BASELINE SURVEY OF MEDEBAY ZANA WOREDA OF

TIGRAY REGION

Authors: Ayenew Admasu, Meresa Kiros, Abdulkadir Memhur

Date: December,2011-12-29

1
2
Contents
1 ACRONYMS ________________________________________________________ 5
2 INTRODUCTION _____________________________________________________ 6
2.1 BACKGROUND _________________________________________________________ 6
2.2 OBJECTIVE OF THE STUDY ________________________________________________ 7
2.3 SCOPE OF THE STUDY ___________________________________________________ 8
2.4 METHODOLOGY________________________________________________________ 8
3 OVERVIEW OF THE WOREDA __________________________________________ 9
3.1 SOCIO ECONOMIC SITUATION ____________________________________________ 9
3.2 OVERVIEW OF THE WATER SUPPLY _______________________________________ 10
3.2.1 AREAS OF INTERVENTION FOR CMP IMPLEMENTATION___________________________ 11
3.2.2 AVAILABILITY OF PRIVATE ARTISANS IN THE WOREDA ____________________________ 14

3.3 OVERVIEW OF HYGIENE AND SANITATION _________________________________ 16

4 INSTITUTIONAL & WASH PROGRAM IMPLEMENTATION CAPACITY ___________ 17
4.1 INSTITUTIONAL CAPACITY_______________________________________________ 17
4.1.1 VISION & OBJECTIVE OF THE WOREDA ________________________________________ 17
4.1.2 ORGANIZATIONAL STRUCTURE FOR WATER, MINES & ENERGY/ WATER SECTIONS ONLY/ 18
4.1.3 HUMAN RESOURCE FOR SECTORS ____________________________________________ 19
4.1.4 OFFICE FACILITIES FOR SECTORS _____________________________________________ 22

4.2 WASH PROGRAM IMPLEMENTATION CAPACITY _____________________________ 23

4.2.1 SITUATION OF WASH PROGRAM _____________________________________________ 23
4.2.2 ORGANIZATIONAL STRUCTURE FOR WASH PROGRAM ____________________________ 24
4.2.3 HUMAN RESOURCE FOR WASH PROGRAM _____________________________________ 26
4.2.4 OFFICE FACILITIES FOR WASH PROGRAM ______________________________________ 27
4.2.5 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS IN IMPLEMENTATION OF WASH
PROGRAM ______________________________________________________________________ 27
4.2.6 WASH PLAN FOR 2003-2007 EFY _____________________________________________ 28
4.2.7 PARTNER ORGANIZATIONS IN WASH _________________________________________ 28
4.2.8 PARTICIPATION & COORDINATION ___________________________________________ 28
4.2.9 ACCOUNTABILITY & TRANSPARENCY__________________________________________ 29
4.2.10 CITIZEN VOICE ___________________________________________________________ 29
5 BUDGET ALLOCATION & UTILIZATION __________________________________ 30
5.1 GOVERNMENT BUDGET ALLOCATED TO WOREDA FOR THE PAST THREE YEARS ____ 30
5.2 LOCAL INVESTMENT GRANT (LIG) BUDGET ALLOCATED TO WOREDA AND WASH FOR
THE PAST THREE YEARS ______________________________________________________ 30
5.3 GOVERNMENT BUDGET ALLOCATED AND UTILIZED FOR WASH FOR THE PAST THREE
YEARS 31

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 5.4 WORLD BANK BUDGET ALLOCATED AND UTILIZED FOR WASH FOR THE PAST THREE
YEARS 31
5.5 UNICEF FUND ALLOCATED AND UTILIZED FOR THE PAST THREE YEARS ___________ 31
6 MONITORING & EVALUATION ________________________________________ 31
7 INSTITUTIONAL GAP ASSESSMENT _____________________________________ 33
7. RECOMMENDATION FOR THE NEW CMP PROGRAM IMPLEMENTATION APPROACH
35

