandu, Nepal.

xv. UN-Water (2009). Sanitation for All Factsheet 2.

xvi. WaterAid Nepal (2009). Sustainability and Equity Aspects of Total Sanitation Programmes: A Study of Recent WaterAid-Supported Programmes in Nepal.

xvii. DWSS/NMIP (2010). National Management of Information Project of DWSS.

xviii. MoLJ (1999-2056 BS), Local Self Governance Act and Regulation. Kathmandu: The Author.

xix. MoPPW (2004), Rural Water Supply and Sanitation Sectoral Strategic Action Plan. Kathmandu: The Author.

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53


xx. MoPPW (2004),Rural Water Supply and Sanitation National Policy, 2004 & Rural Water Supply and Sanitation National Strategy. Kathmandu: The Author.

xxi. MoPPW (2006) National Drinking Water Quality Standards. Kathmandu: Kathmandu: The Author.

xxii. MoPPW (2009), Urban Water Supply and Sanitation National Policy. Kathmandu: The Author.

xxiii. MoPPW (2010), National Hygiene and Sanitation Master Plan (Draft 2009-2017). Kathmandu: The Author.

xxiv. NPC (2002), 10th Five Year Plan (2002 - 2007). Kathmandu: The Author.

xxv. NPC (2007), Three Year Interim Plan (2007/08- 2009/10). Kathmandu: The Author.

xxvi. NPC (2010), Approach Paper of Three Year Plan (2010/11-2012/13). Kathmandu: The Author.

xxvii. SSG (2009), Proceeding of the 11th SSG Meeting at Gokarna, Nov 26, 2009 (Draft). Kathmandu: MoPPW

xxviii. MoPPW (2004). Rural Water Supply and Sanitation National Policy, Strategy- 2004. Kathmandu: The Author.

xxix. MoPPW (2004). Rural Water Supply and Sanitation Sectoral Strategic Action Plan- 2004. Kathmandu: The Author.

xxx. MoPPW (2009). Urban Water Supply and Sanitation Policy (2009). Kathmandu: The Author.

xxxi. Position Papers of Five Different Thematic Working Group.

xxxii. MoF (2007-08). Government of Nepal, Ministry of Finance: Estimates of Expenditure for Fiscal year 2007-08. Kathmandu: The author.

xxxiii. MoHP/NHSP-IP2, (2010). Nepal Health Sector Programme-Implementation Plan II (2010-2015), Ministry of Health and Population, government of Nepal, 7 April 2010.

xxxiv. MoPPW (2004). Rural water Supply and Sanitation Sectoral Strategic Plan-2004. Kathmandu: The author.

xxxv. MoPPW/SEIU (2009). Draft Proceeding of the 11th Water Supply and Sanitation Stakeholder Group Meeting [Paper presented by Suman Sharma]; November 26, 2009. Gokarna Forest Resort, Gokarna, Kathmandu: MoPPW/SEIU in Association with Society of Public Health Engineering Nepal (SOPHEN)

xxxvi. Shresthe, Babu Ram (2009). Study of Basic Social Services- Updated (Final) Reported submitted to UNICEF, Country Office Nepal

xxxvii. Water Aid Nepal,( 2007). document need to specify.

54

Chapter 11


ANNEXES


WASH


Nepal Development Context

Many political, economic, and social changes have taken place since 1990. By 1996 a decade long conflict had shaken the very foundation of many established systems. During the decade of conflict (1996-2005/06), many local body offices, including water and sanitation infrastructures were destroyed. This impacted negatively on people in the water and sanitation sector. Some others claimed the conflict resulted in positive impacts as well (quoted in Final Draft of Sustainability/Functionality Position Paper, 2010).

After signing the Comprehensive Peace Accord (CPA) between the Maoist and the then Government, the conflict subdued, though many more splinter or new groups have emerged. The tasks of Election of Constitution Assemble and proclamation of the kingdom of Nepal into a People’s Republic of Nepal have accomplished. However, the Nepali state is still is in the transitional phase. The overarching issue of the development is not seem in the top agenda of the political parties Despite the situation, the business of State Culture seems as usual and the country’s development has been guided by the poverty alleviation and human development goals with inclusion and equity.

The decade long conflict aggravated the poverty situation of the rural areas. This was partly characterized by rural to urban migration and out migration. On the pretext of education and or employment, due to lack of employment opportunity within the country, many youths are out migrating. The century long practice of marginalization and exclusion of certain castes, ethnic groups or by gender have placed many

people out of the mainstream development process. The existing model of development has widened the gap of development between urban and rural areas. For example, sanitation coverage of Kathmandu district is 93% whereas the coverage is about 11 percent in Bajura district (NMIP/DWSS, 2010).

There is a history of socio-historical marginalization and exclusionary state policy. For some people groups and in some geographical areas the majority of people are have been kept on the edge or excluded from the development process.

However, there are indications of progress after half a century of development efforts.

Despite the progress made, Nepal is still behind most of the South Asian Countries (see, Shrestha, Babu Ram, 2009, p.11) as measured by: a) gross domestic product (GDP), b) per capita income in US$, c) human development index, d) purchasing power parity, etc., (ibid).

Differences are seen by disaggregating the data on the basis of urban and rural, development regions and ecological belts. Within that category of multiple divisions, poverty incidence differs greatly in different categories (see Table)

The human face of deprivation and marginalization is of course, more serious than that of presented in the factual data. For example, the Terai/Madhesh Brahmin and Chhetri is ranked in first position where as the Terai Dalit remains in the 20th ranking position (see Nepal Human Development Report 2009 (Quoted in NHDR-2009, p.156).

Annex 1-A


Annex 1-A

GroupingPoverty head count rate (%)

1995/1996 2003/04

Sector

Nepal 41.8 30.8

Urban 21.6 9.6

Rural 43.3 43.6

Development Regions

Eastern 38.9 29.3

Central 32.5 27.1

Western 38.6 27.1

Mid-Western 59.9 44.8

Far-Western 63.9 41.0

Ecological Belts

Mountain 57.0 32.6

Hill 40.7 34.5

Terai 40.3 27.6 Source: Table 2.4 of Nepal Human Development Report 2009, p.45.


Targets and Achievements of Water Supply and Sanitation

Annex 1-B

Achievement at end of 7th Plan 1985-1990 (Figures in %) 1

8th Plan (1992-1997) 2

9th Plan (1997-2002) 3

10th Plan (2002-2007) 4

Third Year Interim Plan (2007-2010) 5

Three Year Plan (2010-2013) 6

Description

Description

Description

Water Supply

Water Supply

Indicators

Indicators

Indicators

% of Water supply coverage

Basic water supply coverage

Access to basic drinking water supply coverage

Percentage of benefited population

Medium and high level water supply coverage

Access to medium and high standard drinking water supply

% of Sanitation coverage

Sanitation coverage

Access to sanitation

Sanitation

Sanitation

% of Water Supply coverage (1991-1992) 39

72

100

9

36

60.86

78.1

-

-

77

100

48

60

85

85

85 %15 %

60 %

15

60

80

8

43

8

50

76.6

-

45.8

62.49

92.3

72

100

61.08

79.9

-

-

13

40

20

25

3

67

34

42

6% of Sanitation Coverage (1991-1992)

Rural

Rural

Rural

Target

TYIP Target

Target TYP 2013

Achievement

Achievement

*T

*T

*T

*T

*T

*T

A

A

A

A

A

A

Urban

Nepal

Nepal

Urban

Urban

Total

Notes

HMG/NPC (1992). The Eighth Plan (1992-1997), [p.526]. 1.

Kathmandu: The author

*Eighth Plan 1992-97, (1992, p.533). Ninth Plan 1007, p. 2.

640, Nepali version

*Ninth Plan 1997-2002, p.643 (Nepali version), from 10th 3.

Plan, p.26 from 9th Plan, p. 643, not available

Three Year Interim Plan (TYIP), 2007, p.3084.

TYIP, 2007, p. 3095.

Three Year Plan (TYP), p 1356.

59


Brief Sector History

Formal development plan in Nepal began for more than half a century ago. The greater thrust of the water and sanitation sector in terms of institutional development, population coverage, and increase in level of investment came during the International Drinking Water and Sanitation Decade (1981-1990).

The Development Plan in 1991 assessed existing water supply facilities, estimated future demand, and developed clear objectives to increase access to water supply and sanitation. It also emphasized the need to strengthen institutional and management capabilities of sectoral agencies so they could better assume responsibility for supplying improved water supply and sanitation services to all citizens by the end of Ninth Plan (2002).

The 15-year plan was developed in 2000 to be implemented within a conceptual framework of poverty reduction and sustained development, effective service delivery and equitable distribution of the water supply and sanitation services. The rationale, principle, and the philosophy of this plan are still relevant and it is expected to provide a framework for MDG targets by 2015 and universal access to water and sanitation services by 2017.

Some of the recent plans relevant to the water and sanitation sector are:

• The Tenth Plan (2002–2007), subtitled Poverty Reduction Strategy Paper

• Three Year Interim Plan (2007/08-2009/10)

• Three Year Plan Approach Paper of (2010/11-2012/13).

The Three Year Interim Plan (TYIP-2007/8-2009/10) recognized direct linkage between the livelihood and well being of human being and water supply and sanitation services. The Tenth Plan states that “the overriding objective of development efforts in Nepal is poverty alleviation.

Taken into the consideration of medium and high level of services of 15 percent set target in Three Year Plan (TYP) Approach Paper, access to medium and highl level drinking water service to the set upper level will still remain for 85 percent of the population. But all periodic plans lack information base planning process. This demonstrates the huge challenge ahead to have universal coverage of water and sanitation to all by 2017.

The long term vision of the water supply and sanitation sector is stated as “raising the living standard and the status of public health by making sustainable and equitable water supply and sanitation services available.” The main objective of current Three Year Plan (TYP-2010/11-2012/13) is “to generate an experience of a direct feeling of change in the lives of the general public by supporting in the establishment of peace and reducing the existing unemployment, poverty and inequality in the country”. It sets out a number of strategies to promote good governance, increase investment in physical infrastructure based on participation of the local people, and give emphasis on social development including drinking water and sanitation, and make the services effective by devolving the responsibility of managing them to the local bodies.

Annex 1-C

60


Sector Stakeholders Group (SSG)

The Rural Water Supply and Sanitation National Policy and Strategy, 2004 recognized that the SSG will be formed to formulate sectoral policy and coordinate the sectoral activities. Its representation consists of most of the sector related ministries, NGOs, Civil society, Private Sector Organization, local bodies.

Along with this, the policy notes that a National Water Supply and Sanitation Committee will be formed that will coordinate the activities.

The SSG is to provide a venue for lesson learning and experience sharing from the processes and result of monitoring and evaluation. Among the SSG members, the Ministry of Physical Planning and Works (MoPPW) has been designated as lead ministry for coordination.

The 11th SSG meeting highlighted the issue of information shares by NMIP/DWSS regarding functionality and coverage of water supply and sanitation. At that time, a formal mechanism was set up to promote structured policy and activity monitoring, knowledge management, confidence building and sharing of best practices in the sector. Action research and pilot activities which would influence sector improvement is still required.

At present the SEIU is under the MoPPW. As the lead sector ministry, MoPPW is in an advantageous position to lead this process until DWSS builds its capacity in these areas. As the SEIU is anticipated to play role for sector coordination across all sector actors, it has been given room to utilize the NPC structure to do so. It is further envisaged that this unit will lead to undertaking activities by working in a collaborative manner among the sector partners to improve sector improvement and efficiency. It will therefore facilitate improvements

to the functional efficiency of plans, programs and services and promote a transparent, accountable, service oriented and responsible sector. Supported by sector actors is a prerequisite for its success.

Various agencies have played different roles and responsibilities at various levels. Some agencies have been guided by overall national development policy; others by sector policies. The Local Development Act and Regulation (1999), I/NGOs and civil society have also been designated some role and responsibilities in the process of sectoral development, in line with the structure and effectiveness of sector dialogue and coordination arrangements.

Since the SSG’s inception, the MoPPW has been assigned to chair its meetings and has established SSG as a structure for coordination mechanisms and platforms.

Because the SSG is too large to effectively function, a representative ‘Core Group’ should be established for effective and smooth functioning for SSG. The Core Group may comprise representatives from NPC, MoPPW, MoLD, MoF, a representative from development partners and a representative from I/NGOs, a representative from local government bodies (DDC association).

At a district level, in order to make the central level coordination platform more effective and efficient, district level coordination should be functionally proactive. The SSG should identify the role and responsibility of the various agencies working within the sector. There should be no contradiction between water and sanitation (rural/urban) policies and Local Self Governance Act 1999 and Regulations 1999.

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Brief Summary of WASH Acts and Regulations

1. The National Drinking Water Quality Standards (2005/06) provides water quality standards parameters to be applied to all new urban systems in order to protect the users’ rights. The Environment Protection Act (1997) requires Environmental Assessments of all new projects and pollution control for all water resources.

2. The Nepal Water Supply Corporation (NWSC) Act (2nd Amendment- 2007) is part of the overall institutional reforms in the urban sector. It provides the legal base for transfer of ownership of water supply and wastewater service system owned by NWSC to any designated organization as decided by the Government. It also opens the door for NWSC to engage companies to operate and manage its system under management contracts. The government handed over its Kathmandu valley based assets and responsibilities to the Kathmandu Valley Water Supply Management Board as part of this provision.

3. The Water Supply Management Board Act (2006) places emphasis on local bodies and institutions participation in the water supply and wastewater sector development in the urban areas. It allows for the establishment of autonomous and independent water supply management boards for a municipality or a group of municipalities at local level for providing the services. It also allows involvement of the private sector in the management and operation and maintenance of the systems. In case of Kathmandu Valley, the act has made it mandatory for Kathmandu Valley Water Supply Management Board (KVWSMB) to issue licenses to a service provider for operation and management of its system.

4. The Water Supply Tariff Fixation Commission (WSTFC) Act (2006) created an autonomous corporate body empowered to fix the tariff for water supply and wastewater services independently at a reasonable price based on level of service and the cost recovery. The WSTFC shall ultimately be responsible for regulation of water supply and wastewater services throughout the country, although it initially started its activities from Kathmandu Valley.

5. The Local Self Governance Act – LSGA (1999) provides the legal basis for the devolution of responsibilities and authorities for social, economic, institutional, and physical infrastructure development, including water and sanitation systems to local government. The LSGA gives a high priority to the upliftment of socially marginalized groups, equity, the adoption of rights-based and participatory approaches to project work, maximum use of local resources and protection of the environment.

6. Rural Water Supply and Sanitation National Policy 2004 - It highlights the role and responsibilities of local bodies, users committees, participation and decentralization are duly focused for sustainability and institutionalization of sanitation program. Inter alia the main features are: Set a National Goal of universal drinking water and sanitation coverage by 2017. Provision to allocate budget of WASH sector for sanitation and hygiene promotion, and spelt out the greater role of users’ committees, the catalytic role of schools and students, mobilization of private sector organizations, multi stakeholders’ platforms, promotion of

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hygiene behaviors, inclusion of women in WUSC and strengthening participation of gender, caste and deprived ethnic community to improve their access. Also lay stress community responsibility on operation and maintenance (O&M), appropriate technological options, upfront O&M fund and management of rehabilitation fund at DDC/VDC.

7. Urban Water Supply and Sanitation Policy-2009 - This policy reinforced the state’s commitments of drinking water supply, sanitation and sustainable environmental condition in urban areas. The central features of the policy are: The effectiveness of sector activities and cost recovery principles. Access

Annex 2-A

to safe drinking water supply and sanitation services is fundamental to improving well being of the people and aligned to meeting national poverty reduction objectives. Achieve coherent and consistent urban sector development; avoid duplication of efforts and confusion of operational modalities and to achieve uniformity in service standards across the towns. It emphasizes on the establishment of the Sector Efficiency Improvement Unit (SEIU) for better performance of the sector activities. It adopts the Output Based Aid model focusing on performance based support for household toilet promotion. More importantly, it highlights the need of an Umbrella Act of water supply and sanitation sector.

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Annex 2-B

64

GESI Status, Policies and Practice

IntroductionIn addition to the geographical disparity in sanitation coverage, there is also large difference from equity perspectives. For example, access to sanitation among the richest quintile is about 80 percent, while among the poorest quintile it is only 10 percent (ADB, 2010)

Social, economic and cultural barriers relating to gender, caste, income, disability and ethnicity affect the delivery of services to all and the participation of all groups in decision-making processes. Exclusion based on these barriers in relation to WASH sector interventions in Nepal, need to be examined and addressed in a move towards a more gendered and inclusive approach to delivering services and decision making in relation to these services. More recently, national and local level policies in relation to water and sanitation in Nepal emphasize the need to be gender and socially inclusive and demand-driven.

Unfortunately, most of these new priorities remain an act of tokenism as structural and social inequalities continue to persist. There are more women being represented in WSS user groups but their active engagement remains limited (ADB, 2010).

When decision-making processes include the voice of those traditionally excluded, social transformation can take place and lead to sustained positive change in development activities. When women and other traditionally disadvantaged groups participate in water and sanitation programs, there is an automatic increase

in self-confidence and self-esteem. Also, when they have access to equal opportunities including training, income generation and decision making activities in relation to these programs, social inequalities are again challenged and social transformation can take place.

Policies and Practices A policy that emphasises gender and social inclusion issues in the sector identifies an organisation or country’s commitment to take GESI issues and principles seriously and should recognise that identities depending on class, caste, ethnicity, gender and geographical location are vital to consider when planning programme interventions and delivering services. Such policies reflect all people’s participation in planning, construction, operation, maintenance and management of WASH services as well as issues affecting staffing and culture in programmes and delivery of services.

The Government of Nepal’s Rural Water Supply and Sanitation Policy and Strategy as well as the Rural Water Supply and Sanitation Sectoral Strategic Action Plan, 2004 emphasise the participation of gender, caste and ethnic groups during decision-making processes for WASH related service delivery, especially meaningful participation (MoPPW, 2004).

These policies and strategic plans are an improvement on previous policies and strategies developed in the late nineties in relation to gender equality and service provision as they are more specific in terms of practical actions to be


Annex 2-B

taken in contrast to earlier and more abstract commitments. It also stipulates that methods for identifying the poorer and most disadvantaged households for service provision will be engaged and sensitivity and awareness raising trainings will be conducted for the inclusion of disadvantaged groups (MoPPW, 2004). The strategy also emphasises a representation of at least 50% women in the WUSCs including adult education/literacy classes for the empowerment of women (MoPPW, 2004). Table 3 outlines the plan of action the government has identified for addressing GESI principles in the sector through the Rural Water Supply and Sanitation Sectoral Strategic Action Plan 2004 and the Urban Water Supply and Sanitation Policy 2009.