4
1 ACRONYMS
AfDB African Development Bank
CDF Community Development Fund
CFTs Community Facilitation Teams
CMP Community Managed Project
COWASH Community-Led Accelerated WASH
CWA Consolidated WaSH Account
DFID Department for international Development UK
EFY Ethiopian Fiscal Year
EUR European Euro
GoE Government of Ethiopia
GoF Government of FINLAND
GTP Growth and Transformation Plan
HDW Hand Dug Well
HEWs Health Extension Workers
HHs Households
IDA International Development Agent of the World Bank
KAP Knowledge, Attitude and Practice
LIG Local Investment Grant,
MoE Ministry of Education
MoFED Ministry of Finance and Economic Development
MoH Ministry of Health
MoU Memorandum of Understanding
MoWE Ministry of Water and Energy
M&E Monitoring & Evaluation
NGOs Non-Government Organizations
O&M Operation & Maintenance
ODF Open Defecation Free
REST Relief Society of Tigray
R-WaSH Rural Water Supply, Sanitation & Hygiene
SP Spring
SW Shallow Well
UAP Universal Access Plan
UNICEF United Nations Children’s Emergency Fund
WaSH Water Supply, Sanitation and Hygiene
WASHCOs Water Supply, Sanitation and Hygiene Committee
WB The World Bank
WHO Woreda Health Office
WIF WaSH implementation Framework
WMP Woreda Managed Project
WOFED Woreda Finance & Economic Develoment
WWO Woreda Water Office
WWTs Woreda WaSH Teams

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2 INTRODUCTION

2.1 BACKGROUND

To achieve the ambitious goals laid out in the Growth & Transformation Plan (GTP)
for safe water and improved hygiene and sanitation, the Government of Ethiopia
(GoE) is poised to launch the new National Water Supply, Sanitation & Hygiene
(WaSH) Program. The strategies to achieve GTP target and set up for the National
WaSH Program are described in the WaSH Implementation Framework (WIF). The
WIF recognizes that safe water and improved sanitation and hygiene are not
separate pursuits and that coordination efforts are required among governmental
agencies, civil society organizations and the private sector if targets are to be
achieved. It also recognizes that results will only be sustainable if responsibilities and
resources are devolved and communities are empowered to manage their own
transformation.

The WIF incorporates the lessons learned from a number of water, sanitation and
hygiene projects implemented in Ethiopia over the past decade and builds on the
foundations these projects have laid. An example of this is the wider application of
the highly decentralized Community Management Project (CMP) formerly called
Community Development Fund (CDF) approach that empowers communities to
manage funds and to directly manage the construction of water points and school
and health post sanitation facilities. The WIF also engages non-governmental
organizations (NGOs) as partners in WaSH ensuring that their high level of
motivation, innovative work and their readiness and capacity to respond to the needs
of the marginalized and most vulnerable people imbues the program as a whole. The
WIF has four main features; integration, harmonization, alignment and partnership.

A major feature of WaSH Implementation Framework (WIF) is that it has the

leadership of four government Ministries (MoFED, MoE, MoH & MoWE) that are
pledged, through a Memorandum of Understanding (MoU) to support an integrated
National WaSH program that addresses the needs of individuals, communities,
schools and health posts more holistically and reduces bureaucratic
compartmentalization of services.

A further feature of the National WaSH Program is the harmonizing of donor inputs
in terms of programming and financial support. Major donors have agreed to support
one program rather than a variety of time and geographic specific projects, with the
objective of harmonizing their financial contributions through a single Consolidated
WaSH Account (CWA) allowing greater flexibility in planning and budgeting and
greater efficiency in financial management.

In the WaSH Implementation Framework the principles and basic procedures of the
CDF approach are mainstreamed into the National WaSH Program and the approach
is now called, the Community Managed Project (CMP) approach. It is presented

6
as a clear and more than acceptable, alternative funding mechanism to the
conventional Woreda Grant which is in WIF known as the Woreda Managed
Project (WMP) funding mechanism.