Sector actors are keen to improve WASH service delivery to more vulnerable and often marginalised groups in Nepal and their programme approach is demonstrated to be more socially inclusive.

However, sometimes a lack of systematic planning can influence project selection rather than planning based on genuine community demand (ADB, 2010). Support agencies and organisations are usually under immense time pressure to complete projects in a given time-frame and this can undermine their ability to genuinely address GESI issues and work with excluded groups.

In many cases, the remoteness and lack of facilities in rural areas means that support agency staff spend less time there and hence GESI objectives become challenging to properly consider or examine. Sustaining equal access to WASH services is challenging without using time to address local power relations and challenging social norms. Figure 2-1, illustrates that disparities in access to WASH services can be quite large if examined among caste, ethnicity and regional levels.

Figure 2-1 Comparison of of Access to WSS facilities disaggregated by Caste, Ethnicity and Region

Hill BrahminHill Chhetri

Madhesi B/C

Hill DalitsMadhesi Dalits

NewarHill Janajati

Terai JanajatiMuslim

Other

Total

0 10 20 30 40 50 60 70 80 90 100

82.193.3

92.391

46.6

38.6

82.182.1

42.471.6

76.790.5

97.5

70.323.2

4.6

42.5 72.965.7

66.381.1

98.8

% of households with facility private latrine

% of households with facility improved drinking water

Source: Bennett, Lynn, Dilli Ram Dahal and Pav Govindasamy (2008) Caste, Ethnic and Regional Identity in Nepal: Further Analysis of the 2006 NDHS.

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WASH


Annex 2-B

Figure 2-2 Use of improved water source according to wealth quintile, NDHS 1996, 2001, 2006

There has also been affirmative action taken by organisations to ensure a minimum representation of women in WUCs and even, in some cases, to Treasurer positions. The CBWSSP and Fund Board realise that literacy is usually a barrier to women’s participation in the committees and therefore provide non-formal literacy classes to women. However, women usually become members due to pressure from others and usually have little decision-making power within the committee or time to join the meetings as they are busy with other household related chores.

Access to improved drinking water is generally high but disparities exist within the context. It is usually believed that women and men have equal access to water supply and sanitation (WSS) facilities. Nevertheless in practice, there are gender disparities around other issues such as design, construction and maintenance. Disparities

existed in other aspects for example, caste/ethnicity and regional identity (Bennett,Dhaha and Govindasamy, 2008).

Income level and location are also strong determinants of access to water and sanitation facilities, though again considerable variation exists (Figure 2-2). The NDHS (2006) shows that the urban population has a slightly higher access to water, at 90% versus 80% for rural. However, across income quintiles, there has been significant improvement (ibid). There are also differences across development regions, with the Central (81.3 percent), Eastern (76.4) and Western (84.6) regions having the most access to safe water, whereas the Mid-Western (76.3) and Far-Western (83.3) regions and the Mid-Western Development Region has the lowest coverage figure among the development regions(NMIP/DWSS, 2010).

Lowest Second Middle Fourth Highest Total/Avg.

19960

10

20

30

40

50

60

70

80

90

100

2001 2006

8074

64

L/H: 0.37 L/H: 0.64 L/H: 1.07

Legend

67


Similar to the situation of water supply coverage, disparities also exist in access to sanitation between groups based on economic status, urban/rural residence and geographic regions. Access to improved sanitary facilities has increased over time, but 94 percent among the wealthiest use improved facilities while only 3 percent of the poorest do so (Figure 2-3) (Unicef, 2006). Further, 17 percent of urban and 58 percent of rural populations continue to use no latrine facilities.

While access to water is higher for Terai/Madhesi-origin groups than for groups of Hill/Mountain origin, the trend is reverse in access to sanitation,

Figure 2-3 Use of improved sanitation according to wealth quintile, NDHS 1996, 2001, 2006

with the latter more than twice as likely to have access (47 percent) compared to the former (19 percent, Bennett,Dhaha and Govindasamy, 2008). There are also dramatic differences by caste and ethnicity often due to socio-economic status. The discrepancy between the Terai, Hill and Mountain areas are found as 35.60, 52.89 and 33.63 percent, respectively, (NMIP/DWSS, 2010) could have resultant effect of a combination of cost, technical and cultural factors. In the Terai, many people live in crowded conditions on land that they do not own, which results in limited space for households to construct latrines (WaterAid Nepal, 2009).

Lowest Second Middle Fourth Highest Total/Avg.

19960

10

20

30

40

50

60

70

80

90

100

2001 2006

3630

16

L/H: 0.00 L/H: 0.00 L/H: 0.03

Source: Johnson, K. and S.E.K. Bradley. 2008, Quoted in MDG Progress Report 2010

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Legend

Annex 2-B


GESI Institutional and Governance Issues

Figure 2-4 Workforce diversity in the DWSS

WASH related ministries and departments are usually dominated by male professionals with strong technical expertise but few skills to deal with GESI issues. There is also a scarcity of women engineers in Nepal due to family’s reluctance to pay the high cost of an engineering degree for a daughter. There is also a limited pool of qualified

on including GESI principles as part of work responsibilities. There is a Gender Focal Point and Social Development Officers in the Ministry and departments but this approach has not been very effective for addressing GESI issues as the officers and focal point lack authority and responsibility (ADB, 2010).

A lack of institutional diversity in the WASH sector and poor understanding of GESI issues has a negative impact on equitable service delivery in Nepal. Of the 1,511 government employees in the DWSS, 94% are men, 6% are women, 61% are Brahman/Chhetri and 2% are Dalit (ADB, 2010). Figure 2-4 highlights workforce diversity in the DWSS.

candidates from excluded groups for joining the sector. An enabling environment for encouraging more female professionals and professionals from excluded groups need to be created through strengthened policies and approaches (ADB, 2010).

There have been provisions for giving staff half-day training on GESI but little to no investment

Annex 2-B

B/C Hill 58%

B/C Madhesi 3%

Muslim 1%

OBC 11%

Dalit 1%

Dalit Madhesi 1%

Janajati Hill 11%

Janajati Terai 2%

Newar 12%

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Annex 2-B

GESI GovernanceWater and sanitation governance refers to the range of political, social, economic and administrative systems that are in place to regulate the management and development of WASH related services. The involvement of female water users in stakeholder consultations and decisions demands specific attention and approaches. Generally, multi-stakeholder consultations are suited for an educated, powerful and literate group in society at all levels. Many women and disadvantaged groups face cultural and economic constraints that do not allow them to voice their needs in relation to provision of services.

Though the strategy emphasises representation of 50% women in the WUSCs, figures collected in 2010 however, indicate that there is only 11.3% women being represented in the WUSCs nationwide (NMIP, 2010). Of course, disparities exist from district to district with some showing a representation of 31 % (Mahottari district) women and others 0-2% (Parsa, Resuwa districts).

Other national and local level policies in the WASH sector do emphasize the need to be gender and socially inclusive however, policies tend to be fragmented with separate policies for water resources, sanitation, water quality and rural/urban WASH (ADB, 2010). If GESI strategies and policies between sector actors were harmonised, GESI commitments in the WASH sector could be strengthened and implemented. More importantly, there still exists a gap between policies and putting policy into practice in relation to GESI principles.

Various agencies and institutions have developed specific GESI programmatic approaches and responses with many applying similar elements in their approach (ADB, 2010). Annex 2-A includes a table which demonstrates various

GESI components in some WASH sector actor’s programmes (ADB, 2010).

To ensure a more systematic and inclusive approach to GESI principles in the WASH sector, a greater emphasis is required in designing GESI sensitive interventions, monitoring and evaluation indicators disaggregated by sex, caste/ethnicity/regional identity and location as well as policy directives, especially from the Government, so all sector actors are moving in the right direction in relation to GESI principles. Women and excluded groups are likely to remain unreached unless sectoral approaches are deepened so as to achieve the sectors promises to the MDGs, TYIP and National Water Plan (ADB, 2010).

The Rural Water Supply and Sanitation Policy and Strategy 2004 and Urban Water Supply Policy 2009, also mention the provisions of women participation in decision making, equity and social inclusion. The long term vision of the water supply and sanitation sector in the TYIP is to contribute towards raising the living standard and the status of public health by making sustainable and equitable water supply services (TYIP, 2007, p. 309). Gender equity and service development will be insisted in planning, decision making, follow-up, training, access and management of rural water supply and sanitation facilities/services, in principle. Water User and Sanitation Committee (WUSC) is formulated by ensuring proportional representation of gender, caste and disadvantaged ethnic group. In the WUSC at least 30 percent representation of women and their active participation in the local bodies planning process has mentioned (Rural Water Supply and Sanitation Policy and Strategy 2004, p. 17). The Sectoral Strategic Action Plan 2004 principally confirms the equity and inclusive planning and implementation with broader principle of poverty reduction those facing difficulties in the remote areas and marginalized section of the population.

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Table 1

Strategic Plan GESI Components

Strengthening Participation Based on Gender, Caste an Deprived Ethnic Community

Rural Water Supply and Sanitation Sectoral Strategic Action Plan 2004

To evaluate the present methods relating to sanitation support and • unexpiring fund activities and develop manuals that ensure the equitable access of deprived men, women and children to low-cost toiletsTo develop workshops, seminars and training programmes in order to • increase awareness on processes that are based on gender, caste, race and ethnicity for participation in rural water supply and sanitation activities. Co-operation of DDCs and VDCs will be sought to mobilise such programmesTo run training programmes based on gender, caste, race and • ethnicity for running the programmes through Central Human Resource Development Unit (CHRDU) for the staff of water supply and sanitation sector and for DDCs, VDCs and other organisations of HNGTo co-ordinate with other agencies to incorporate income generating • activities within rural water supply and sanitation projectsTo search for alternative processes of highly flexible and cheap water • tariff for poor men and womenTo ensure inclusion based on the proportional representation of • different castes and ethnic groups as well as 50% representation based on gender criteria in the formation of water user and sanitation committeesTo ensure the necessary contribution of the community to elicit the • contribution of community members with extreme poverty keeping in view poverty based problems like the payment to 50% unskilled labour below set standards, physical assistance to construct toilets and assistance to poor families of communities of remote regionsTo ensure the implementation of clear and transparent criteria to • identify the families of the community with abject povertyDevelop criteria for the selection of competent NGOs, CBOs and PSOs • for mobilizing communities on the basis of gender, caste and racially sensitive issuesWork in co-operation with MoLD to assist men and women especially • of communities with high incidences of male migration (elsewhere) to ensure their access to paid jobs to the extent possible through vocational trainings as well as to consolidate gender and poverty focused programmes of DDCs

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Annex 2-B

Strategic Plan GESI ComponentsUrban Water Supply and Sanitation Policy 2009

Formation of WUSCs will be promoted to legally establish such groups • with defined authority and accountability, as valid entities, in planning, implementation, ownership of systems and operation of servicesThe rights and needs of poor and marginalised groups, and especially • women, will be protected primarily through their role in decision making will be enhanced by adoption of effective capacity building measures at both program and project levelsWomen’s participation will be emphasized in all aspects of water supply • and sanitation planning, implementation, management, operation and maintenance. Men will be encouraged towards effective management of water supply and sanitation through education and awareness building programs in effective use of water and sanitation servicesAll urban water supply and sanitation projects will be required to • prepare social maps to adequately identify urban poor and vulnerable groups requiring special assistance to avail the services. Adequate strategic measures, like Output Based Aid, will be implemented to ensure that such groups are not systematically devoid from benefitting from the servicesAdequate consultations shall be made by the Users Committee • with such identified vulnerable groups during tariff setting and their concerns as well as measures for relief will be duly considered during setting of the tariff at the local levelTo the extent possible, a demand responsive approach will be taken • in the selection, planning, design and implementation of water supply and sanitation schemes. This will involve extensive consultations with potential users to understand existing systems, identify technology and service preferences and present range of technology and cost options available. Measures will be implemented to ensure their involvement in program formulation and implementation levels together with their effective capacity development

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Table 2 (from ‘Sectoral Perspective on Gender Equality and Social Inclusion: Making It Happen, 2010)

Programme / Donor GESI Project Components

RURAL WSSCBWSSP/Asian Development Bank

Socio-economic profile disaggregated by gender and caste/ethnicity.• Participatory well-being ranking of households to identify the poor• Affirmative action for user committees (50% women and proportionate • representation of caste/ethnic groups).Orientation and training on Gender, Caste and Ethnic (GEC) approach • to communities and project staff.Subsidies for 10% of poorest HH (50% of daily labour rate for labour • contribution) based on participatory well-being ranking.Paid technical jobs for women (male and female sanitation masons and • village maintenance workers)Sanitation subsidies for 10% of poorest and revolving fund for others.• NFE classes for women.• Linkages established between women’s groups and other development • programmes for IGAs.M&E system includes disaggregated data by gender, caste/ethnicity.• Skill development training to sanitation mason and VMW for generating • employment

RWSSP Fund Board (FB)/World Bank

Socio-economic profile disaggregated by gender and caste/ethnicity.• Participatory well-being ranking of households to identify the poor• Priority to local or women NGOs with inclusive staff composition and who • can speak IP local languages. Affirmative action for user committees (33% women and encourage • female treasurer; no requirement of proportionate representation of caste/ethnic groups).Gender sensitisation training• HSE for in and out-of school children and both women and men.• Subsidies for poor (50% of daily labour rate for labour contribution) based • on participatory well-being ranking.Paid technical jobs for women• Sanitation revolving fund for 25% of households• Subsidies for transport costs (beyond one day’s walk)• Livelihood programme for women to provide access to skill development, • financial services and market linkage (i.e. WTSS).Information dissemination about project policy, working modalities, • etc. translated into nine different IP languages. Radio communication programmes in IP languages (currently only in Nepali language).NFE classes for women, especially from excluded groups.• M&E system includes disaggregated data by gender, caste/ethnicity.• Social accountability pilot.•

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Annex 2-B


NEWAHPriority to proposals which have ultra poor and excluded groups as • target.Socio-economic profile disaggregated by gender and caste/ethnicity.• Participatory well-being ranking of households to identify the ultra poor• Priority to local or NGOs with inclusive staff composition.• Affirmative action for user committees (50% women and proportionate • representation of caste/ethnic groups; 50% women in key positions).Gender sensitisation training• Subsidies for ultra poor (50% of daily labour rate for labour contribution) • based on participatory well-being ranking.Paid technical jobs for women.• Support mechanism for ultra poor for sanitation. • Graded rate system for O&M.• HSE for in and out-of school children and both women and men.• Provision of support for transport costs in remote areas.• Social audits and community scorecards.• M&E system includes disaggregated data by gender, caste/ethnicity.•

RVWRMP /Governments of Finland and Nepal

Remoteness is one criteria for project selection.• Socio-economic profile disaggregated by gender and caste/ethnicity.• Participatory well-being ranking of households to identify the poor• Key mass meetings must have a quorum of 2/3 of HHs present and 50% • women.Separate women and men’s groups for social and resource mapping • and needs identification exercise.Affirmative action for user committees (50% female members and • proportionate representation of excluded groups) and minimum of one female in key position.Separate meetings for women and men to select their UC • representatives.Separate meeting for women to decide the location of the tap stands. • At least one woman from each HH is mandatory.33% of the paid jobs reserved for women. • 50% of the paid jobs reserved for the ultra poor and excluded groups.• Priority to women and excluded groups for skilled training opportunities.• HSE for in and out-of school children and both women and men.• Public hearings and public audits to include proportionate representation • of women and excluded groups and representation of 2/3 of HHs.M&E system includes disaggregated data by gender, caste/ethnicity.•

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URBAN WSSSTWSSSP/Asian Development Bank

Socio-economic profile disaggregated by gender and caste/ethnicity.• Poverty mapping of service area through participatory well-being • ranking.Performance-based subsidies to ensure WSS services to the poor.• Affirmative action for user committees (33% female members and • minimum of one female in key position.Priority to women for paid positions (e.g. health motivators, sanitation • masons and maintenance caretakers).Recruitment of both male and female hygiene promoters.• Priority to local or women NGOs with inclusive staff composition.• One community mobiliser must be woman or from excluded groups.• Employment of poor skilled and unskilled men and women will be • encouraged in bidding and contract documents.Equal wages for men and women for work of equal value.• 50% women in sanitation and solid waste management programmes.• Pro-poor tariff (within 5% of monthly income for poor HHs).• Development of GESI Implementation Plan for each subproject.• Social audits to involve excluded groups and other local committees (e.g. • Gender Mainstreaming Coordination Committee) and organisations.Compensation measures (i.e. resettlement needs) for vulnerable • groups.M&E system includes disaggregated data by gender, caste/ethnicity.•

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Annex 2-B

Table 3: Measures to mainstream GESI at the project level (from ‘Sectoral Perspective on Gender Equality and Social Inclusion: Making It Happen’, 2010)

Activities Measures necessary for mainstreaming GESI in the project cycle

Project Phase: Planning/ Preparation/ Pre-DevelopmentIdentification of barriers

Project Request Map which wards/settlements have WSS facilities in joint consultation with • the Integrated Planning Committee of the VDC, FEDWASUN and through representative consultations with communities. Use PRA/RRA tools like poverty pocket mapping to identify high-priority areas.As the excluded have less access to traditional information flow, local • women’s and excluded-group organisations must be mobilised to reach the poor and excluded for the initial application phase.The process of making an application for a system needs to be facilitated for • the poor, excluded groups and women.

Design and planningFeasibility Study/Social Mapping

Information to locals about the feasibility study and social mapping is • necessary, and facilitators who can speak in local languages can ensure that communication is clear for all.Information needs to be provided in writing and widely distributed, as oral • communication can be distorted or forgotten and can otherwise build dependence on powerful educated community members. Even those who cannot read have someone in their household who can read it for them.Pre-feasibility survey criteria should include gender and social-inclusion • criteria.It is essential to recognise the caste/ethnic, region, religion and gender-• differentiated issues, and the existing power dynamics, which impact access to resources and benefits.The feasibility team must have a common understanding on GESI before • they start work, and feasibility instruments to be reviewed from a GESI perspective.Social mapping must list caste/ethnic identity of each household within the • proposed scheme, to ensure that no settlement is left out. This also provides a baseline to assess proportionate representation on the WUSC. Conduct participatory well-being ranking to identify the poorest and most • excluded, and to ensure that subsidy and other support reach the correct households. In addition, effective advocacy by the SOs and change agents in the community needs to be promoted to increase understanding of and support from the better off households for pro-poor targeted subsidies.