The CMP approach is demand-driven. However, in order to foster this demand it is

necessary for regions and woredas to include the introduction and application of CMP
in their strategic planning and to undertake CMP awareness building. As CMP is
“taken up” and appears in Woreda WaSH Annual Plans, the Region will transfer the
required funds to the Financing Intermediary or Micro Finance Institution from the
investment budget line.

The GoE and the Government of Finland (GoF) in consultation with several sectoral
stakeholders initiated a new project for mainstreaming the CMP approach into a
national model, scaling up the CMP approach into new regions and further
strengthening the CMP implementation in Amhara Region. The new project is called
“Community-Led Accelerated WASH” (COWASH) in Ethiopia. COWASH has three
components: Component I is to provide scaling-up support at the Federal level,
Component 2 is to support CMP scaling up in new regions and component 3 is to
support Amhara CMP scaling up. The first Phase was launched in July 2011 and will
end on July 2014. Total contribution from Finland is 11 Million EUR.

The overall objective of the project is accelerated implementation of the Universal

Access Plan (UAP) through the adoption and application of CMP approach. The
project purpose is to establish CMP as an efficient mechanism for rural water supply
development in Regions suitable for its introduction.

2.2 OBJECTIVE OF THE STUDY

The overall objective of the study is to collect necessary baseline information from
the Tigray region selected 7 woredas and to establish required benchmarks for future
analysis of progress, outputs, outcomes and impact of the project intervention.
Baseline information collected is to serve the understanding and planning of:

Practised multiple use systems in water supply and liquid waste management

Awareness and knowledge of the people and instruments already in use in

making people aware of forthcoming climate change impacts and how people
are ready to face these new challenges in the future.

Favorable hydro-geological conditions where simple hand-dug well and spring

protection technology can be used. Therefore there is a need to map the
areas where this technology is used and analyze the possibility of CMP
approach used in achieving the GTP targets in 2015.

The present situation of WaSH implementation in order to plan and budget

the WaSH services.

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 The availability of finance for CMP in Tigray taking into account Regional
Government resources and resources available from other WaSH
stakeholders.

The existing WaSH governance in Tigray and include analysis of the efficiency
of the existing governance.

The functionality and non functionality of the existing water schemes.

Existing strategic WaSH plans at woreda level need to be analyzed in order to

assess the need to additional strategic planning training.

The availability of private sector for drilling works for shallow well and
government budget for drilling works.

Existing household and institutional sanitation facilities.

2.3 SCOPE OF THE STUDY

The scope of work include assessing the socio economic profile, overview of the
water supply, sanitation & hygiene situation, institutional capacity assessment of
WaSH actors & assessment of the WaSH program implementation of the selected
seven woredas for COWASH support in the Tigray region.

2.4 METHODOLOGY

The methodologies employed for this study are:

a) Document Review
Document review policy & strategy documents of the government in the
water, sanitation & hygiene sector, legal frameworks and reports in the water,
sanitation & hygiene sector.
b) In-depth interview & Focus Group Discussion
Undertake in-depth interview & focus group discussion with Regional WaSH
Technical Committee & Woreda WaSH Team to gain a better understanding
for the study.
c) Data Analysis
Collection and analysis of data from the Four Regional Sector Offices (BOFED,
BOH, BOWE, BOE) and the Seven Selected Woreda Sector Offices (water,
finance, health & education) in the Tigray Region.

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3 OVERVIEW OF THE WOREDA

3.1 SOCIO ECONOMIC SITUATION

Medebay Zana woreda is one of the eight rural woredas in North West Zone of Tigray
region that has 20 tabias: 18 rural tabias & 2 urban tabias. Its geographical location
is in between 38º 20’ E longitude & 14º 06’ N latitudes. It is bordered with Mereb leh
& Lay Adeyabo woreda in the North, Tsembelan woreda in the West, Tahtay Michew
& Naderadet woredas in the East & Tahtay Koraro woreda in the West. The woreda
capital is called Selekleka & is located 282 km from regional capital. Its area is
approximately 1,055 sqkm. The land use pattern of the woreda shows that 27,271
ha is cultivated land, 30,551 ha is covered with forest and 47,714 ha is covered with
bush & shrubs.