Partner/SO Selection

Criteria in selection of SOs must include demonstrated experience on • addressing GESI issues, while added attention should be given to staff diversity and knowledge of local languages.Award new projects based on evaluation of previous GESI performance.•

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Activities Measures necessary for mainstreaming GESI in the project cycleSelection of Community or Social Mobiliser (CM/SM)

CM/SM to be local and reflecting sex and caste/ethnic diversity of the • district/VDC. Selection process should be transparent and done through a committee with • representation of DDC/VDC, all party mechanisms and WSS-sector actors.Capacity building of social mobilisers to include GESI concepts and skills • building.

Social Mobilisation Process

Social-empowerment approaches (i.e. REFLECT, Appreciative Inquiry) that • build the capacity of women and excluded groups for social action against identified issues should be in-built in the process of mobilisation.

Water and Sanitation User Committee Formation

WUSC to reflect population and socio-economic diversity of the catchment • area/VDC, and 50% women representation (including at least two key posts, one of whom should be from an excluded caste/ethnic group).Separate meetings for women and men to select their UC representatives.• Set quorum for meeting to select user-committee members.•

WUSC Trainings Trainings arranged at suitable time and venue for women and poor, using • appropriate methodology and language.Training content to include gender and inclusion aspects of WSS and related • responsibilities of WUSC.Translate relevant project documents, manuals, IEC materials and procedures • in the local language(s).

Health, hygiene and sanitation

A commonly applied GESI-sensitive national-level support mechanism policy • (for the poorest, socially excluded and people with disability)) with adequate resources to guide the sector.Ensure all services and facilities (both software and hardware) are child, • gender and disabled friendly.Localised BCC materials are necessary in local languages. • Develop appropriate interventions to address women and girls’ specific • health-related issues arising out of poor access to WSS; priority should be given to address norms that limit access to WSS facilities in relation to reproductive-health issues.Include HIV/AIDS awareness in health and hygiene package, especially in • districts with more at-risk population.Include community specific health, hygiene and sanitation topics in hygiene • and sanitation programme such as reproductive health, nutrition, etc.Use socio-economic and geographically appropriate tools and methods for • hygiene promotion.

Project Phase: Implementation/ConstructionWater Supply Separate meetings for women, the poor and excluded to decide location of •

tap stand/tube well (at least one women from each HH, mandatory).Disability-friendly designs: building appropriate handrails and height of • surrounding well or tap can improve accessibility for physically impaired people.

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Annex 2-B

Activities Measures necessary for mainstreaming GESI in the project cycleProject Meetings Agenda of meetings to be useful for women, poor and excluded too; •

meetings to be held at times convenient for those with high work burden, and short as possible to save time.Set quorums (of women and excluded groups) for key community meetings, • and postpone when not met.

Construction, Technical Jobs and Trainings

Ensure work conditions that are conducive to women and excluded groups • (e.g. equal wage rates, toilet and child-care facilities).If special payments are given to the very poor who are giving their labour, • make sure that this is administered in a transparent way, and possibly make this subject to public audit.Ensure construction and trainings are scheduled with consideration of • agricultural and seasonal labour demand.Ensure paid jobs are socially appropriate and compatible with women’s • responsibilities.

Project Phase: Post-ConstructionAccountability Tools

Mainstream local citizen-engagement tools to improve transparency, • accountability and governance.

O&M Ensure participation of women, poor and excluded in O&M committees.• Provide additional support for women and excluded groups if they are • involved in O&M activities (i.e. leadership, management, technical training).

IGA/ Livelihood/SC Link sanitation programmes with micro-finance institutions and savings groups • to increase opportunity to access affordable financing for sanitation. Go beyond just starting up savings-and-credit groups, and ensure that these • IGA programmes are designed and managed in accordance with best practices. Identify ways to link community with income generation, literacy, agricultural • promotion and other activities to support an integrated approach to poverty reduction and empowerment.

At national level, steps recommended include (ADB, 2010):

Analyse existing power relations, and the formal • and informal institutions that enforce and perpetuate social and economic inequalitiesSupport and strengthen GESI at policy level so • overarching guidance from the Government is in placePromoting diversity in service providers so more • women and excluded groups are attracted to work in the sector for example, childcare or

flexible timingsDevelop skilled service providers to deliver • GESI-sensitive servicesJob descriptions to integrate GESI related • tasks and strengthening government and programme staff to address GESI issuesMechanisms to encourage greater downward • accountability need to be strengthenedGRB and GESI budgeting to identify GESI • related activities to be budgetedObjectives and indicators need to be •

78


disaggregated by gender and caste/ethnicityUniform MIS and disaggregated data• Monitoring and reporting formats need to be • disaggregatedCommunity monitoring and social-• accountability mechanisms should be institutionalised within the M&E system

Summary of GESI Cross Cutting Sub-theme

The Way Forward: Recommendations

Many sector actors have made tremendous efforts to recognize and respond to gender, equity and social inclusion (GESI) issues. Below is a table demonstrating recommended measures for mainstreaming gender equality and social inclusion at national/policy level and program level. GESI is one of the themes which is recently identified. A team of professionals working in different organizations/institutions have involved in GESI related issues, the team discussed and put forward the recommendations in preparation for the JSR.

Key Issues:

Policy Related

Lack of harmonize and mainstreaming GESI • policy and strategy in WASH and related sectorGESI is not the priority concern of the policy • compliance of the top decision makers No GESI friendly job is specific mention in the • ToR of the official concernGESI work is still unnecessary burden in practice • in all WASH related institutions No mandatory provision of collecting • disaggregated data in project planning to M&E

No clear provision is linked with the GESI • outcome and resource allocationNo clear policy inducement to attract private • sector for GESI friendly interventionsNo clear cut policy/strategy for pre and post • open defecation free cluster of village or VDC etcLack of sensitivity or lack of policy compliance • on 50% women representation in WUSC

Program Related

No clear provision of including GESI at all • stages of program.Lack of disaggregated data collection as • milestone of the program.No specific criteria/guidelines in selection • of contractors and private sector service providers those who are GESI friendly.Lack of or poor understanding GESI issues and • practical guidelines to develop capacity of WUSCs and local government bodies. Lack of users’ friendly sensitivity of water supply • and public toilet facilities. Insufficient information materials in local • languages.No arrangement for separate meetings for • women to select their WUSC representatives.

Recommendations

Formulate sectoral GESI mainstreaming policy/1. strategy with operational guidelines in WASH and formation of GESI task force at national level Establish mechanism to prioritize and 2. mainstream GESI at all levels with the linkage of resources, personnel and GESI performance align with the top level accountability Conduct policy and institutional assessment 3. for GESI (Causes and consequences of exclusion) Upgrade disintegrated GESI related data with 4. MIS and identify indicators and outcome Incorporate GESI friendly accountability for all 5. public and private sectors and interventions.

Annex 2-B

79


Gender Equity and Social Inclusion (GESI)

SN Agency Name

1 RWSSFDB Tika P. Adhikari [email protected]

2 Small Town Puspanjali Rana [email protected]

3 Small Town Roshan Subedi [email protected]

4 RVWRMP Uma Shankar Sah [email protected]

5 NSSW/GWA Pranita Bhushan Udas [email protected]

6 NRCS Tara Bhattrai [email protected]

7 SNV Manju Tuladhar [email protected]

8 MoPPW Binu Bajracharya [email protected]

9 SEIU Dinesh Adhikari [email protected]

10 Unicef Anna M Guiney [email protected]

Annex 2-B

80


Annex 4-AFi

nanc

ial r

equi

rem

ent t

o m

eet

univ

ersa

lac

cess

by

2017

Dist

ricts

Proj

ecte

d po

p in

20

17

wat

er

cove

rage

in

200

9

sani

tatio

n co

vera

ge

in 2

009

Tota

l wat

er a

nd

sani

tatio

n co

st fr

om

2010

to 2

017

in R

s.

Per a

nnum

cos

t re

quire

d fo

r wat

er

and

sani

tatio

n in

Rs.

Per a

nnum

in

vest

men

t tre

nd

Gap

in p

er

annu

m

inve

stm

ent

% im

prov

emen

t re

quire

dRe

mar

k

Ach

ham

305,

193

88

19

451,

423,

556

64,4

89,0

79

48,9

85,1

92

15,5

03,8

87

32

Arg

hakh

anch

i 2

72,8

47

83

46

406,

419,

292

58,0

59,8

99

105,

015,

020

(46,

955,

121)

-45

serv

ice

leve

l upg

rad

e

Bagl

ung

352,

946

7859

58

0,39

5,10

3 82

,913

,586

8

9,07

0,70

7 (6

,157

,120

)-7

serv

ice

leve

l upg

rad

e

Baita

di

309,

463

9026

40

9,06

3,15

7 58

,437

,594

57

,756

,869

68

0,72

5 1

Bajh

ang

223,

907

5814

71

5,06

7,83

8 10

2,15

2,54

8 34

,453

,006

67

,699

,543

19

6

Baju

ra*

144,

579

8711

23

5,77

0,00

0 33

,681

,429

20

,396

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13

,284

,723

65

Bank

e55

4,20

8 91

36

64

7,18

1,93

4 92

,454

,562

40

,679

,687

51

,774

,875

12

7

Bara

799,

104

89

19

1,15

6,69

6,75

7 16

5,24

2,39

4 43

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,671

12

1,52

1,72

3 27

8

Bard

iya

541,

946

82

39

869,

332,

156

124,

190,

308

28,6

83,9

61

95,5

06,3

47

333

Bhak

tapu

r 3

16,5

22

92

87

188,

329,

799

26,9

04,2

57

41,3

05,7

71

(14,

401,

514)

-35

serv

ice

leve

l upg

rad

e

Bhoj

pur

248,

227

67

37

614,

578,

528

87,7

96,9

33

35,3

78,6

59

52,4

18,2

74

148

Chi

taw

an67

0,79

9 85

83

67

3,83

8,96

0 96

,262

,709

59

,100

,886

37

,161

,822

63

Dad

eld

hura

169,

496

78

43

309,

470,

670

44,2

10,0

96

31,5

65,0

23

12,6

45,0

73

40

Dai

lekh

302,

547

56

20

990,

838,

575

141,

548,

368

55,1

53,1

08

86,3

95,2

60

157

Dan

g65

1,05

4 69

44

1,

482,

485,

669

211,

783,

667

68,3

83,2

17

143,

400,

450

210

Dar

chul

a16

3,46

2 80

16

31

7,08

2,34

1 45

,297

,477

53

,760

,677

(8

,463

,200

)-1

6se

rvic

e le

vel u

pgra

de

Dha

din

g45

7,29

0 79

51

75

2,29

0,30

8 10

7,47

0,04

4 69

,474

,977

37

,995

,067

55

Dha

nkut

a21

6,50

3 76

49

39

6,44

5,31

3 56

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41

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15

,424

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37

Dha

nusa

913,

777

75

24

1,97

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0,67

7 28

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7,24

0 40

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24

1,09

5,52

2 59

3

Dol

akha

*27

0,67

6 81

48

42

1,25

3,03

2 60

,179

,005

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,010

,777

18

,168

,228

43

Dol

pa*

39,3

03

70

18

98,9

33,3

89

14,1

33,3

41

16,8

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29

(2,7

39,2

87)

-16

serv

ice

leve

l upg

rad

e

Dot

i28

2,37

5 80

23

53

2,73

8,93

5 76

,105

,562

70

,729

,771

5,

375,

792

8

Gor

kha

375,

181

70

44

836,

128,

892

119,

446,

985

66,1

99,4

91

53,2

47,4

94

80

Gul

mi

380,

977

78

67

597,

117,

471

85,3

02,4

96

43,8

57,2

00

41,4

45,2

96

95

81


Dist

ricts

Proj

ecte

d po

p in

20

17

wat

er

cove

rage

in

200

9

sani

tatio

n co

vera

ge

in 2

009

Tota

l wat

er a

nd

sani

tatio

n co

st fr

om

2010

to 2

017

in R

s.

Per a

nnum

cos

t re

quire

d fo

r wat

er

and

sani

tatio

n in

Rs.

Per a

nnum

in

vest

men

t tre

nd

Gap

in p

er

annu

m

inve

stm

ent

% im

prov

emen

t re

quire

dRe

mar

k

Hum

la53

,990

48

26

19

5,70

7,10

1 27

,958

,157

24

,049

,517

3,

908,

640

16

Ilam

385,

324

68

68

807,

425,

856

115,

346,

551

69,3

49,3

60

45,9

97,1

91

66

Jaja

rkot

179,

614

77

25

364,

586,

110

52,0

83,7

30

37,2

33,6

95

14,8

50,0

35

40

Jhap

a *

904,

602

81

57

1,33

5,42

3,76

6 19

0,77

4,82

4 78

,906

,854

11

1,86

7,97

0 14

2

Jum

la*

118,

736

88

37

154,

498,

801

22,0

71,2

57

15,3

76,1

21

6,69

5,13

6 44

Kaila

li92

5,90

1 89

39

1,

151,

171,

307

164,

453,

044

65,9

65,9

54

98,4

87,0

90

149

Kalik

ot*

140,

976

79

22

274,

945,

418

39,2

77,9

17

36,2

34,5

03

3,04

3,41

4 8

Kanc

hanp

ur56

5,16

4 82

34

93

6,90

1,65

9 13

3,84

3,09

4 43

,033

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90

,809

,339

21

1

Kapi

lbas

tu67

5,09

0 81

22

1,

244,

371,

350

177,

767,

336

26,4

26,3

21

151,

341,

015

573

Kask

i53

3,58

5 92

87

29

8,51

3,46

1 42

,644

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71

,427

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(2

8,78

2,34

6)-4

0se

rvic

e le

vel u

pgra

de

Kath

man

du

1,70

7,90

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94

75

5,31

9,83

6 10

7,90

2,83

4 71

,213

,363

36

,689

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Kavr

epal

anch

ok51

3,69

1 82

71

67

3,48

5,76

4 96

,212

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(3

,424

,379

)-3

serv

ice

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l upg

rad

e

Khot

ang

290,

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18

628,

495,

243

89,7

85,0

35

41,3

94,9

59

48,3

90,0

76

117

Lalit

pur

476,

349

89

84

361,

685,

398

51,6

69,3

43

74,5

12,9

89

(22,

843,

647)

-31

serv

ice

leve

l upg

rad

e

Lam

jung

232,

003

89

56

241,

643,

141

34,5

20,4

49

49,9

58,0

65

(15,

437,

616)

-31

serv

ice

leve

l upg

rad

e

Mah

otta

ri76

1,19

7 78

17

1,

579,

842,

074

225,

691,

725

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40,4

61

187,

951,

264

498

Mak

wan

pur

537,

590

72

48

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3,43

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8 68

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9

0,77

3,15

1 13

2

Man

ang

16,1

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96

46

12,2

94,7

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8 15

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(1

3,25

5,45

3)-8

8se

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de

Mor

ang

1,15

7,23

6 86

46

1,

540,

002,

847

220,

000,

407

121,

311,

175

98,6

89,2

32

81

Mug

u*59

,212

81

24

10

6,77

6,13

0 15

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,733

23

,898

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(8

,644

,466

)-3

6se

rvic

e le

vel u

pgra

de

Mus

tang

18,5

82

82

41

29,3

31,1

39

4,19

0,16

3 17

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,038

(1

3,42

1,87

5)-7

6se

rvic

e le

vel u

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de

Mya

gdi

148,

810

86

48

195,

236,

302

27,8

90,9

00

31,7

35,7

94

(3,8

44,8

94)

-12

serv

ice

leve

l upg

rad

e

Naw

alpa

rasi

786,

283

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7,38

1,28

9 15

9,62

5,89

8 40

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1,88

6 29

7

Nuw

akot

381,

836

78

31

733,

972,

411

104,

853,

202

73,3

02,8

10

31,5

50,3

92

43

Okh

ald

hung

a20

2,38

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52

29

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8,36

2 42

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41

,440

,041

81

2,58

2 2

Palp

a34

8,88

9 82

53

51

2,09

0,25

8 73

,155

,751

11

2,24

8,97

2 (3

9,09

3,22

0)-3

5se

rvic

e le

vel u

pgra

de

Panc

htha

r26

4,87

8 68

63

57

0,09

5,16

5 81

,442

,166

34

,018

,896

47

,423

,271

13

9

Parb

at20

1,18

5 88

75

18

4,14

9,22

6 26

,307

,032

53

,716

,482

(2

7,40

9,45

0)-5

1se

rvic

e le

vel u

pgra

de

Pars

a70

7,52

0 80

25

1,

311,

105,

826

187,

300,

832

38,7

78,6

60

148,

522,

173

383

Pyut

han

286,

710

89

21

406,

319,

170

58,0

45,5

96

29,1

71,4

85

28,8

74,1

10

99

Annex 4-A

82


Dist

ricts

Proj

ecte

d po

p in

20

17

wat

er

cove

rage

in

200

9

sani

tatio

n co

vera

ge

in 2

009

Tota

l wat

er a

nd

sani

tatio

n co

st fr

om

2010

to 2

017

in R

s.

Per a

nnum

cos

t re

quire

d fo

r wat

er

and

sani

tatio

n in

Rs.