According to 2007 census, the woreda has 137,464 (124,759 in rural & 12,705 in
urban) population in 2010. The total population in 2010 can be disaggregated by
gender as follows: Rural: Male 62,440 (50.1%), Female 62,319 (49.9%); Urban:
Male 5,636 (44.4%), Female 7,070 (55.6%). The total number of HHs and villages in
the woreda is 30,839 & 56 respectively. Other than the woreda capital Zana is a
small town inhabited by urban population. The woreda’s climatic zones are
lowland/kola/ & temperate/weina dega/ with proportion of 62% & 38% of the
woreda’s area respectively. The altitude of the woreda capital is 1,975 meter above
sea level. The daily weather condition runs from 12ºc to 28ºc. The annual amount of
rainfall ranges from 500 – 900 mm. The main rivers in the woreda are Meisha &
Tekeze.

Agriculture is the mainstay of the economy in the woreda. The internal revenue of
the woreda in EFY 2003 was Birr 5.5 million. With regard to communication the
woreda has one post office, automatic telephone, mobile telephone, internet & fax
services in the woreda capital & 18 satellite telephones in the rural tabias. The
woreda capital has 24 hrs electric services from the national grid hydropower source
of energy. The number of towns & rural tabias which have electric service from the
national grid hydropower source of energy is 2 & 4 respectively. As accessibility of
the woreda capital is all weather roads, there is public transport facility to the
woreda capital. Dedebit Credit & Saving Institution (DCSI) is the main micro finance
institution in the woreda. Its sub-branch offices are located at Selekleka, Zana &
Kulufereha.

In 2003 EFY, the number of health institutions in the woreda was 2 health centres &
20 health posts. The total number of elementary schools & students in the woreda
in 2003 EFY was 54 elementary schools & 23,763 students respectively. Out of these
schools 34 schools (63 %) have water supply facilities in their compound. There are
no significant natural & other disasters which have impacts on the delivery or
management of water & sanitation services in the woreda.

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3.2 OVERVIEW OF THE WATER SUPPLY

The woreda shows remarkable improvement in the water supply coverage since
recent years. The water supply source of the woreda is mainly from ground water
through hand dug wells, shallow wells and spring development. The woreda has
currently (end of 2003 EFY) 195 hand dug wells fitted with hand pumps, 98 shallow
wells equipped with hand pumps, 4 motorized boreholes and 45 gravity springs, from
which 6 hand dug wells, 6 shallow wells, 1 boreholes and 12 springs are non
functional (Source: Woreda Water office). More than 80% of the water supply
coverage of the woreda is from hand dug wells and shallow wells.

The total water supply coverage of the woreda is about 72.3%. The water supply
coverage for rural and urban is 75.8% and 86.8% respectively as reported from the
Woreda Water supply and Energy Office. From the total existing schemes 7.3% of
the schemes are non functional (up to the end of 2003 EFY). The major reason for
the non functionality of the schemes is lack of spare parts in nearby shops, shortage
of trained manpower and transportation in the woreda.

From the total existing schemes, 7.3% of the schemes are non functional (up to the
end of 2003 EFY). The major reasons for the non functionality of the schemes are
due to poor construction, lack of spare parts & hand tools for maintenance at the
community level, shortage of trained technicians in the woreda and poor
management of water supply schemes due to lack of awareness at the community
level. Besides, shortage of trained technicians at the woreda level contributed for the
existence of non functional water supply schemes.

All water schemes have WaSHCOs who are trained at the time of WaSHCO
establishment. The duration & quality of training for WaSHCOs differs from project to
project. The WaSHCOs in the rural communities supported by World Bank have got
training in community WaSH plan preparation, construction & operation and
maintenance phases of the project cycle. As some projects have not given training
properly for WaSHCOs in each project cycle, the woreda has tried to fill the gap by
conducting training for WaSHCOs who were not trained. Although there are some
communities who have well organized WaSHCOs who can maintain the schemes by
themselves, most of the schemes are maintained by the woreda technicians. The
WaSHCOs trained by the World Bank WaSH program have better knowledge and
technical capacity in maintaining water supply schemes as O & M training is given to
WaSHCOs after construction of water supply schemes completed.