Per a

nnum

in

vest

men

t tre

nd

Gap

in p

er

annu

m

inve

stm

ent

% im

prov

emen

t re

quire

dRe

mar

k

Ram

echh

ap27

4,67

4 79

31

51

0,31

2,04

6 72

,901

,721

50

,615

,203

22

,286

,518

44

Rasu

wa

60,3

87

89

42

70,7

21,1

63

10,1

03,0

23

22,3

78,7

29

(12,

275,

706)

-55

serv

ice

leve

l upg

rad

e

Raut

ahat

769,

702

74

18

1,76

1,17

4,38

9 25

1,59

6,34

1 41

,651

,597

20

9,94

4,74

4 50

4

Rolp

a27

7,72

7 76

20

59

0,37

2,07

7 84

,338

,868

48

,508

,444

35

,830

,425

74

Ruku

m25

4,32

7 79

20

50

0,35

8,17

1 71

,479

,739

52

,608

,328

18

,871

,411

36

Rupa

ndeh

i1,

018,

302

92

49

987,

973,

536

141,

139,

077

64,1

54,0

78

76,9

84,9

98

120

Saly

an *

283,

090

57

16

911,

527,

988

130,

218,

284

38,8

00,2

48

91,4

18,0

36

236

Sank

huw

asab

ha20

5,43

6 80

53

32

2,22

9,19

1 46

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,742

27

,557

,444

18

,475

,298

67

Sapt

ari

773,

718

72

19

1,82

3,71

5,19

9 26

0,53

0,74

3 31

,115

,107

22

9,41

5,63

6 73

7

Sarla

hi88

7,11

8 81

17

1,

661,

533,

952

237,

361,

993

34,9

16,9

44

202,

445,

049

580

Sind

huli*

383,

472

62

21

1,12

2,04

0,13

7 16

0,29

1,44

8 68

,459

,606

91

,831

,842

13

4

Sind

hupa

lcho

k*40

3,95

9 81

32

70

5,73

1,01

7 10

0,81

8,71

7 53

,014

,897

47

,803

,820

90

Sira

ha*

782,

972

72

18

1,86

2,00

4,30

9 26

6,00

0,61

6 35

,324

,185

23

0,67

6,43

1 65

3

Solu

khum

bu13

7,96

1 77

40

26

0,56

9,63

4 37

,224

,233

28

,178

,450

9,

045,

783

32

Suns

ari

897,

238

78

51

1,56

4,18

1,49

8 22

3,45

4,50

0 48

,804

,929

17

4,64

9,57

1 35

8

Surk

het *

401,

501

77

37

760,

042,

643

108,

577,

520

63,8

68,5

07

44,7

09,0

13

70

Syan

gja

400,

596

79

68

607,

605,

789

86,8

00,8

27

93,8

20,6

50

(7,0

19,8

23)

-7se

rvic

e u

pgra

de

Tana

hu41

7,61

4 82

57

59

0,86

7,99

8 84

,409

,714

62

,523

,995

21

,885

,719

35

Tapl

ejun

g17

3,82

1 71

54

35

8,91

5,77

0 51

,273

,681

34

,280

,794

16

,992

,888

50

Terh

athu

m14

4,28

5 91

58

13

4,66

2,26

6 19

,237

,467

44

,703

,800

(2

5,46

6,33

4)-5

7se

rvic

e le

vel u

pgra

de

Uday

apur

403,

879

64

26

1,10

8,42

2,69

2 15

8,34

6,09

9 63

,847

,553

94

,498

,546

14

8

Tota

l31

,896

,313

53

,005

,206

,448

7,

572,

172,

350

3,75

7,18

0,40

6 3,

814,

991,

944

102

Annex 4-A

83


Sector financing by Agencies for the period 2004-2010

Agencies Total for 2004-10 Percentage

1. DWSS 13,498,326,122 68

a. CBWSSP 10,386,363,607 52

b. Small Town 3,111,962,515 16

2. DoLIDAR 3,848,142,818 19

3. RWSSFDB 2,642,315,895 13

Total on budget 19,988,784,836 100

Total budget in district 22,543,082,434

Off budget amount 2,554,297,598

Annex 4-B


Inst

itutio

nal M

appi

ng, R

ole

and

Resp

onsi

bilit

ies

Proj

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The implementation status of the post–SACOSAN III activities is:

Development of the Sanitation and Hygiene • Master Plan, the Steering Committee for National Sanitation Action (SCNSA) has been completed and the final draft was submitted in 2010 and it is in the process approval.Development of Master Plan Implementation • Guidelines: with the assistant of UN agencies the Guidelines on Total Sanitation has been developed in line with Master Plan. Formulation of Urban Water Supply and • Sanitation Policy-2009 has been completed by MoPPW in 2009. Assessment and documentation of International • Year of Sanitation (IYS)-2008 activities: SCNSA, DWSS and IYS-2008 Desk has been set up. A Compendium of the International Year of Sanitation Initiatives in Nepal has also been

Implementation status of the post-SACOSAN III

Annex 7-A

developed and disseminated. .The database on water supply and sanitation • special focus on coverage and functionality has been collected and disseminated by NMIP in 2010.Preparatory work for the assessment of the • School Led Total Sanitation (SLTS) will be completed during 2011.The annual program on sanitation has been • intensified through the government’s stand-alone sanitation program as well as by other stakeholders along with their regular program.A media strategy on sanitation: the Master Plan • has also been indicated it but the strategy has yet to be developed.Follow-ups of SACOSAN declaration (Two Inter • Country Working Group Meetings) have been held in India (2009) and Sri Lanka (2010).


Joint Field Visit Report

BackgroundThe First Joint Sector Review (JSR) of the Water and Sanitation Sector was conducted in Nepal in May 2011. Its primary intention was to assess the issues of the sector as well as to set directives for the future by building a common understanding among all stakeholders. The Water and Sanitation Sector is characterised by poor coordination between stakeholders, such as duplication of work, and differing objectives and activities by various actors. The first JSR is based mainly on information gleaned from secondary sources.

In order to verify the secondary information prior to the JSR, field visits to assess programs in model districts were planned with four different groups comprising of representatives from the institutions in this sector. The focus of the visit was to assess the different implementation models by the different actors in the sector. The field visit helped illustrate the realities and challenges on the ground including implementation, the ongoing status of various projects within the sector, bottlenecks and expectations from community members.

Objective The overall goal of the field visit was to assess ground realities. The specific objectives were:

Collate key learning processes related to • planning, implementation, monitoring and evaluation.

Assessment of the challenges and obstacles • that hinder programme execution.

Compile information on the expectations of • communities, including the essential support currently provided by the sector agencies, local bodies and civil society.

Field visit team: Group A: Eastern Region - Panchthar and 1. Sunsari districts.

Group leader Andreas Knapp – Chief of WASH, UNICEF

Group B: Central and Western Regions - 2. Chitwan and Tanahun districts.

Group leader Nanda B Khanal, SDE/SEIU/MoPPW

Group C: Mid Western Region - Rukum, Salyan, 3. Dang, and Banke districts.

Group leader Abadh Kishor Mishra, RD/DWSS

Group D: Far Western Region - Doti and Kailali 4. districts.

Group leader Bhanu Narayan Shrestha, RD/DWSS

Group A travelled to the Eastern Region’s Panchthar district on 6 February 2011 and returned to Sunsari district on 12 February 2011. The team comprised of five representatives from organisations involved in water supply and sanitation.

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Group : ADistricts Visited : Panchthar & Sunsari

Table 1. Descriptions of Group A

S.N. Name Designation Organization

1 Mr. Andreas Knapp WASH Chief UNICEF2 Mr. Rajendra Shrestha Portfolio Manager RWSSFDB3 Mr. Tri Ratna Manandhar Representative NGO Forum4 Mr. Janak Giri Representative FEDWASH5 Mr. Hera Kaji Maharjan Engineer SEIU/MoPPW

The visiting team was supported by Mr. Raj Kumar Chaudhary of WSSSDO-Panchthar, Mr Sundar Lama of UNICEF, and Mr. Rudra Adhikari of Nepal Red Cross Society, Panchthar.

Table 2. List of field activities completed by Group A

Agency represented: MoPPW/DWSS, UNICEF, RWSSFDB, NGO-Forum, Fed WASH

7th Feb (Magh 24)Ktm –Biratnagar (Air plane)Drive to Panchthar (UNICEF vehicle)

8th Feb (Magh 25)Panchthar DWSSCC meeting in DDC hall Field visit and project observation in Panchthar • Sumnima Water supply project.

9th Feb (Magh 26)

• Liwacho Khola W/S project in Phaktep VDC (RWSSFDB)• Sarang Danda W/S project at Saptami Bazaar (WSSDO ongoing)

10th Feb (Magh 27)

• Drive to Panchthar by UNICEF vehicle• Project Observation• Sainik Basti W/S scheme at ward number eight, Satasidham VDC in Jhapa District

11th Feb (Magh 28)

• Meeting with Sunsari DWSSCC in WSSDO meeting hall• Itahari Small Town Water Supply and Sanitation sector project (DWSS)

12th Feb (Magh 29) Flight Biratnagar – Kathmandu

Field Findings: Field activities were assessed according to the checklist. Upon arrival, all team members shared the checklist and clarified the points and agreed to follow the methodology prescribed in the checklist.

I. District - PanchtharThe meeting was conducted by the District Water Supply and Sanitation Coordination Committee (DWSSCC) in the DDC meeting hall at 10:30 am on 8th February. Acting Local Development Officer (LDO) and Chairman of the DWSSCC Mr. Bhola


Annex 9-A

Nath Guragain chaired the meeting. WSSSDO/Secretary of DWSSCC Mr. Raj Kumar Chaudhary highlighted the objectives of the meeting and Mr. Hera Kaji Maharjan (SEIU) highlighted the objectives of the field visit. Majority of sector actors were present at the meeting. Group members made queries about coordination during planning, project/programme selection, implementation and monitoring.

Following issues were identified:

The LDO and WSSSDO were aware about 1. government targets for achievement of universal water supply and sanitation coverage.

They were enthusiastic to improve the water 2. supply and sanitation status and also to improve coverage to remote areas. However, the major concern was how to reach populations in remote areas, because until now most of the agencies have only been focusing on easily accessible areas.

DWSSCC realised the need for a sector 3.

database in order to plan better. The basic principle for selection of a project is to incorporate the District Development Plan (DDP) that is demanded by the community, political parties and which follows the 14-point planning process approved by the district assembly. Since WASH agencies and Community Based Organizations (CBOs) are not involved in ward and VDC level planning exercises, there are less specific guidelines for planning in this sector.

Some agencies request to establish their own 4. selected projects, which are not in the DDP long-list.

Major problem for WSSSDO projects is the 5. limited yearly budget and increasing number of projects every year. Because of a limited budget WSSSDO projects take longer to start. Also, projects begun in the previous year are not up and running because they have not been completed.

All agencies are eager to implement new 6. projects but not a single agency is addressing

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the rehabilitation and repair of past projects. Often, basic repairs and proper maintenance or rehabilitation or expansion is enough to deliver required services, but agencies implement totally new projects, which is not a wise decision and no one is responsible for its maintenance.

DWSSCC is ready to use NMIP data as baseline 7. information for the sector, but there is a need to further discuss this so that people can familiarise themselves with the data.

DWSSCC is committed to meeting the targets 8. for universal coverage and ready to contribute as required.

WSSSDO is preparing current status of existing 9. water supply and sanitation schemes in the district that need repair, maintenance and rehabilitation work.

Limited technical human resources hinder 10. capacity of DTO to handle all DDC programmes, because there are so many priority activities other than water and sanitation.

Field observation:Sumnima Water Supply and 1. Sanitation Project:

The sanitation activity for this project has been implemented through School Led Total Sanitation (SLTS) model with funding from UNICEF, and the

implementing partners are WSSSDO Panchthar and Nepal Red Cross Society (NRCS), Panchthar District Chapter.

As per the MOU, the hardware was provided by WSSSDO and the software part by NRCS. This is a gravity flow water supply system. The project was started in 2063 and completed in 2064.

Project size and field observation:

Thirty Households (HHs) in ward number nine • of Phidim VDC are being served (Rai, Tamang and Limbu). The project consists of one intake, one BPT, one ground RVT of 6m3 capacity, and 11 public taps. The source of the water is Pakhrinbari.

Water Users’ and Sanitation Committee • (WUSC) is active and meetings are held once every month. Of the nine members in the WUSC, four are women, including the treasurer. There is also a women’s representative from the Dalit community in the WUSC.

The team found that the functional status of the • project is good and all taps were functioning during the visit. The team also found that they had installed child friendly taps in the schools. There was no conflict in the source as reported in the meeting.

The management of operations and • maintenance systems is good. As reported in the meeting, NRs. 10/HH/month is being collected. The tariff is very low which only covers the salary for the VMW, which is only NRs. 200 per month. This means that the funds are inadequate if the scheme needs repair or extension to cover other HHs. One good indicator in this project is that there is a NRs 10,000 fund for tools and parts.

Mr. Rudra Bahadur Rai is the VMW and he is • paid NRs. 200.00 per month. The team felt this is very little and could discourage the VMW to leave anytime.


Annex 9-A

There were no latrines in the community prior • to the project. But now that all HHs in project area have latrines it was declared Open Defecation Free (ODF) on 2067/10/25. As reported, the trend of water borne diseases is decreasing, but there are reports of jaundice in the community.

The WUSC has no project related documents, • such as contract paper, design/estimate etc. It is helpful for the WUSC to have a contract paper with detailed financial breakdowns and complete design and estimates.

During project implementation, community • members contributed labour and helped deliver non-local materials from WSSSDO. The non-local materials such as pipes and fittings were procured by UNICEF and distributed through WSSSDO.

Women’s participation and leadership in • the WUSC is satisfactory. The community and members of WUSC feel empowered by operating this project.

The WUSC is not legally registered under the • Water Resource Act, 2049 with District Water Resource Committee. For maintaining legal status, it must be registered.

Sanitation situation in the project area is also • considered satisfactory. Sanitation campaign was organised through the SLTS approach and the project area was declared ODF in 2067/10/25. However seven HHs are still using a simple pit latrine.

2. Lichiwa Khola Water Supply and Sanitation Project:This project was funded by the World Bank and implemented by Rural Water Supply and Sanitation Development Fund Board (RWSSFDB). The team was briefed that the community approached NRCS for the project and NRCS requested the RWSSFDB for the same.


The project serves 184 HHS with a population • of 996 in ward numbers one, three, four, and nine of Phaktep VDC.

The project has two ground reservoirs of 10m3 • and 16 m3 capacities, one intake structure, one collection chamber, one cable crossing and 32 tap stands with platforms.

The team was told that the intake at the • Lichiwa Khola River has a leakage.

The project was started in 2064 Chaitra and • completed in 2066 Magh. Since the project is new, it is running well and the WUSC has three women in the 11-member committee, including the treasurer.

WUSC recruited Mr. Raj Kumar Chemjong as • the VMW for repair, maintenance and daily operation. He is paid NRs. 3000 per month and this is managed by collecting NRs 30/HH/per month as water tariff.

The project area was declared ODF in 2066 • but that is debatable. The environmental

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sanitation status is average because there is a school with 700 students nearby. The school has only one toilet and is used by teachers. Students defecate in the bushes just above the reservoir tank and school premises. ODF declaration is doubtful when there is no toilet in the school.

Water and sanitation related diseases are • decreasing but water quality aspect is being ignored. Community members use boiling as the Point of Use (PoU) drinking water treatment and are not interested in other PoU options. This could be due to lack of awareness of other options. The project was recently completed and intensive awareness programmes were conducted during planning and implementation phases, but impact of awareness activities is not visible in sanitation and water quality aspects.

3. Chuchchedhunga Sindhupauwa Water Supply and Sanitation ProjectThis project was implemented by the former District Water Supply Office, Panchthar with funding from Asian Development Bank to deliver water supply and sanitation service to 65 households (Limbu, Brahmin and Chhetri) of ward number one of Chokmagu VDC through 10 public tap stands. This is a gravity flow system. As reported by the WUSC Chairman, Mr. Raj Kumar Bhandari, the project was started in 2053 and completed in 2056.


It serves 65 HHs (Limbu, Brahmin and Chhetri) • through 10 public taps, one intake and one Ferro cement reservoir tank of 6m3 capacity.

The WUSC has 10 members, including two • women. The WUSC is not very active and meetings are seldom held. There is a new WUSC treasurer as the former one has migrated.

The project is partly functional because of • water depletion at the source. As reported

by the VMW and WUSC Chairman, the construction of a permanent irrigation canal upstream of the source is affecting water supply to this community. This is a serious concern and can jeopardize the system. Of the existing structures, RVT is fenced but damaged. No systematic water supply to the taps because broken pipes can be seen in many places. Silt deposits were also observed in the RVT. The project, which is relatively old, needs immediate repair and maintenance.

VMW Mr. Parshu Ram Aryal has been working • since 2065 after previous VMW left. He is not getting paid regularly because beneficiaries are not making regular payments for water. Aryal was trained in 2066 and he has some essential tools for repair, but no spare parts. As reported in the meeting the WUSC does try and collect maintenance fund of NRs. 56.00/Tap/month. Of the 10 taps, two are exempted because they cater to poorer members who cannot afford to pay.

Household latrine promotional activity • is very poor. There were hardly five or six permanent latrines and only a few other HHs have temporary pit latrines. Environmental sanitation condition of the community can be considered average. However, water borne diseases are decreasing as reported in the meeting. It indicates that using a latrine; even a pit latrine is better than not having any.

The WUSC has no project related documents, • such as contract paper, design/estimate. It would help the WUSC to have such a document with detailed financial breakdowns, design and estimates.

The WUSC is not legally registered under Water • Resource Act, 2049 with the District Water Resource Committee. For maintaining legal status, it must be registered. The water source is also not registered with the concerned local body.


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4. Saptami Water Supply and Sanitation Project:

The project was implemented by the District Water Supply Office, Panchthar with funding from the Asian Development Bank to deliver water supply and sanitation service for all households of Sarangdanda VDC (ward numbers one to nine) through 150 public tap stands. By technology, this is a gravity flow system. This project was started in the year 2055/56 and completed in 2058/59. It was handed over to the WUSC in 2059.

Field observation:

Six additional public taps will be added to the • Saptami water supply and sanitation project to cover 119 HHs of ward number eight of Saptami Bazaar. This rehabilitation project is funded by UNICEF and implemented by WSSSDO, Panchthar. This is being done because there is inadequate water supply from the old source for the rapidly growing population. The project rehabilitation was started from 2067/09/26 and will be completed by the end of Falgun, 2067. The project consists of two intakes, one RVT with 5-m3 capacity, one sedimentation tank and six public tap stands.

The WUSC has nine members, four of whom • are women, including one from the Dalit community. The WUSC is quite active because it has just started and meetings are held regularly. The community is mainly comprised of Limbu, Rai, Chhetri, Magar, Tamang, Bishowkarma and Pariyar families.

Since it is a new project, the community • members are active and eagerly awaiting completion. As reported in the meeting, a monthly water tariff of NRs. 20.00/HH is being collected. Previously it was NRs. 10.00/HH/month.

VMW Mr. Padam Bahadur Limbu has been • working voluntarily.

Household latrine promotional activity is • poor. As of field visit there were hardly eight or nine permanent latrines, and a few other households had temporary pit latrines although this is a local market area. The environmental sanitation situation of the community can be considered average.

The WUSC has no project related documents • such as contract paper, design and estimate. Due to this, they could not tell the visiting team about financial matters of the project. It would be helpful to have a contract paper with detailed financial breakdowns and design and estimate. It was reported that the WUSC was assigned responsibilities to procure materials such as cement and to manage skilled labourers. Pipes and fittings were procured by UNICEF and distributed through WSSSDO and delivered to the site by users. During project implementation, the communities contributed labour and helped deliver non-local materials from WSSSDO.

The WUSC has not been legally registered • under the Water Resource Act, 2049 with District Water Resource Committee. For maintaining legal status, it must be registered.

5. Sainik Basti Water Supply and Sanitation Project (Jhapa District)

The team visited the project on 10th February 2011 in Jhapa District. The project is in ward number eight of Satasidham VDC. It is serving 182 HHs with a population of 1104 through 12 private taps and 49 public taps. All the taps are connected to a water metre. The major components of the project are one deep tube well, one overhead tank of 25 m3 capacity, three connection chambers, 61 tap stands, one crossing and two school toilets.