User communities contribute 5% of the project cost in cash for construction of new
schemes prior to construction. They also contribute for operation and maintenance
as proposed by WaSHCOs and have got approval by user communities. There is no
standard user fee contribution framework in the woreda, however, some
communities contribute at monthly and some at yearly basis. Few communities also
contribute on consumption basis. All the contribution modalities are decided by
WaSHCO together with the user communities.

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3.2.1 AREAS OF INTERVENTION FOR CMP IMPLEMENTATION

The selection of rural water supply sources will be determined depending on the
objective assessment of each place. As Community managed project (CMP) is a new
approach mainly implemented and managed by the user community themselves, the
scale of the project is most likely low cost and simple technology. Hand dug wells
and spring developments are the most common practices which can be easily
managed and implemented by the user communities. The survey group tried to
identify the potential tabias for CMP intervention. The criteria for selection are the
availability of shallow ground water and availability of springs. During the discussion
conducted with water office experts the future possible domestic water supply source
is prioritized as hand dug well, shallow well, roof water harvesting and spring
development as 1st, 2nd, 3rd & 4th respectively.

The following table shows tabias which are the most feasible intervention areas for
CMP implementation in the woreda. Although some communities in selected tabias
are WB supported, there are still other communities who are not getting support
from WB.

Table 1 Possible intervention tabias for CMP

No. Tabia Possible source Remark

for CMP

1 Limat HDW

2 Adekemalik HDW WB

3 Mesahil HDW WB

4 Emba Tsihdi HDW

5 Adi Baerej HDW

6 Bahra HDW WB

7 Walka HDW

8 Adi Tsegora HDW WB

9 Shame HDW Partial

10 Debre Kerbe HDW “

11 Kulu Ferha HDW + SP “

12 Nefasit HDW “

13 Mai Lomin HDW “

11
 No. Tabia Possible source Remark
for CMP

14 Tikule HDW Partial/WB

15 Adi Kueshti SP

The above data are not based on detail hydrogeological study; the data is collected
only by interviewing the woreda experts observed from their experience and field
practice. Hence, one can expect that the possible source of potable water for the
above villages in the tabia may not be only limited to the above mentioned sources.
There might be also some villages, with deep groundwater occurrence which needs
other interventions. The following map depicts major possible intervention areas in
the woreda.

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Fig. Possible intervention tabias for CMP

Sha m i
Tsa ad a
Ne fa s it Laka

N
Ku lu f e re ha Adi Nig is ti
W E
Imb a Adi B aere j
Me s he l Tsid i S

Adi D ekia ma lek

Kima lo

Ad i Ge i sh ti
Ba h ra
MAPLegend
W a lka HDWsource
De ber e ker be Partially HDWsource
Kib rt o SPsource
Ad i Ts eg ar o
HDW&SPsources
Other sources
Tiku le
SeleklekaTown

Mint il
3.2.2 AVAILABILITY OF PRIVATE ARTISANS IN THE WOREDA

There are no individual private artisans in the woreda who can work on the
construction of small scale water supply projects. The existing private artisans are in
the form of association which is named as small and micro cooperatives established
by the regional proclamation. The associations are not certified technically by
relevant institution like the construction bureau and water bureau. But, they have
legal entity by the proclamation. They are entitled to work any construction in the
woreda including small scale water supply projects. One cooperative association
could have 10 to 15 members; members of the association are from different
disciplines including water experts within the association. As most of the association
members are university graduates, they can be offered higher level of education
which will be a base for local consultancy & contractor.