There was a 20-year-old project in the area that is not functional due to depletion of water sources, which was also polluted by a landslide. The community had requested different

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government agencies such as DDC and WSSDO for the project but it never materialised. Finally, the community approached the Rural Water Supply and Sanitation Fund Development Board (RWSSFDB) through a local NGO named Gramin Janabikas Kendra (Rural People Development Centre, RUPEDEC). After the study, the RWSSFDB accepted the project, as it seemed feasible for technical, social and economical reasons. After completing the development phase contract, a tripartite implementation contract was also drawn up between the community, the NGO (RUPEDEC) and the Board. The project was completed in June 2010.

Field findings:Of the 13-member WUSC, four are women. • As observed in the field, the WUSC is active since it is a new project and meetings are held regularly.

Being a new project, the community people • are active and aware about the project. As reported in the meeting, a monthly fee of NRs. 60/HH for private taps and NRs. 50/HH for public taps is being collected every month.

Since the project is a combination of pumping • and gravity, the project is affected by power cuts. Due to this, the project is not functioning as per design because there is no system to provide backup power.

It is interesting to note that all taps, even public • ones are metered. The project is collecting NRs. 8250 per month.

Mr. Khadga Bahadur Yonghang is the VMW • and receives NRs. 3200 as remuneration. He was provided on the job training by technical staff of the implementing NGO.

Environmental sanitation is good because • more than 90% households have toilets. Of these, 75% have permanent toilets and the rest have pit latrines. Ten per cent of the population does not have latrines.

The community has a plan to declare their area • Open Defecation Free (ODF) and activities are ongoing but difficult to complete due to in-migration into the project area. They promised the visiting team they would like to gain ODF status within the next six to eight months.

During the visit, the team observed that •


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the electric and window panels were not completed and the team requested the WUSC members to complete these as soon as possible.

The team was informed that after completion • of the project, a formal letter was sent to the DDC by the implementing NGO but the actual components of the project, design and what was actually constructed, was never disclosed. No documents related to the project were handed over to DDC/WSSSDO, which means there might be problems in case some support work is needed later.

•

2. Sunsari District:The meeting was conducted on 11th February by DWSSCC in WSSDO meeting hall to compile information on water and sanitation in the district. The LDO and WSSDO/secretary of DWSSCC Mr. Rajesh Prasad Sing highlighted the objectives of the meeting. Mr. Hera Kaji Maharjan mentioned the objectives of the field visit. Majority of sector actors were present in the meeting and the visiting team made queries about coordination during planning, project/programme selection, implementation, and monitoring after construction.


DDC and WSSDO were very positive and 1. committed to achieve universal and sustainable coverage by 2017.

The DWSSCC meeting is held monthly and 2. additional meetings are held as and when necessary. They discuss ongoing WASH activities in the district and also evaluate them and make plans for future targets.

DWSSCC is adhering to the DDP standing list 3. for water supply projects.

A District Sanitation Strategic plan is almost 4. ready and WASH activities are being scaled up for ODF declarations. The team was informed

that Sunsari district is planning to declare itself an ODF district by 2015.

The team was informed that it was easy to 5. declare ODF for 90% HHs but difficult for 10% HHs because these are the poorest, and changing their behaviours will take more time.

DWSSCC realises the need for a sector 6. database to help in the planning process. Projects are selected by incorporating district development plans (DDP) as requested by the community, political parties and the 14-point planning process which is approved by the DDC.

The major problem for WSSDO projects 7. is the limited annual budget and a long implementation period due to the increasing number of projects every year.

DWSSCC is ready to use NMIP data as baseline 8. information for the sector, but need time to discuss, disseminate and to familiarise stakeholders.

DWSSCC is committed to meet the targets for 9. universal coverage and ready to contribute as required.

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1. Itahari Small Town Water Supply and Sanitation Sub-Project

The project was implemented by Town Project Office of the STWSSSP/DWSS in association with Water Users’ Association (WUA). It is funded by ADB through government (50%) and the users paid for the remainder of the project through a loan amounting to (30%) from the Town Development Fund. The project supplies water and sanitation services to 8660 HHs (as of base year) of ward numbers one through nine of Itahari Municipality, initially through 5100 private tap stands. Later it was extended to ward number one and eight of Hansposa VDC, and ward number seven of Pakli VDC.

By technology, this is a combination of pumping and gravity flow system. The project was started in 2063 and completed in 2065. The project completion report was never submitted to WUSC and WSSDO by the contractor. The project is being operated by the WUSC.

Field observation:

Of the nine-member WUSC, three are women, • but not in key positions. The WUSC is active and they hold regular meetings. The beneficiaries comprise of Tharu and other Terai Indigenous Persons (IPs) and Dalits, including Muslims, Hill IPs, and Brahmins and Chhetris. The WUA has its own constitution and has been registered under Water Resource Act, 2049 with District Water Resource Committee.

The WUA has very capable human resources. Of • the 19 staff members, six handle administration including manager and accountant, and 13 are technical staff including junior engineer, plumber, electrician/pump operator and metre reader.

The water tariff is set at a minimum of NRs. • 40.00 for 10,000 litres. After this, an additional

NRs. 7.00 is charged per 1,000 litres, but the tariff set by WUA does not seem adequate for recouping capital repayment, including for other major repair and maintenance work.

The sub-project was constructed with six • wells/boring, three over head tanks (two new and one old), three treatment plants, three generator houses, one pump house (existing), 95 km pipe line, 78 valve chambers, 15 fire hydrants, and one public latrine. An additional 27 km of pipes was extended by the WUSC itself. Of the total pipes laid, only 80 km remains.

Even though there is adequate availability of • water in the wells, the water supply is only for five hours in the morning and four hours in the evening. The team requested WUA to ensure 24-hour water supply.

The construction was apparently delayed • by the contractor for a few months due to a sudden price hike of non-local materials. There should be a provision for such incidents in the contract to cover additional costs like this so that work does not get delayed. According to the chairman, the contractor is yet to complete certain structures, and that final payments have not been made. However, the deadline for the contract has expired and there is a misunderstanding between the contractor and WUA.

Household latrine promotional activity is • satisfactory since this is a municipality and the same applies for adjoining VDCs for this sub-project. Environmental sanitation situation in the project area is also good. With additional effort by all stakeholders, the project area could be declared ODF in the near future. The chairman and the WUA are committed to making this happen very soon.


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Group : BDistricts Visited : Chitwan and Tanahun

Field visit team:Group B travelled to Chitwan district from 13 February 2011 and returned on 17 February 2011 from Tanahun District. The team comprised of seven representatives from organisations involved in water supply and sanitation.

Table 1. Descriptions of Group B


1 Mr. Lok Nath Regmi SDE MoLD/DoLIDAR2 Mr. Devraj Bhandari Portfolio Manager RWSSFDB3 Mr. Govind Shrestha Research and Advocacy Officer WAN4 Mr. Arun Simkhada SDE DWSS5 Mr. Prajwal Shrestha Representative NGO Forum6 Mr. Madan Malla Programme Officer UN-Habitat7 Mr. Nanda Bdr. Khanal SDE MoPPW/SEIU

The team was also supported by Mr. Gyan Prakash Poudel of WSSDO-Chitwan, Mr. Chiranjivee Sedain of WSSDO-Tanahun, Mr. Keshav Regmi and Mr.Govinda of NGO Forum, and Mr. Shiva Kaji Piya, the section officer of Nepal Red Cross Society, Tanahun.

Table 2. List of field activities completed by Group B

Agency represented: MoPPW//DWSS, DoLIDAR, Water Aid, WSSFDB, NGO-Forum

Group B: Chitwan + Tanahun

13th Feb (Falgun 1)Ktm –Bharatpur (Office Vehicle)DWSSCC – Chitwan (15.00-17.30 hrs)

14th Feb (Falgun 2)

Field visit: Project observation ChitwanBharatpur Lumanti project for urban slums (Jagadi Mai • Khanepani Tatha Sarsafai Upabhokta Samiti)Bharatpur UEIP W/S & Sewerage Projects• Parsa Small Towns W/ S Sanitation Project• Shree Rastriya Prathamic Bidyala, Tungara• Kusum Khola WSS Project, WSSDO• Pithwa-1 (Satkanya, Shivalaya, Bhadrakali WSSS, RWSSFDB/• YSNMadhavpur second WSSS-RWSSFDB-Pithuwa-789/SDRC• Nayabasti, Saguntole, Nayatole and Amritdhara, WSS • RWSSFDB (Water and Sanitation projects distributed from single source Campadhap)/YSNShaktikhor, Gairibari WSS, DoLIDAR/DDC•


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Field Findings: Field activities were assessed according to the checklist. Upon arrival, all team members agreed to follow the methodology prescribed in the checklist.

III. District - Chitwan:The meeting was conducted at 15:00 in the DDC meeting hall by the District Water Supply and Sanitation Coordination Committee (DWSSCC). It was intended to gather general water and sanitation information in the district. Local Development Officer (LDO) and Chairman of the DWSSCC Mr. Uddav Timilshina chaired the meeting. Mr. Hari Krishna Poudel, the WSSDO/secretary of DWSSCC highlighted the objectives of the meeting, and Mr. Nanda Khanal stressed on the objectives of the field visit. Most sector actors were present.


The LDO and WSSDO were very positive 1. about water and sanitation programmes and committed to achieving universal and sustainable coverage. They plan to declare their district as an ODF one within the current fiscal year.

15th Feb (Falgun-3)Bharatpur UEIP Sewerage Treatment plant•

Departure from Narayanghat

15th Feb (Falgun-3)

Tanahun DWSSCC meeting (11:00-13:00), • Meeting with Khairenitar VDC • Observation• Khairenitar Small Towns W/S Sanitation Project• Andherikhola Khanipani Project, DTO•

16th Feb (Falgun-4)

Chintutar WSS, Byas Municipality-6, RWSSFDB,• Kamalbari WSS, Ghansikuwa VDC, RWSSFDB,• Labdikhola WSS, Bhanu-6 (Bhansar), WSSDO,• Chandisthan WSS, (two projects), RWSSFDB• Abu Khaireni WSSP, DWSS•

17th Feb (Falgun-5) Damauli-Kathmandu

They were enthusiastic about improving 2. coverage to the Chepang community residing in remote areas. Their major concern was how to reach unreachable populations. So far all agencies have only been focusing on easily accessible areas whereas actual demand is from remote villages with less coverage, and they cannot be addressed by the implementing agencies. This has to be addressed imminently if universal coverage is the goal.

There is a need for a sector database to allow for 3. better planning for the district. Project selection is done according to the DDP as requested by the community, political leadership and the 14-point planning process, and approved by the DDC. Political actors and the community elite influence project selection in the absence of a sector database.

Some agencies request to establish their own 4. projects, which are not on the DDP list.

The ongoing concept of demand driven 5. contradicts the concept of reaching the ‘unreachable’ in the district. Remote VDCs cannot demonstrate that they need these services and most agencies/donor organisations tend to select easily accessible areas to implement WASH projects.

The biggest concern for WSSDO projects is 6.


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the limited annual budget and the increasing number of projects every year. Because of the meagre resources, WSSDO projects take longer to implement and all demands cannot be met.

Functional coverage of many big completed 7. projects is much lower than the design and not a single agency is addressing rehabilitation & repair of damaged systems. Agencies are only interested in starting new projects in the service area. Often, only repair and proper maintenance or rehabilitation or expansion of an existing project is enough to deliver required services. Therefore the approach of donors and the policy of the sector should be reviewed to address the above needs.

The DDC and WSSDO are not happy with 8. the current budget for sanitation; they were expecting an allocation on the basis of last year’s performance.

DWSSCC is ready to use NMIP data as baseline 9. information for the sector, but it needs to be discussed, disseminated and made user friendly.

Limited resources and technical knowledge 10. of existing human resources limits capacity of

DTO to handle all DDC programmes because there are many priority activities other than water and sanitation. Capacity of DTO should be enhanced to execute WASH activities properly.

There is no WASH baseline data for every VDC 11. in the district. Their suggestion is that a VDC wise WASH Profile be prepared and implemented as a model.

There is a need for bigger water projects (more 12. than 35 km pipeline) but none of the agencies want to take this up.

They suggested that the government should 13. help to make a model district in each region, which could be replicated by other districts.

They believe there is policy level gap, and that 14. a proper WASH policy be spelled out.

Water supply projects are not meeting 15. requirements like registering the WUC with the District Water Resource Committee as mandated by Water Resource Act/ Regulation 2049 and Water Supply Regulation 2055.

The team noticed that lack of coordination and 16. monitoring and weak policy compliance are the major causes for duplication of activities.


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1. Jakhadi Mai Kailasheshwor Drinking Water and Sanitation, Bharatpur

This was implemented by an NGO named Lumanti, in assistance with UN-Habitat and Water Aid Nepal.


The project was initiated to serve 125 HHs with • a population of 917 and is now trying to reach a total target of 172 HH. The system comprises of a small overhead Polyethylene RVT (2 X 10,000 litres) on a steel truss support (eight metre height) and a 2900m pipeline.

The project is being implemented in slum areas. • The sanitation component and water safety plan is being conducted by the Environment and Public Health Organization (ENPHO). The sustainability of the project is in doubt as the water tariff is set at a minimum of NRs. 50/HH/per month, although operation is only for two hours and which makes it difficult to pay electricity bills. Municipality is earmarking some grants for this.

The users have not been able to register • the supply system due to the lack of local citizenship of users in Bharatpur municipality. Reportedly 90% of the HHs has toilets and the remaining 10% are sharing toilets. They are confident that they can gain ODF status for their community. To help construct HH latrines, 56 HHs were provided with drainpipes, rings and pan sets.

2. Environmental Improvement Project (UEIP), Bharatpur

The NRs. 360 million funding for this project was provided by the ADB and the government, and the project was implemented by the UEIP, Bharatpur.


The project’s service area is Bharatpur • municipality including few wards of nearby VDCs and is targeted at 80,000 beneficiaries including users of existing NWSC. Sewage collection and treatment facilities are also included in this project. The target for this project is to connect 15,000 HH with taps. Until now only 2800 taps have been built.

According to project authorities, the plan • is to supply water to the entire Bharatpur municipality and nearby VDCs, and wastewater management in the core of the city. Management of water supply is expected from the Bharatpur Water Supply Management Board (BWSMB) and wastewater management is expected through voluntary non-formal groups called Tole Led Organizations (TLOs). Since water supply systems supported by different institutions will also come under the management of BWSMB, they are expecting guidelines from the government to link the various systems.

Team members enquired about the operation • of wastewater treatment plant, which is much more difficult than the management of water supply. At present it is under the process of being handed over from NWSC to BWSMB. The present vision is to separate wastewater management from water supply and hand it over to the TLOs. Team members recommended that it would be better if wastewater management part were included within BWSMB’s jurisdiction, so that its management could become more sustainable. The team learned that there is no water quality control facility.

The members of the field visit felt that the • person managing a project of this size should have sound experience in this sector, which could be solved by involving DWSS/NWSC from the beginning.


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3. Parsa Town Water Supply and Sanitation Project

This project was funded by a combination of grants and loans from the ADB, the central government, local government bodies and community members.


The project serves ward numbers two, four, • six, seven, eight and nine of Khaireni VDC (including Parsa Bazaar) and is targeted at 3005 HH with 21,546 beneficiaries. The system comprises of two deep bore wells, 450 m3 overhead RVT, and pipes over 55 km. Private connections have been made to 1905 HH so far. There are 1880 metres of surface drains. The project also has a chlorination unit and a project level water lab and is managed by13 staff members.

An interaction with WUSC members was • organised and Chairman Mr. Serman Tamang provided background information on the project and their attempts to bring the project up and running.

The visiting team members were more interested • in learning the tariff structure (progressive tariff structure with NRs. 100 per 8 units at basic level) and present financial situation of WUSC. Their queries were focused mostly on the approaches that helped bring the system to its present status. They found that the urban poor are also properly addressed by using microcredit programmes (microcredit project helped in toilet construction) and repayment of microcredit loans was also satisfactory. They are planning more microcredit projects for income generating activities. So far they have only been testing for chlorine and are expecting support from other agencies for other tests.

Team members felt that the operating modality • seemed sustainable and feasible for urban, semi-urban areas and emerging towns, where systems are operating with private connections. The visiting team members also realized how dedicated leadership can influence the success of the project as demonstrated by Mr. Serman Tamang. It was felt that involving the WSSDO from the first stage was beneficial.

4. Rastriya Prathamic Bidyala, Chainpur - 4, Tungara


The school and its catchment areas were • declared ODF in 2063 and the school continues to motivate others. School sanitation is satisfactory and they have initiated household solid waste management in different communities covering 10-12 HHs. They have formed a ward sanitation committee. However, water testing is only limited to testing for arsenic.

All schoolteachers including the headmaster • are committed to sustaining their ODF status. Community Forest Users groups are also joining hands to improve sanitation status of their area and providing loans. Child clubs are helping to scale up school sanitation and their ODF status in school catchment area.

4. Kusum Khola WSS Project, Chainpur VDC ward number 3, 8 & 9


This project is targeting 507 HH or 21,546 • beneficiaries. System consists of two old FRVT and one new RCC ground RVT of 200 m3, one boring well, pump station and transformer for ground water pumping, two gravity sources, and a five & 12 km transmission pipeline. Till date 101 public taps and 50 private taps are connected.


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Project was implemented by WSSDO-Chitwan • and is an improvement and expansion of an earlier water and sanitation project implemented by Lutheran World Service. Only vice-chairman and some office staff were available during the visit. The project has evolved from public taps to private connections and community taps, and the regular collection of a water tariff. The WUSC feels the need to generate more funds to install an electric pumping system as a backup.

The second project under this scheme started • in 056/057 and was completed in 064/065 due to the limited budget. As it took about eight years for completion of this project, it was felt that contingency plans have to be made for timely completion of future projects.

This system operates both community and • private taps. The tariff is NRs. 50/HH/per month for private taps and NRs. 500/HH/per year for community taps. The team recommended using metres for all community taps and to

charge accordingly. The team feels that the people from this project area could motivate others at the district level and at the national level also.

5. Pithwa-1 (Satkanya, Shivalaya, Bhadrakali WSSS project):


This project targets 415 HH and comprises of • one boring with pump station, three 20 m3 F-RVTs, and public taps.

Projects were implemented by RWSSFDB • through Support Organization (SO). There are three projects in one location. One single village is served by three different projects and they use the same water source. This area was earlier being served by a project implemented by DWSS. Because of poor operation, service could not be delivered properly and alternative was proposed by NGOs through RWSSFDB. The Satkanya project serves 197 HH, and the


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Shivalaya project & Bhadrakali project now serve 218 HHs.

The main reasons for implementing three • projects instead of one medium sized project according to respondents is:

To avail of exemptions to projects serving 1. populations less than 1000,

Get triple administrative support to the 2. NGO from RWSSFDB and,

Easy implementation of multiple-projects in 3. single location; single team can implement all three projects.

Now all three projects are physically operated • by one single users’ body and single VMSW, and a small ground-water source for pumping is also being used to supplement the two projects. All these facts justify that the community is one and the need is one single manageable project. The team realised that RWSSFDB is implementing bigger projects with populations greater than 1000, also by using the same approaches as above. The team felt that all projects should follow the limits set by the Government of Nepal or that the provision for population limits should be changed.

The tariff is set at NRs. 25/HH and the system • may not be self-sustaining. All projects are comparatively new and operating satisfactorily, but long-term sustainability with such a low tariff and poorly paid VMSW sounds unsustainable. It was reported that all households have toilets and provide discounts for disabled people.

5. Madhavpur Second WSSSP, Pithuwa- 7, 8 & 9:


This is in the same service area as the earlier • Pithuwa water supply project implemented by

DWSS. There are many projects implemented by RWSSFDB in the service area of Pithuwa water supply project. This is the second project in Madhavpur locality.

This project serves 156 HHs through 23 public • taps and two 14 cu. metre RVT and they collect a water tariff of NRs. 25/HH/per month. This is inadequate to address the future needs of the project. They are charging NRs. 10,000 for every new HH connection. Such a policy may discourage new HHs who have moved into this community.

6. RWSSFDB projects from Campadhap:


There were four projects including Nayabasti, • Saguntole, Amritdhara, and Nayatole, which is being fed from a single source, and four overhead 20 cu. metre RVTs have been constructed in one location within 100 sq. metres.

This is one representative sample of a big • project being broken up into smaller sub-projects. This is not driven by the community’s needs, but rather according to policy, where a RWSSFDB project area is limited to a population of up to 1000 only. WSSDO has mandated the implementation of projects to serve less than 1000 people, but resources are limited.

7. Gairabari DWSS project, Shaktikhor VDC:


This project was initiated to address the need • of hard to reach communities such as the Gurung and Chepang communities and targets 44 HH, but community preparation seemed inadequate. The water supply system is in operation from 066/67 with six tap stands,


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but they have yet to fix a monthly tariff and begin collection. All taps are open 24 hours a day due to overflow of water from RVT. Water supply project is already completed, but 25% or 11 households have not constructed household latrine, although they have received material support. This project was supported by RRRSDP through funding from ADB/DFID/SDC/OFID and implemented through DTO.

According to the WUSC Chairman, there are • some pipes worth NRs. 56,000 which were of the wrong size but was never taken back, although the project did receive the proper sized pipes for completion of this project.

8. Environment Sanitation Treatment Plant in Chitwan:

The visiting team members also observed an environment sanitation treatment plant in Bharatpur Municipality.

IV. District-Tanahun:The DWSSCC meeting started at 11:00 in the DDC hall to assess the general water and sanitation situation of the district. The LDO/Chairman of the DWSSCC Mr. Chhabilal Rijal chaired the meeting and Mr. Chandra Bahadur K.C. and Mr. Nanda Khanal highlighted the objectives of the meeting and the field visit. Most sector actors were present in the meeting.


DDC and WSSDO were very positive 1. towards water and sanitation programmes and committed to achieve universal and sustainable coverage by 2017.

The district sanitation strategic plan has already 2. been prepared with assistance from UNICEF, with plans to construct permanent latrines (with structures up to plinth level) and to enable the community to declare themselves ODF.

A programme by RWSS – WN with Finida support 3. is also working to address the needs of hard to reach communities in five remote VDCs. Due to the low priority being accorded by the DTO and DDC staff, this project is moving at a slow pace. Considering the project period of RWSS-WN there is a need to expedite project activities in order to utilise the allocated resources. Accordingly, all actors should also follow district sanitation strategic plan.

According to the WSSDO the paradigm is now 4. shifting from public water projects to private connections and provision of quality services. Many projects have started this transformation. The main reason for this is the increasing demand for water and the rapid urbanisation of areas connected by roads.

Reportedly all agencies are focusing their 5. programmes only in easily accessible areas and starting new projects but that no one is interested in the rehabilitation, expansion and improvement of existing systems. Therefore the concept of projects being demand driven is not being followed in reality.

The lack of a sector wide database is 6. hampering the planning and selection of new projects, even after following the 14-step planning process and inclusion of plans in the DDC/DDP. Due to this the planning and establishment of projects is still influenced by political connections and the elite.

Many agencies want to set up their own 7. selected projects that are not included in the DDP long list of planned projects. The DDC consents to this in order to retain the funds within the district.

The limited budget and long implementation 8. period due to the increasing number of projects every year is a major problem for the WSSDO, and the functional coverage of many big projects is much lower than originally designed.


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DWSSCC is ready to use NMIP data as baseline 9. information for the sector, but they need time to discuss, disseminate and to become familiar with it.

The capacity of the DTO is stretched thin and 10. cannot handle all DDC programmes. The limited technical manpower is not enough to provide priority for water and sanitation when there are so many other activities being prioritised by the DDC.

It was noted that there is a need for proper 11. planning in DWSSCC supported by the establishment of a database system (water and sanitation coverage in different VDCs/wards) and also sensitising political actors about plans to fulfil targets envisaged by Tanahun DWSSCC. Concerns were also made about how to standardise methodologies for declaring communities Open Defecation Free and of joint monitoring by stakeholders in the district plan.

1. Interaction with Khairenitar VDC Chairman/Secretary:

VDC is committed to improving water supply and sanitation coverage and plan to declare their VDC ODF this year. VDC is aware about the status of water supply and sanitation programmes being implemented in the VDC. The VDC has to deal with functional coverage of completed water supply systems and increased construction of household latrines in emerging market areas due to the influx of new families.

VDC planning process is not based on consensus but rather on political influence. Programmes have been distributed according to the recommendations of local political representatives. A local body comprising representatives from different political parties is the informal method to decide VDC programmes. No money or budget has been allocated for water and sanitation at VDC level.

According to the VDC secretary, users are not making any attempts to maintain existing systems. Users’ committees are inactive in the VDC and the big water supply projects in the VDC are in dilapidated condition owing to the lack of repair and maintenance. There are lots of demands at the VDC for maintenance.

He says there have been increasing problems due to the drying up of water sources. Some projects were apparently launched without making any agreement on water sources with local communities. Such practices have resulted in problems during implementation. Many water agencies/NGOs implement their programmes without informing the VDC, but community members always expect the VDC to provide repairs and maintenance.

2. Khairenitar Small Town Water Supply and Sanitation Project:


The project is targeted at 1300 HHs in Khairenitar • Bazaar. The water system comprises of two ground RVTs, two pressure filters, one roughing filter, and a chlorination unit. Till date the project has built 1267 taps and a project level water laboratory.

The Chairman of the WUSC Mr. Mohan Bahadur • Thapa briefly described the background aspects of the project and present status of the project.

Team members asked about the tariff structure • and the current financial situation of the WUSC. Their queries were focused on service delivery to poor families. They found that microcredit programmes and subsidies within the project are addressing the urban poor. Repayments of loans taken from the Town Development Fund (TDF) and recovery of microcredit were also found to be satisfactory.


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The team members felt that the operating • modality seemed sustainable and feasible for urban, semi-urban areas and emerging towns, where the system has been operating with private connections.

3. Andherikhola DWSS Project, Jamune-8, Supported by DDC/DTO:


It is a small rural water supply and sanitation • project implemented by the DTO. The unique thing about this project is that eight out of the nine WUSC members are women. The transmission line is about four km, and seven public taps have been built which serve 19 HHs.

According to WUSC members, the total cost • of this project was NRs. 400,000. They collect a monthly tariff of NRs.50/HH/month and pay NRs. 500/ per month to the VMSW. The supply system is intermittent and reportedly all HHs have toilets. This system could be an example of how smaller and rural HHs are managing their water supply system. Though water quality was tested at the initial stage, no tests were done later on.

4. Chintutar DWSS project, Byas Municipality-6, Supported by RWSSFDB:


T• he project is targeted at 93 HH of Byas Municipality - 6, Chintutar. The system comprises one RVT, 16 public taps, and one school latrine.

The project was implemented by RWSSFDB • through SO (NGO) in 2061-2065. This project was a replacement for the existing water supply project implemented by the local body. The project is being operated satisfactorily by WUSC and they are collecting a water tariff of

NRs.10/HH/per month and the VMW is getting paid NRs. 600/per month. The team feels the tariff structure is inadequate to sustain this project. Another concern is the duplication of efforts in building school latrines. There was one complete chamber latrine at the school before the project began. RWSSFDB and the District Education Office built one latrine each. However, during the visit only one school latrine was in operation, and the other two were not in operation.

There was no soap in the school latrine to • wash hands and the tap stand in the school compound was not child friendly. Children have to climb the side walls of the tap stand to drink water. In such a situation, children could fall down from the wall while drinking water. However, it is encouraging to note that the people are very committed in wanting their community to be declared ODF, and are aware of sanitation and hand washing with soap.

5. Kamalbari DWSS project-Supported by RWSSFDB:


The project is targeting 64 HHs of Ghansikuwa • VDC. The system comprises one RVT and 10 public taps.

The project was implemented by RWSSFDB • through SO (NGO) in 2056-2058. It is being managed by the WUSC and collecting water tariff of NRs.10/HH/per month. Earlier, a staff member from WSSDO staff was working as VMW and was being paid NRs. 600/per month. The team realised that the tariff structure is inadequate to sustain this project. Now another project by RWSS-WN programme is in the pipeline for this VDC. The chairman of the project feels that they need to add another water source and also to expand the system to meet the increasing needs of households. It was reported that besides one or two homes,


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all other HHs have toilets.

6. Labdikhola (Ladi) DWSS project, Bhanu 5 & 6, Supported by WSSDO:


The project targets 600 HHs of ward numbers • five and six of Bhanu VDC. The system comprises of seven ground RVTs, an 11 km transmission pipeline with a U profile, and 55 public taps. One of the reservoirs is designated for the Armed Police Force Camp.

Project was implemented by WSSDO with • WUSC in 2061-2067. Users are already getting water and some structures are yet to be completed. The WUSC is trying to complete the rest of the structures very soon. There was a dispute during the survey about the intake, construction and the laying of transmission pipes. This was resolved through joint meetings that involved the CDO, LDO, Police, WSSDO and representatives of political parties. A separate water supply system had to be provided to the community that lived near the source of the water in order to resolve the conflict. An understanding was reached to leave 66% of the water to the community living at the source during the dry season. They are planning to collect NRs. 300/HH for construction purposes. They are constructing latrines and planning to declare their community ODF within this year. Users contributed 19% in labour and 1% cash for construction of the project.

7. Chandisthan Jayabuddha DWSS project, Supported by RWSSFDB:


The project serves residents of Bhanu VDC-6 • who live at the end of the Labdikhola WSS service area. The system comprises of two RVT, (one overhead and one ground RVT),

and transmission pipes with a U-Profile. Of the 62 taps, 15 were not in operation. The project was completed in 2066. Supply from ground reservoir was not regular because pipes in the U-profile broke or burst frequently.

VDRC was the NGO that implemented the • project but it is not taking any responsibility to repair the broken pipes or taps. According to the RWSSFDB representative, the NGO has already received a letter of completion from WUSC without completing the system. The RWSSFDB is currently not in a position to resolve the dispute. The team feels that such misunderstandings should be dealt by negotiations between RWSSFDB and NGO. According to the WUSC the project needed GI pipes for the U-profile, but in order to reduce costs the NGO used HDP pipes, so that is why they have problems now. They are collecting NRs 20/HH/per month as water tariff, which may not be sufficient for operation and maintenance.

8. Abukhaireni WSSSP - Supported by WSSDO:


The project serves 6736 beneficiaries of • Abukhaireni VDC-6, including Abu Khaireni Bazaar and Ramshah Tole of Deurali VDC-5, Gorkha district. The system comprises of two intakes, two RVTS, a Conventional Treatment Plant (with intake filter, sedimentation tank, roughing filter, slow sand filter and chlorination unit). They have 642 private connections so far, and there is a project level water lab, and a water safety plan.

Team members were interested about the • tariff structure and current financial situation of WUSC. The team’s queries were focused on the water quality and future plan of users. This project is slowly being transformed from a rural


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project into a model that is better suited for a small town.

It is encouraging to note that WUSC have • recently spent NRs. 500,000 for constructing a water treatment plant that is supported by DWSSO. They also purchased land worth NRs. 150,000, and donated NRs. 300,000 to construct the first college building in their village.

The committee members expect to gain ODF • status for their community in the next two to three months. Due to the availability of 24-hour water supply in private tap stands, users do not have to store water at home. If they are unable to supply water for some reason, users can drink untreated spring/stream water. Team members felt that the operating modality seemed feasible and sustainable for urban, semi-urban areas and emerging towns, where water systems have been operating with private connections.

Conclusion All districts felt the need for a sector database 1. to be used in the planning process. In absence of a sector database, projects in the DDC were influenced by politicians and the local elite.

Most agencies want to start their own projects 2. that are not on the DDP long-list. In order to retain funds within the district the DDC consents to these projects, but this affects proper implementation of ongoing projects.

Both districts have prepared district WASH 3. strategic plan with assistance from UNICEF, but it is more focused on sanitation/hygiene or ODF. Both districts were committed and enthusiastic about gaining ODF status for their districts.

Many agencies advocate the demand driven 4. concept, but in the field this is contradicting the other notion of reaching the unreachable.

The major problem for WSSDO projects 5. is limited annual budget and increasing number of projects every year. This results in long implementation periods for upcoming projects.

Functional coverage of many big projects is 6. much lower than originally planned and not a single agency is addressing rehabilitation & repair of existing systems. Everyone is interested in beginning new projects in the service area of existing projects, whereas repairs and proper maintenance or expansion of existing systems


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is enough to provide unhindered services.

NMIP data is not disseminated to all and 7. everybody needs to get familiar with it and disseminate it widely. This data can be used as a baseline to effectively plan, implement and monitor WASH interventions at the district and VDC level initially, but eventually a VDC WASH profile/plan should be prepared later.

Technical capacity of DTO staff is limited and 8. cannot handle all DDC programmes. There are so many priority activities other than water supply and sanitation that have to be performed by these personnel. DTO should build capacity by adding human and other logistic resources and create an enabling environment to implement rural WASH programmes. Ideally there should be an exclusive WASH section or unit at the DTO.

The team observed that partner NGOs who 9. are implementing projects under DDC could not retain skilled technical and managerial persons who could handle more complicated programmes. The team also felt that NGO programmes were more confined to accessible areas/villages compared to government programmes that are providing services to rural and remote villages.

There is very little sector coordination between 10. DWSSCC/WASH Steering Committee, ODF monitoring mechanism and other DDC committees. In order to provide more functional leadership, the secretariat should have a clear mandate and commitment. The creation of a single door entry and exit strategy for projects would make it more transparent and accountable.

Although government offices and projects try 11. to comply with the provisions of sector policies there have been major deviations. Some

of them were demarcation of populations, water quality standards, giving ownership of operation and maintenance responsibility to users, community preparedness before construction and public certification upon project completion.

Water supply systems with private connections 12. are more feasible, because users are more active and take on more responsibility. Team felt that the operating modality of small towns seemed more feasible and sustainable for urban, semi-urban areas and emerging towns with private connections. All respondents expressed their willingness to implement such projects, as many users have been demanding transformation of water supply system from public taps to private taps.

The team noted that the majority of water 13. supply projects were implemented by WSSDO and RWSSFDB. The DDC and DTO were implementing smaller water supply projects. The VDC and DDC are committed to gaining ODF status for themselves.

All resources and authority lie with the LDO, 14. and DTOs have no authority, which creates frustration and difficulties in mobilizing DTO staff. Making DTOs more independent and resourceful by giving them authority and responsibility might be helpful for effective implementation of WASH programmes in the district. The LDO could play an active role in the planning and monitoring part rather than direct implementation.

The team feels the need for joint monitoring 15. provisions in the district plan.

Most of the projects lack VDC coverage. This 16. matter was also raised by the participants in the DWSSCC meeting and more discussions are needed to address this.


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More attempts have to be made to raise 17. awareness among hard to reach populations to make them feel the need to request WASH interventions in their communities. It will also help minimize the awareness gap among different communities.

Most of the projects lack proper water safety 18. plan and water testing is limited and confined to testing for arsenic or coli form only. Special emphasis must be placed for periodic monitoring of water quality tests.

The team members found that poor and 19. marginalised communities are receiving discounts or facilities in projects that the team visited. This needs in-depth analysis to gauge the adequacy or effective utilisation of subsidies being provided to the needy/poor HHs in the community.

A major challenge is the increasing trend 20.

of drying up of water sources and migration inflows into the community that makes the ongoing water supply project unsustainable.

Child friendly tap stands have to be promoted 21. in schools to minimise accidents to children while increasing accessibility to drinking water. It applies to other differently-abled groups in the community.

Hand washing with soap facilities should be 22. provided to all institutions in the community. Mass awareness programmes should be launched by implementing agencies.

There should be a uniform policy that applies 23. the same principles to IEC/BCC materials, and to avoid duplication among agencies implementing WASH programmes. This will also help to better utilise resources, and allow for more effective coordination, planning and monitoring.


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Group : CDistricts Visited : Rukum, Salyan, Dang and Banke Districts

Field visit team:Group C travelled to Rukum, Salyan, Dang and Banke districts from 13 February 2011 to 19 February 2011. The team included seven representatives from different organisations involved in the water supply and sanitation sector.

Table 1. Descriptions of Group C


1 Mr. Abadh Kishor Mishra Regional Director RMSO, Surkhet2 Mr. Dinesh Adhikari Engineer MoPPW/SEIU3 Mr. Prem Prasad Dotel Engineer Chief/WSSSDO Dailekh4 Mr. Jagadishwor Barun Representative SNV5 Mr. Roshan Shrestha Portfolio Manager RWSSFDB6 Mr. Prakash Amatya Representative NGO Forum for Urban Water and Sanitation 7 Mr. Pallav Raj Nepal Representative Water Aid Nepal

UNICEF consultant Mr. Dhruba Karki also joined the team.