Medebay zana woreda has over 20 cooperative associations registered in the woreda
small and micro cooperatives office engaged in construction works including
construction of small water supply schemes. Previously the projects were allocated to
the associations directly without bidding. However, later the office awarded
construction of the water supply schemes through bidding among the associations
who had better performance. The following table shows the available artisans in the
woreda. (Source: Woreda Water & Mines Office)

The training was conducted by the woreda water mines and energy office for two
days. The training was on the job training on site and given for five members from
each cooperative association. There are no private spare dealers, consultants &
drilling companies in the woreda. The following table shows list of artisans in the
woredea.
Table 2 List of Artisans

No Name Are they Training

trained Period/Days

1 Shewit Water Works & constr. Association Y 2 days

2 Midreselam “ Y “

3 Simret “ Y “

4 Segen “ Y “

5 Degena “ Y “

6 Firyat “ Y “

7 Hawelti “ Y “

8 Goitom & Haile “ Y “

9 Abnet “ Y “

10 Zemen “ Y “

11 Suhul “ Y “

12 Birhan “ Y “

13 Miebale “ Y “

14 Fre Lim’at “ Y “

15 Fre Tsibah “ Y “

16 Siye “ Y “

17 Desta “ Y “

18 Maebel “ Y “
The estimated average cost of hand dug well, on spot spring development, and
shallow well construction in the woreda is about 38,000, 45,000 and 150,000 Birr
respectively (the cost of HDW & SW includes supply & pump installation).

3.3 OVERVIEW OF HYGIENE AND SANITATION

Based on the collected data on Hygiene and Sanitation focused to key behaviour
indicators, at the end of 2003 EFY the woreda is with a total of 30,839 rural HHs out
of which a total number of 25,296 rural HHs (82% of rural HHs) were accessed to
latrine facilities regardless of its quality. From the total 18 rural tabias or 56 villages
in the woreda, there is indicative Open Defecation Free (ODF) declared in 3 tabias
(17% of rural tabias).

Considering the above HHs accessed to latrine facilities of the Woreda, 22,513 HHs
(89% of rural latrine accessed HHs) are reached in proper utilization. From the total
rural HHs in the woreda, 20,662 HHs (67% of rural HHs) is reported they have hand
washing facilities and practiced. The hand washing facility is locally made with water
supply, soap or alternative cleaning materials such as ash according the report from
the woreda. Type, quality, latrine construction system, behaviour on management
and privacy/dignity indicators are not considered in latrine facilities to know the
conditions of rural latrine facilities.

From the total rural HHs in the woreda, 25,296 HHs ( 82% of rural HHs ) are
graduated as they completed practice of health extension program of 16 packages
and a total of 18,812 HHs (61% of rural HHs) were confirmed with proper HH level
Safe water Supply storage and use treatment practice.

Out of the existing 22 health facilities /2 health centres and 20 health posts/, only 2
health centres(9% of health institutions) have water supply. From the total health
facilities in the woreda, 21 health facilities (96 % of health facilities) have improved
ventilated pit latrines with separated rooms for males and females. Only one health
centre has improved ventilated pit latrine for staffs with separated rooms for males
and females. In regard to hand washing facilities all health facilities have hand
washing facilities as the woreda has provided Jerikans (water containers) for this
purpose collaborated with UNICEF. It is reported that only 5 health facilities (23% of
the health facilities) are with functional infectious waste disposal pits and all health
centres are with functional incinerators and placenta pits in their compound.
(Source; 2003 EFY Woreda Health Office report)

From the total 54 schools in the woreda, 39 schools (72%) are found with improved
ventilated pit latrine facilities. Out of schools having improved ventilated pit latrine,

47 % (18 Schools)) of Schools shared latrines facilities with Males and females
28 % (11 Schools) of Schools with separate blocks of latrine facilities for boys
and girls
 5% % (2 Schools ) of Schools with separate latrine facilities for males and
Females teachers
100 % (39 schools ) of schools with functional waste disposal pits in their
compound
100 % (39 schools) of schools access to hand washing facilities provided Jirikan
and water brought by students;
And a proportion of 1: 283 (84 holes for a total of 23,763 students) holes
available in the woreda schools.