Agency represented: MoPPW/DWSS, SNV, WaterAid, RWSSFDB, NGO Forum

13th Feb (Falgun 1)Ktm – Nepalgunj (By air)Stayed at Nepalgunj

14th Feb (Falgun 2) Nepalgunj - Rukum (By hired vehicle and UNICEF vehicle)•

15th Feb (Falgun-3)Meeting at Rukum DWSSCC ( 8.00 am - 11.00 am)• Discussions with VDC secretary.•

16th Feb (Falgun-4)

Danda Chhiwang WSS, Chhiwang VDC ward number two, • Kaulichaur and Bahunchaur, CBWSSPRugha Danda WSS, RWSSFDB • Rukum - Salyan (stayed at Salyan)•

17th Feb (Falgun-5)

Meeting with Salyan DWSSCC (8:00 am -11:00 am) • Marke WSS, Salyan• Travelled from Salyan - Dang • Meeting with Dang DWSSCC (2.00 pm - 4.00 pm) • Kuirepani WSS, Laxmipur-1,Dang•

18th Feb (Falgun-6)Chaughera WSS,Ghorahi-4, Dang, WSSDO• Travelled Dang - Nepalgunj• Meeting with DWSSCC Banke (2.00 pm - 5.00 pm)•

19th Feb (Falgun-7)Wrap up meeting with team• Ktm – Nepalgunj (By air) •


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Field Findings: All field activities were assessed according to the checklist which was based on SEIU guidelines. Upon arrival, all team members shared the checklist and clarified the points and agreed to follow the methodology prescribed in the checklist.

V. District - Rukum:The District Water Supply and Sanitation Coordination Committee (DWSSCC) meeting was held at 8:00 am on 15 Feb 2011 in the DDC meeting hall to assess the general information of the district. Local Development Officer (LDO) and Chairman of the DWSSCC, Mr. Kedarnath Sharma chaired the meeting, and Chief District Officer (CDO) of Rukum District, Mr. Beni Madhav Gyawali was also present.

Mr. Prem Prasad Dotel, Chief of WSSSDO in Rukum explained about the water supply and sanitation sector activities, while Mr. Abadh Kishor Mishra of RMSO, Surkhet, highlighted the objectives of the meeting and the field visit. Members of the visiting team made queries about coordination during planning, project/programme selection, implementation and monitoring after completion.

Projects Observed1. Danda Chhiwang Drinking Water supply and Sanitation Project, Chhiwang-2, Kaulichaur and Bahunchaur:


The project, which was implemented by • WSSSDO/CBWSSP, caters to 162 HHs. The system comprises of a 12-m3 RVT Ferro Tank and 27 km of transmission pipes. It has 25 taps. This is a gravity flow water supply system and the project also includes a sanitation component. The project was initiated in Falgun of 2066 and completed in Kartik 2067.

All taps are apparently functioning but on • the date of the visit there was a problem in the intake. For continuous supply, which was halted due to road construction, the users’ committee is planning to ask the VMW to coordinate with the concerned authorities.

The WUSC do not meet regularly.•

The users’ community ha• s managed to raise


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NRs. 14,000 for maintenance, but this was not collected during the regular tariff collection process.

Representation of women and in leadership • roles is negligible in this community.

The existing subsidy that is being provided to • the community should be increased.

1. 2. Rugha Danda Water Supply and Sanitation project:


This project is currently serving a total population • of 1084 in 162 HHs in ward numbers one and eight of Rugha VDC. It was implemented by RWSSFDB. The project is a gravity flow system with one intake, one interruption chamber, one Ferro cement reservoir tank of 12-m3, two break pressure tanks, and 24 taps. It also has one suspended crossing (30m), 15 anchor blocks, 6.383 km of transmission pipelines, and 5.466 km of distribution pipes.

The project is being implemented with a • sanitary component and seeks to empower members of the WUSC. These include Health Hygiene & Sanitation Education to Mother Child Tap stand Groups (MCTG), Sanitation Revolving Loan Fund (SRLF) and training for formal schoolteachers and students.

Other empowerment activities include • trainings to WUSC during the development and implementation phase of the project. Trainings include building leadership skills, preparation of a Community Action Plan, and on being the treasurer of the group. Other activities also include Community Procurement & Community Monitoring and formation of Women’s Technical Support Service (WTSS)

groups with saving and credit activities.

The contract for the development phase • was completed on 18 August 2010. It cost NRs. 379,333.60. The tripartite contract for implementation was signed on 1 Aug 2006. Total implementation cost is NRs. 3,591,039.50 of which the board contributed NRs. 2,555,112.58 while the community’s contribution in cash & labour were NRs. 27648.11 and NRs. 1,008,278.81 respectively.

The visiting team interacted with members of • the WUSC including the chairperson, secretary, & VMW at the project site. The WUSC has 13 members which include three women. The WUSC/G meets once a month to discuss the ongoing project.

The VMW Mr. Padam Bahadur Khatri will be • trained during the implementation phase and it was decided that he would be paid NRs. 1000 per month which will be raised from a water tariff of NRs.10/HH/per month.

VI. District - Salyan:The District Water Supply and Sanitation Coordination Committee (DWSSCC) meeting was held at 8:00 am on 17 Feb 2011 in the WSSSDO office. The Local Development Officer (LDO) and Chairman of the DWSSCC Mr. Peshal Kumar Pokhrel chaired the meeting and the Chief District Officer (CDO) of Salyan District Mr. Narayan Prasad Acharya was also present. Mr. Dilip Kumar, chief of WSSSDO/Salyan explained to the visiting team about the water supply and sanitation activities in the district. Mr. Abadh Kishor Mishra, RMSO, Surkhet, briefed the government officials about the objectives of the meeting and the field visit. A majority of sector actors were also present at the meeting.


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Projects Observed in the field

1. Marke Water supply and sanitation project:


The project, which is implemented by RWSSFDB, • is targeted at a population of 868 people in 156 HHs in ward numbers one, four and eight of Marke VDC in Salyan district. The project is a gravity flow system with two intakes, one collection chamber, one Ferro cement reservoir tank of 12 M3, and has 15 taps. The length of the transmission pipeline is 3.539 km and the length of the distribution pipeline is 3.031 km.

The project is being implemented with a • sanitary component and seeks to empower members of the WUSC. These include Health Hygiene & Sanitation Education to Mother Child Tap stand Groups (MCTG), Sanitation Revolving Loan Fund (SRLF) and training for formal schoolteachers and students. Other empowerment activities include trainings to WUSC during the development and implementation phases of the project.

Trainings include building leadership skills and • preparation of a Community Action Plan, and on being the treasurer of the group. Other activities also include Community Procurement & Community Monitoring and formation of Women’s Technical Support Service (WTSS) groups with saving and credit activities.

The contract for the development phase • was completed on 27 April 2006. It cost NRs. 276554.66. The tripartite contract for implementation was signed on 1 Aug 2006 and the project was completed on 4 July 2008. Total implementation cost is NRs. 1,476,227.90 of which the board contributed NRs. 797,061.60 while the community’s contribution in cash & labour were NRs. 12,806.30 and NRs. 666,360.00 respectively.

The visiting team met with members of the • WUSC including the chairperson, secretary, VMW, local schoolteachers & members of WUSC. The WUSC has 11 members, including four women. Their monthly meetings have become irregular in the last six months.

The VMW Padam Bahadur Khatri was trained • and has been actively involved in the project


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from the construction phase and is still active today. He is paid NRs. 2200 per month and that is being raised from the monthly water tariff of NRs. 20/HH/per month. There is additional income for this project from the tariff paid by the school taps and the taps at the Health Post which amount to NRs. 2000 per year.

The functionality of the project is quite • satisfactory considering the regular water supply, intact structures and operation & maintenance.

One major problem for this project is the • scarcity of water at the source during the dry season and water pollution by landslides during the rainy season.

Environmental sanitation is good, as 90% of HHs • have constructed HH latrines. Of the existing latrines, about 40% are water-sealed types while the others are pit latrines. The community is working towards gaining ODF status for themselves.

VII. District - Dang:The District Water Supply and Sanitation Coordination Committee (DWSSCC) meeting was held at 2:00 pm on 17th Feb 2011 in the DDC meeting hall. Mr. Ramesh Neupane, the Local Development Officer (LDO) and chairperson of the DWSSCC chaired the meeting. Mr. Ganesh Bahadur Thapa, Chief of WSSDO/Dang explained about the water supply and sanitation activities in the district and Mr. Abadh Kishor Mishra RMSO, Surkhet, highlighted the objectives of the meeting and the field trip. Majority of sector actors were present in the meeting.

Projects Observed1. Kuirepani Water supply and Sanitation project in Laxmipur-1,Dang:


T• his project, which was implemented by WSSDO and CBWSSP, serves 116 HH. The system comprises of a 50-m3 elevated reservoir with 27 taps. The project has eight private connections and 19 public connections.

The project was initiated in 2065 and completed • in 2067. All users’ committee members were present during the visit. The project is slowly being transformed from a system of public taps to private connections, and the community has begun collecting a monthly water tariff. The WUSC say they need to generate funds in order to set up a pumping system as a standby option. The water tariff is set at NRs.100/HH/per month for community taps and NRs. 60/HH/per month for private connection.

The most striking feature about this community • is that all the WUSC members are women and they are eager to contribute to their community’s well being. Women have taken


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up the jobs of the pump operator, and of the village maintenance worker. The majority of HHs are Brahmins, Chhetris, and Magars, and a few Dalit HHs. All the executive posts of the WUSC are held by Magar women who very active in this project.

Another remarkable achievement is that this • community gained ODF status on 28 Jestha 2067. There are 76 water-sealed latrines and 40 pit latrines in this community.

2. Chaughera Water supply and Sanitation project in Ghorahi-4, Dang:


T• his project, which was implemented by WSSDO/Dang, is targeted at 299 HHs with a population of 2779. The system comprises of one boring with pump station and one 100m3 elevated reservoir. There are 197 private connections and four public connections.

The Chairperson of the WUSC, Mr. Dhruba Yogi • explained that the project was initiated during fiscal year 063/064 and completed in 066/067. The total cost of the project was NRs. 11.4 million (NRs. 9.8 million was from a grant and NRs. 1.6 million was raised from the community). All connections have a metered system. The water tariff is set at NRs.100 for up to 10,000 litres and NRs. 20 for every 1000 litres after that. The system supplies water for two hours in the morning and two hours in the evening.

Since the system is dependent on one deep • bore well, there is a need for more boring arrangements. Since the distribution network is quite old, the WUSC feels they might need to replace some of the old pipes in the distribution network.

This community plans to gain ODF status by • Chaitra 2067. All but 16 HHs have constructed latrines.

VIII. District - Banke:The meeting with the District Water Supply and Sanitation Coordination Committee (DWSSCC) was held at 2:00 pm on 18th Feb 2011 in the WSSSDO office. Mr. Shambhu Prasad Luintel, the LDO and the chairperson of the DWSSCC chaired the meeting. The water supply and sanitation activities of the district were explained by Mr. Ashok Sharma, engineer for WSSDO/Banke and Mr Abadh Kishor Mishra of RMSO, Surkhet, explained the objectives of the field visit. Majority of sector actors were present in the meeting.

Following key issues were identified

from the districts of Rukum, Salyan,

Dang and Banke:

Most government programmes are following • the decentralised planning process and sticking to the 14-step planning process as required by government policy in all districts.

Most of the NGOs are trying to have their • programmes and plans included in the District Planning process. Certain agencies like CARE have formed additional committees like the Planning Support Monitoring Committee (PSMC) under the leadership of the LDO.

However, some NGOs who feel there is a • demand from the community for their projects are implementing their programmes even though they are not included in the district planning process.

A joint monitoring team, which includes • representatives of government and political parties, has been formed in all districts. However, they only monitor projects that have been implemented by local bodies and government organisations.

There is no monitoring mechanism for district • authorities to monitor projects that have been


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implemented by NGOs, which results in ad-hoc monitoring practices by many.

The RWSSFDB have started water and sanitation • projects from the district council priority lists but they are not implementing them according to the district plan.

Some of the bottlenecks and challenges • include: no elected representative and the political instability, lack of capacity of government bodies, limited transparency, and limited financial resources for water and sanitation activities.

Disadvantages groups are neglected and not • included in the district plan.

Many sector government offices are reluctant • to come under DDC planning process. Variation in subsidy policy among the sector agencies also creates mistrust and dependency.

The high workload of certain VDC secretaries • is also a factor. One VDC secretary has responsibilities for two to three VDCs. They are unable to provide time and effort for needed projects. This has directly affected coordination at the VDC level.

Conclusion Interaction with all sector actors and stakeholders in the field has led to the following recommendations to improve the water and sanitation sector and in the Mid West region.

In order to undertake and implement all WASH 1. components simultaneously, all districts should have a WASH Plan approved by DDCs that incorporate water, sanitation and hygiene component, and should be extended to all VDCs within the district.

All activities and programmes of I/NGOs should 2. be placed alongside ongoing DDC projects and needs, and I/NGOs should provide support to the communities from the DDC’s priority lists.

Working modalities and subsidy rates should 3. be uniform among all sector agencies.

The D-WASHCC should develop a monitoring 4. unit at district level and monitor the projects conducted by government agencies. Records of projects by I/NGOs and other stakeholders within the district should be kept with D-WASHCC.


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Dang’s DDC quota system of projects for VDCs 5. is a good example wherein one VDC can only demand three infrastructure projects. The demands of the VDC should include three projects in every sector like WASH, Health and Education, etc.

WASH components of a VDC should be 6. assessed and included as a major factor to evaluate the performance of the VDC.

Proactive engagement of the CSOs and 7. community users’ groups need to be promoted and nurtured.

According to the experience of members of 8. RWSSFDB’s, insurance of water supply projects could help insure against major disasters or a

breakdown of the system. This can be promoted in all new projects. The cost for this is nominal and adding NRs. 3 to 5 rupees per household to the regular water tariff could help raise the funds. FEDWASUN could be encouraged to lobby for this with members of WUSCs.

Major stakeholders including political parties, 9. government agencies, I/NGOs, and media should have a common and harmonised approach to advocate and manage WASH issues in every district.

ODF campaigns should be promoted as a 10. competition so that it creates a momentum whereby it seeks to motivate all communities to want to gain ODF status for themselves.


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Group : DDistricts Visited : Kailali and Doti

Field visit team:Group D travelled to the districts of Kailali and Doti from 13 February 2011 and returned to Kathmandu on 18 February 2011. The team included six representatives from different organisations involved in the water supply and sanitation sector.

Table 1. Descriptions of Group D


1 Mr. Bhanu Narayan Shrestha Regional Director DWSS2 Mr. Siddhi Shrestha Programme Coordinator UNICEF3 Mr. Bijaya Laxmi Shrestha Portfolio Manager RWSSFDB4 Mr. Anil Sthapit Representative NGO Forum5 Mr. Uma Sankar Sah SDE DoLIDAR6 Mr. Hera Kaji Maharjan Engineer SEIU

The visiting team was supported by SDE Mr. Binod Kumar Agarwal of WSSDO Kailali and Mr. Bhanu Narayan Shrestha, RMSO, Doti District.

Agency represented: MoPPW/DWSS, DoLIDAR, UNICEF, RWSSFDB, NGO-Forum

Table 2. List of field activities undertaken by Group D

13th Feb (Falgun 1)Ktm – DhangadhiDWSSCC – Kailali (16.00-18.00 hrs)

14th Feb (Falgun 2) Travel from Dhangadhi to Doti• 15th Feb (Falgun-3) DWSSCC – Doti•

15th Feb (Falgun-3)Field/Project observation

Talkot W/S Project (NEWAH) and Anandpur W/S Project • (RWSSFDB) in Pachnali VDC

16th Feb (Falgun-4)Dipayal Silgadhi W/S Project in Dipayal Silgadhi Municipal-• ity, DWSS

17th Feb (Falgun-5) Doti - Dhangadhi• 18th Feb (Falgun-6) Dhangadhi - Ktm•

Field Findings: All field activities were assessed according to the checklist that was based on SEIU guidelines. Upon arrival all team members shared the checklist and clarified the points and agreed to follow the methodology prescribed in the checklist.


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IX. District - Kailali:The team held meetings with respective DWASHCC to identify the planning processes, coordination mechanism, working modalities, and monitoring mechanisms that the sector actors use to implement water, sanitation and hygiene projects in these districts.

The team briefed the government officials and sector actors about the objectives of Joint Sector Review (JSR) field visit. The team members made queries about coordination during planning, project/programme selection, implementation and monitoring after completion of projects.

Following issues were identified in the DWSSCC meeting:

The LDO, WSSSDO and other concerned 1. agencies were eager to achieve government targets for universal water supply and sanitation coverage. They were enthusiastic about improving the water supply and sanitation status and also to improve coverage to remote areas.

VDC secretaries followed the 14-point planning 2. process at the ward and VDC level. DDC personnel are also involved in the planning process but lack specific guidelines and WASH agencies and CBOs are not involved in ward and VDC level planning exercises. Often, political pressure helps influence selection of projects even if they are not on the DDP list.

DWSSDO and DTO are involved in planning 3. but no specific guidelines and database for selection of WASH projects or prioritisation.

Sanitation is a neglected sector till date in both 4. districts.

NGOs follow certain criteria and focus on 5. remoteness, needs or demands of a particular community. They make selections based on particular geographical areas, ethnic composition, and cost per capita, and technical feasibility while selecting projects. However, there is a lack of coordination between them and local bodies (VDC/DDC) and other line agencies (DWSSDO/DTO) about their plans and priorities.


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Most agencies only focus on initiating new 6. projects but no one is interested in repairing and maintaining existing projects, which could provide equally good services.

Some agencies seek to establish their projects, 7. which are not on the DDP long-list. The DDC approves these plans because they want the resources to remain in the districts.

There are very few local institutions at the ward 8. and VDC level that are working in the WASH sector, especially in these remote districts.

X. District - Doti:

1. Talkot Water Supply and Sanitation Project:


This project which was supported by OXFAM • through NEWAH is targeted at 89 HHs with a population of 654, in ward numbers two, four and six of Pachnali VDC in Doti district. The project was initiated in April 2007 and completed by March 2008.

Of the total 89 HHs that are being served by • this project, 76 are Brahmin and Chhetri HHs and 13 are Dalit HHs. Of the total beneficiaries of this project, 346 are students and 11 are teachers.

This project has 19 tap stands with platforms • and the community is collecting a water tariff of NRs. 25/HH/per month. There is a VMW to manage the water system and the WUSC has been paying him NRs. 20/HH/per month. The project also provided training for WUSC members on management, bookkeeping, O& M, water quality testing; and they also provided training to the VMW.

Three of the nine WUSC members are women, • including one from the Dalit community. Meetings are held regularly to discuss whatever issues might come up including repairs or toilet construction.

The functional status of the project is good • and all except two taps were functioning during the visit. Reportedly some structures like the intake system and sedimentation tank are at risk of being damaged by landslides during the ongoing road construction. This has to be taken care of immediately. The distribution and transmission pipes are old and getting blocked due to calcium deposits in the pipes.


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The WUSC has set aside NRs. 24,000 for tools • and spare parts. Tools were provided in the beginning but not all of them are in place. Spare parts were not provided to users after completion of the project by implementing agencies. There is no provision for extension of existing projects for new HHs who move into the community.

All water supply materials are reportedly • available in the local market (as the projects the team visited were close to the district headquarters). However, the opposite is true in remote areas.

Providing skills such as masonry for latrine builders • at the local level will help the community build latrines for upcoming advocacy/awareness campaigns on sanitation. Reportedly, only four households in this project area don’t have a toilet, including those of some key WUSC personnel.

Latrines constructed are not standard in design • and poorer people are sharing toilets. There is a need to create awareness and help with VDC funds for the very poor that cannot construct latrines. About 95% HHs reportedly wash their hands with soap after defecation. Not all users are aware of sanitation related diseases in the community.

ODF campaigns have been initiated in many • water supply project clusters. Community members are positive about gaining an ODF status. Implementing agencies in the districts have mobilised local youth and child clubs for social mobilisation activities.

Incidences of diarrhoeal disease have been • reduced by at least 50% after the water supply and sanitation project was constructed.

2. Anandpur Water Supply and Sanitation Project:


T• his project is targeted at 69 HHs with a population of 342 in ward number one of Pachanali VDC in Doti district. The project was supported by RWSSFDB through Diyalo Pariwar, a supporting organisation of RWSSFDB. The project was initiated on 2006/04/01 and completed on 2066/04/17.

There are a total of 10 taps on platforms and • the project is reportedly running well and the WUSC is levying a water tariff of NRs. 50/per tap/month. The project also has a VMW who has been provided on-the-job training and is getting paid NRs. 350 per month. The implementing agencies also provided training to WUSC members on O & M and book keeping during construction.

The team noted that the taps are placed • quite high and are not child friendly and prove difficult for shorter people.

Since the project is quite new the WUSC • members are active and three of the nine members are women, including the treasurer. Meetings are held on a regular basis and as when required, but issues are not reportedly followed up. There is a high turnover rate at the WUSC with key positions lying vacant.

Livelihood activities were linked with project • such as vegetables farming and goat rearing. Implementing agencies should initiate other income generating activities for specific groups such as women and disadvantaged communities.

The team noted that the WUSC has set aside • NRs. 34,900 for tools and spare parts. Tools


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were provided to the WUSC by implementing agency. All water supply materials are reportedly available in the local market for projects nearby the district headquarters. However, this is not the case in remote areas where materials are not readily available. There is no provision for extension of the project to accommodate newly arrived households.

The contributions that the RWSSFDB seeks from • the community in labour and cash before and after construction seems quite high for people in this rural community.

Only 15 HHs in the project area have a toilet. • In order to remedy this, the WUSC provides a revolving fund for toilet construction. Some loans have been taken but no one has paid back to the WUSC yet. About 95% HHs reportedly wash their hands with soap after defecation. However, not all users are aware of sanitation related diseases in the community.

ODF campaigns have been initiated in many • water supply project clusters. Community members are positive about gaining an ODF status. Implementing agencies in the districts have mobilised local youth and child clubs for social mobilisation activities. Incidences of diarrhoeal disease have been reduced by at least 50% after the water supply and sanitation project was constructed.

3. Silgadhi Water Supply and Sanitation Project:


This project serves the Dipayal Silgadhi • municipality and the Silgadhi bazaar area. The project is in operation since 2017 and is still being upgraded. The project is adding a water treatment plant to the existing system that is supported by RMSO.


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There are 617 taps in this project and water • supply is reportedly not regular. The team feels that the project needs repair and maintenance for regular supply of water to all residents in the bazaar area.

About 90% of households have constructed • latrines till date. However the remaining 10% who are Dalit families are yet to build their own toilets. Therefore, special emphasis on these HHs as well as awareness raising campaigns should be conducted to motivate these community members to join the club of HHs with latrines.

It was also noted that there is a problem at the • source of the water supply system. Apparently, some people near the source have been cutting the pipes of the water supply system to divert water to their fields for irrigation purposes, and which interrupts the flow of water. There is a need to add another water source into the system if they want to ensure a regular supply in the future.

Conclusion and Recommendations

In order to undertake and implement all WASH 1. components simultaneously, all districts should have a WASH Plan approved by DDCs, which incorporate water, sanitation and hygiene components and should be extended to all VDCs within the district. VDC secretaries/LGCDP should be oriented on social mobilisation activities and on planning WASH projects at VDC level. NGOs in the WASH sector (those who are present in the district should also be involved in the VDC planning process, which will help identify needs and possibilities at the local level.

Ensure the application of minimum criteria/2.

guidelines at district level by DWSSDO as the lead agency for the WASH sector. A detailed WASH sectoral plan indicating minimum parameters including location, beneficiaries, supporting agencies and costs should be prepared for ward, VDC and districts in the DDC plan. Sector-wise committees should be formed at the ward, VDC and Ilaka level for better planning and representation of local sector agencies and Community Based Organisations (CBOs).

The WSSDO should coordinate with all 3. agencies in the district that work in the WASH sector and organise regular DWASHCC meeting. DWASHCC meetings/discussions should include stakeholder concerns such as adoption of minimum standards for WASH projects, parameters for construction and successful implementation, and post construction monitoring and evaluation for future expansion, maintenance and repairs.

All activities and programmes of I/NGOs 4. should be placed alongside that of the DDC’s ongoing projects and needs, and I/NGOs should support the communities from the DDC’s priority lists. Prepare guidelines/criteria for planning/prioritising WASH projects based on practices followed by different agencies in the districts.

DDC should coordinate with I/NGOs in the 5. districts and share experiences and best practices and establish common minimum standards for WASH programming in the districts and VDCs. There should be guidelines for support and monitoring of completed projects.

There has to be more effective monitoring 6. of projects at the VDC and ward level so to ensure that projects are not handed over to the community without total completion of all


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aspects of construction that were mentioned in the contract. Sometimes, even though the contractor will say that construction is completed there should be a mechanism/body to evaluate the quality of the construction.

T7. he implementing agency should also be clear about who will take ownership of the project and who should pay or provide support to the community for periodic repair and maintenance of the completed water systems. Clarity should also be made on how much a VMW should be paid for his efforts and services, and how the users committees are going to provide remuneration for the VMW. At the same time, the visiting team also learned that many projects in the district still had funds which were earmarked for O&M that have not been utilised.

Utilisation of remaining O&M fund for all WUCs 8. needs should be discussed in a little more detail and could be used to expand existing projects or to repair and maintain them so that it could continue providing services to the needy. More discussions should be held about how to

make users’ committee more accountable to the community while implementing projects.

The issue of water supply and sanitation should 9. be promoted as a basic human right that needs to be addressed by the government as opposed to the current notion that water is a commodity and that everyone has to pay for it. On many occasions, users committees have to pay money to individuals or government agencies at the source of the water supply, which is against the idea that water is a fundamental human right.

Providing subsidies to people to build latrines 10. should also be discussed a little more in detail. Most people can find the resources to build their house and repair it, but when it comes to building toilets they are dependent on others. This has led many HHs to simply expect that someone else will come and build them toilets. Support should be provided to those HHs that are very poor but individual support from agencies to whole communities should not be encouraged.


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The overall goal is to ensure that every HH has 11. a latrine and awareness-raising campaigns are crucial for generating knowledge about sanitation and hygiene and which will be easier to attain if HHs have their own toilet.

Distribution of materials and providing 12. hardware support as subsidies will never encourage people to take on the initiative that will ultimately help us meet the MDG goals and national targets for water and sanitation. Rather than subsidies, a reward scheme could be initiated in order to inspire communities and individuals to want to belong to the exclusive status of having their own HH toilet, and having their community recognised as an ODF one.

ODF campaigns are picking up in the district 13. and region and many VDCs have set aside funding for community and environmental sanitation programmes. The National Sanitation Action Week (NSAW) is a great way to strengthen these campaigns. Displaying

health messages at the tap-stands is very helpful and makes communities aware of the implementing agencies, and also provides transparency about the project.

Establishing a universal code, with minimum 14. parameters, should strengthen monitoring and evaluation of projects and guidelines that will help ensure that projects are built to last and provide services.

Most I/NGOs have their own third party 15. monitoring system which is format based and links successful implementation with payments. FEDWASUN also has a monitoring format which is being used on selected projects in the districts. The practice of joint monitoring and sharing guidelines and creating a common code between NGOs and government organisations and other stakeholder groups should be encouraged and made a common practice in all VDCs and districts.


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Monitoring and Evaluation

The cross cutting sub-theme ‘Monitoring and Evaluation (M&E) formed lately represented by different agencies. Members of this sub-theme group discussed several times and identified the following key issues and recommendations as follows:

Key Issues Lack of mandate with clear role and 1. responsibility, resources and regular program to act DWSSCC as proactive joint monitoring and evaluation mechanism.

Weak (almost in non-existence state) updating 2. system of sectoral information (2008 NMIP survey).

Not yet commonly adopted M & E indicators 3. of WASH sector.

No linkage between work performance of the 4. personnel with M & E activities/reporting.

Recommendations Make mandatory provision of providing 1. information (at all phases of the programme; from planning to post construction support) to DWSSCC to all agencies including I/NGOs working at the district.

Authenticate DWSSCC as a sole executing 2. agency for joint planning and Joint Monitoring and Evaluation works, collection & validation of information and sharing it with central level sectoral information unit like NMIP/M&E, etc.

Strengthen DWSSCC and it’s secretariat with 3. adequate resources and regular program for joint planning and joint monitoring activity at the district level.

Regularly update the sectoral information 4. considering NMIP 2008 survey as base line data and strictly follow information based planning process.

Finalize the proposed CREAM indicators for 5. common MIS and M&E approach.

SN Agency Name Email

1 DWSS Kabindra B. Karki [email protected]

2 DWSS Him P. Gautam [email protected]

3 NRCS Tara Devi Gurung planning @nrcs.org

4 SNV Henk Veerdig [email protected]

5 RWSSFDB Bhupendra Aryal [email protected]

6 Unicef Anu Paudyal Gautam [email protected]

7 MoPPW Rajeeb Ghimire [email protected]

8 SEIU Hera Kaji Maharjan [email protected]

Members of M & E


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128

Cross-Cutting Issues: WASH in Emergency

Background/ContextNepal is one of the countries reporting • maximum child deaths worldwide.

Prevalence of diarrhoea still remains at 14 • percent of all children under the age of five

Every year about 36,000 children under five • are dying with diarrhoea and it represent 4.8% of the total death of children under five.

Under five mortality still remained 61 per 1000 • birth;

26 districts have been categorised as high risk • for disease outbreaks

All most all 20 terai districts are prone to • flooding and inundation causing huge loss of property and human life each year;

Entire Kathmandu valley is extremely vulnerable • and prone to a major earthquake. Studies indicated 40,000 deaths and 95,000 injured and over 1 million homeless in the valley in the event of a major earthquake.

Over 60% of the population is still living without basic sanitation facilities and improved and safe hygiene practices. With a low coverage and use of latrines, open defecation is widespread, exposing large numbers of people to pathogenic organisms found in human waste and increasing their vulnerability to debilitating and fatal diseases and subsequent death. Lack of adequate toilets and waste disposal facilities in schools and health facilities create a high risk of spreading diseases and incurs lost opportunities for developing better sanitation and hygiene awareness and practices,

and discourages children, particularly girls, and female teachers from attending schools.

Hygiene practice is still very poor and is at an unacceptable level in both urban and rural centres among the poor and disadvantaged population. According to the Nepal Sanitation Country Paper-2008, only 17% of people wash their hands after defecation and this practice is significantly low in the flood and diarrhoea/cholera prone districts. The National average for the prevalence of diarrhoea is 11.9% and 49% of the population don’t take/practice increased fluid and ORS and therefore die due to dehydration (Nepal Demographic Health Survey (NDHS- 2006). Furthermore, incidence of diarrhoea is widespread in the Mid and Far Western Regions where annual average reported diarrhoea as high up to 600 per 1,000 in a year (DHS/MoHP). The Epidemiology Disease Control Division (EDCD) under the Department of Health Services (DHS) has categorised 75 districts into high risk, medium risk and low risk districts based on number of outbreaks in a year. Of the total 75, 26 districts falls under high risk, 33 under medium risk and 16 low risk districts.

Key Achievements In order to prevent and save the lives of people from such disasters, the WASH cluster in Nepal has been working since 2008. Key achievements are highlighted below:

Coordinated Koshi humanitarian response and • ensure basic WASH facilities and services to the displaced and affected for over 9 months, starting from August 2008- until April 2009;


Contingency plan for flood/landslide and • earthquake scenario have been developed and shared with all concerned agencies;

Content of standard hygiene kit for emergency • /disaster situation was developed, agreed and revised. Based on this, few humanitarian agencies (UNICEF, IRD) have been preposition supplies in different locations; Standard radio messages were jointly developed (DWSS, DHS, WASH cluster members) and aired for over 6 months through FM stations;

Coordinated WASH preventive response was • provided during the 2009 diarrhoea epidemic where over 1.2 million people from over 200 VDCs from Mid and Far Western Region were reached and benefitted;

Draft standard design of emergency WASH • facility (Hand pump, latrine, bathing spaces) been prepared and draft training module for district and local level stakeholders have been drafted;

Institutional mapping of WASH stakeholders • was done in 2009. This report highlights key stakeholders and their human resource capacity in the sector;

District contingency plan of disaster prone • (flood/diarrhoea scenario for over 15 districts) have been prepared and preparedness interventions are underway;

Cluster meeting being regularly held • and agencies plans/programmes being documented in 3 Ws matrix;

Key government and humanitarian • agencies officials trained on emergency WASH and over 15,000 FCHVs/frontline workers equipped with basic skills and knowledge on emergency WASH; In this respect, DWSS have also trained Quick Response Team members (QRT) on emergency WASH in most disaster prone (10-15) districts;

Key Issues:1. A. Coordination and collaboration

WASH cluster collaboration with government • line ministries and departments has been always informal. Key achievements mentioned above have not been officially recognised by the government and reflected into the government plans and programme;

Government led coordination mechanism • for regular programme and disaster management (SSG at national level and DWSS CC- local level vis-a vis National Council for Disaster Management (NCDM) and Local Disaster Management Committee (LDMC) are not functioning well and have not able to coordinate effectively and address the immediate response as required following the disasters.

Provision of membership of WASH Cluster • among the humanitarian agencies both at national is certainly a good mechanism but this has not been formalised and commitment made by all partners consistently.

WASH line agencies (WSSDO/DTO) at local level • have not been fully committed, accountable and responsible to coordinate their respective sector in the event of disaster and ensured meeting humanitarian life saving response. There is no separate and flexible financial budget line and funds set aside to immediate address humanitarian needs for life saving of vulnerable population.

WASH sector has limited network at local level. • Existing WUSCs are only responsible to deliver water in normal situation and these institutions have not been accountable and responsible to deliver services in case of disaster.

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B. Preparedness and timely humanitarian response

Support and contribution provided by the • humanitarian agencies on preparedness and response had been quite scattered, unpredictable and have not fully aligned with ongoing regular WASH programme;

Government led annual plans do not explicitly • include any provision of WASH preparedness related intervention neither at national nor local levels. In addition, MoHA (which is considered a nodal agency for disaster management) also lacks a concrete and comprehensive plan for preparedness and response.

WASH sector/cluster has not carried out • yet a systematic vulnerability assessment of potential disaster prone districts on various risk scenarios nor subsequent preparedness plan are prepared/executed to prevent the risk of human casualty and property lost.

Limited attempt to preposition of essential life • saving supplies at required quantity as indicated in the contingency plans. This certainly has constrained to make timely humanitarian response in the event of disaster.

No systematic documentation/record of • trained human resources has been prepared, updated nor utilised them effectively in disaster response.

Hygiene promotion is one of the neglected • areas within the WASH cluster and sector. In addition, there is very limited trained personnel and institutions to meet the response needs in the event of disaster;

WASH sector is quite weak and current • policies and strategies do not address the implication of global warming, climate and remedial measures.Preparedness and timely humanitarian response

C. Resource commitment and allocation

Local level DMC (Disaster Management • Committee) have not yet able to advocate and allocate resources from regular government and implement the District Contingency Plans (DCP) which were primarily prepared with support from humanitarian agencies in quite a number of districts;

No systematic documentation/record of • trained human resources has been prepared, updated nor utilised them effectively in disaster response.

Hygiene promotion is one of the neglected • areas within the WASH cluster and sector. In addition, there is very limited trained personnel and institutions to meet the response needs in the event of disaster;

Key Recommendations: WASH sector should clearly develop a • operational mechanism to align with cluster approach and its networks with current established coordination platform for regular development programme both at national(SSG) and local levels(DWSSCC/DWASH);

Sector ministry should assign/nominate a • government line agency (WSSDO or DTO) at


district level fully accountable and responsible to coordinate among the humanitarian, civil society and private sector organisations during the disaster situation. The assigned agency at district level should be made responsible for preparedness and humanitarian response.

Sector ministry should advocate and ensure • inclusion of a separate budget line for WASH preparedness/capacity building in responsible agency district’s workplan (redbook) in an annual basis.

Carry out a vulnerability assessment associated • with various disaster scenario and develop

a comprehensive disaster management/ contingency plan at national level and local level;

Undertake a comprehensive study to better • understand the implication of changing ecosystem (global warming, climate change) in the WASH sector and incorporate new provisions in the policy and strategies to timely address these emerging issues.

SN Agency Name Email

1 NRCS Damber b. Bista [email protected]

2 Unicef Madhav Pahari [email protected]

3 LWF-Nepal Gopal Dahal

4 LWF-Nepal Surendra Thapa [email protected]

5 KIRDARC Madhab R. Neupane [email protected]

6 NWSC Bhupendra Prasad [email protected]

7 RWSSFDB Sanjaya K. Mishra [email protected]

8 KUKLSMB Narayan B. C [email protected]

9 SEIU Hera Kaji Maharjan [email protected]

10 UN-Habitat Rajesh Manandhar Rajesh.manandhar@unhabi-tat.

11 MoPPW Rajan Raj Pandey [email protected]

Members of WASH in Emergency

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WASH

sector status report may 2011 - bmzhealth.bmz.de/.../wash-sector-status-report-2011.pdf · nepal...

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