A total of 63% (34 schools) schools are with water supply service out of 54 Schools.
There are a total of 54 WaSH school clubs in the woreda with a total member of 995
(496 male and 499 female) member students. (Source: 2003 EFY Woreda Education
Office report).

In regard to Knowledge, Attitude and Practice (KAP) towards hygiene and sanitation
of the woreda, progressively there is much better improvement in the community
though still it requires more efforts by all actors in this sector.

4 INSTITUTIONAL & WASH PROGRAM IMPLEMENTATION

CAPACITY

4.1 INSTITUTIONAL CAPACITY

The Water Resource Management Policy and the Water Sector Strategy have
explicitly stated that every citizen has the fundamental right to access safe water for
his/her basic needs. The overall objective of the Water Resource Management Policy
is to enhance the well-being and productivity of the people through sustainable
development of water resources for equitable social and economic benefits.

To implement WaSH program successfully, capacity of WaSH stakeholders should be

strengthened.

4.1.1 VISION & OBJECTIVE OF THE WOREDA

Vision: To improve the health & quality of life of the rural community through
provision of water & sanitation services on a sustainable basis.

Objectives of the woreda in implementingWaSH Program:

To improve woreda level capacity to implement demand-based Rural WaSH

Program

To improve access of rural communities to water & sanitation services

operated and maintained by the community.

To improve health & hygiene practice

 4.1.2 ORGANIZATIONAL STRUCTURE FOR WATER, MINES & ENERGY/
WATER SECTIONS ONLY/

Fig.2 Organizational Structure for Water Section Only

Woreda

Office Head

Process of Irrigation Process of Water Process of

Supply Supply
Support Staff
Roles and Responsibilities of the Water Office at Woreda Level

Undertake identification of water sources

Study and design of small micro dams

Study and design for HDW construction, spring development

Undertake shallow well and deep well studies

Support WaSHCOs on the provision of spare parts availability

Support WaSHCOs on operational works

Undertake electromechanical maintenance

Undertake rehabilitation of HDW and SP sources which are beyond the capacity of
WaSHCOs

Undertake training of WaSHCOs on operation, maintenance and financial

management.

4.1.3 HUMAN RESOURCE FOR SECTORS

The recognition, organization and strengthening of the woreda WaSH sectors is an

important step for bringing the service closer to the beneficiaries. Reasonable
number of staff should exist at woreda offices. However, compared to their
responsibility the woreda offices need to be strengthened with the necessary human
resources
Table 3 Water Office Manpower

No Name Sex Age Position Education Salary WaSH Trained

Level in Birr Experience on R-WaSH
in Years Y/N
1 Amare Girmay M 27 Head Degree 3,578 0 No
2 G/amlak Fiseha M 26 V.Head “ 3,263 2 “
3 G/medhin negash M 27 Expert “ 2,249 2 “
4 Fiseha Solomon M 30 “ Diploma 1,499 6 “
5 G/silasie Hailu M 37 “ “ 2,249 7 “
6 G/Haweria Fiseha M 30 “ Degree 2,570 0 “
7 Fitsum M 25 “ “ 2,771 0 “
8 Mekonen K/mariam M 32 “ Diploma 1,114 2 “
9 Shewit Yibelih F 23 “ “ 1,114 2 “
10 Brikti G/meskel M 23 “ “ 1,114 2 “
11 Dirar Berhe M 26 “ “ 1,114 2 “
12 Temesgen G/hiwot M 25 “ “ 1,114 1 “
13 Mensur Kahsay M 25 “ Degree 2,249 2 “
14 Kesete Kahsay M 30 “ “ 2,870 1 “
15 G/mariam Abreha M 30 “ “ 2,570 1 “
Table 4 Woreda Water Office
Qualification Approved Existing
Structure Manpower
Post
Degree 14 8
Diploma 11 7
Certificate and others 4 4
TOTAL 29 20

Table 5 Woreda Health Office

Qualification Approved Existing
Post Manpower
Degree 5 5
Diploma 11 8
Certificate and others 7 2
TOTAL 23 15

Note: - There are a total of 36 HEWs. In each Kebele two HEWs are working in the
Health Extension Program Package

Table 6 Woreda Education Office

Qualification Approved Existing
Post Manpower
Degree 9 8
Diploma 4 1
Certificate and others 8 2
TOTAL 21 11

Table 7 Plan & Finance Office Manpower

Qualification Approved Existing
Structure Manpower
Post
Degree 17 11
Diploma 14 12
Certificate and others 8 5
TOTAL 39 28

Human resources are not sufficient at the woreda level. The number of posts is small
and posts are not filled with required manpower. The staffs have limited experience
& needs updating their knowledge & skills in technical matters as well as in
promoting WaSH program at community level. Due to shortage of spare parts and
vehicles for supervision, the woreda WaSH-staff is not providing good support for O
& M. The hygiene & sanitation experts at woreda level do not have sufficient capacity
to promote hygiene & sanitation.

The newly employed staffs for WaSH stakeholders need updates & training on the
national WaSH objectives, policies, arrangements, etc. Once they have received
adequate training, they will play a significant role in the implementation of the WaSH
program.

The institutional structure of the woreda water office focuses mainly in the study,
design, contracting out construction, supervision and maintenance of water supply
schemes.

4.1.4 OFFICE FACILITIES FOR SECTORS

Table 8 Water Office Equipments

Equipment Type Total No. of No. of Non- Remarks
No. functional functional
Desk top Computer 2 2 -
Lap top Computer - - -
Printer 1 1 -
Photocopy machine - - -
File cabinet 1 1 -
GPS 4 4 -
Surveying - - -
equipment
Mold - - -
Dewatering pump - - -

Table 9 Water Office Vehicles

Vehicle/motor Total No. of No. of Primary Who
bicycles No. Functional Non- user authorizes
Functional the
usage?
Motorbike 2 2 - Water Office Head

Table 10 Health Office Equipment

Equipment Type Total No. No. of No. of Non-
Functional Functional
Computer 5 3 2
Printer 5 2 3
Photocopy - - -
File cabinet - - -
Table 11 Health Office Vehicles
Vehicle/m Total No. of No. of Primar Who authorizes the
otor No. Functiona Non- y user usage?
bicycles l Functional
Car 1 1 - All Head
staffs
motorbike 6 1 5 Experts Experts

Table 12 Woreda Education Office Equipment

Equipment Total No. of No. of Non- Remarks
Type No. Functional Functional
Computer 6 5 1
Printer 4 2 2
Photocopy 1 - 1
File cabinet - - -

Table 13 Plan & Finance Office Equipments

Equipment Total No. of No. of Non- Remarks
Type No. Functional Functional
Lap top 2 2 -
Computer 9 6 3
Printer 5 5 -
Photocopy 2 - 2
File cabinet 3 3 -

4.2 WASH PROGRAM IMPLEMENTATION CAPACITY

4.2.1 SITUATION OF WASH PROGRAM

Medebay Zana Woreda has been WB/IDA supported WaSH woreda since 2005 G.C.
From the total of 18 kebeles in the woreda, only six kebeles are getting support from
World Bank. List of kebeles supported are Tikule, Adi Tsegaro, Bahra, Adi
Dekiamalek, Meshel & Kimalo. There was strong Woreda WaSH team (WWT)
established from Woreda Wash stakeholders (Water, Health, Women, Education,
Finance, and Women Affairs and Women Association) under the Woreda
administration administrator’s leadership. But, due to weak support and follow up
from Regional WaSH stakeholders, high turnover of staffs from Woreda sectors
including the leadership of Woreda administration became loose and seen significant
gap in its program implementation and performance through time. The support by
CFTs is limited and they couldn’t cover the whole community. Moreover, there is
delay in fund disbursement from Regional Project Management Unit and un-clarity of
working procedures with weak monitoring and support.
The woreda follows government procurement and tendering system though the WB
has its own procurement guideline. The woreda WaSH team gives priority to local
contractors to compete among themselves. The woreda administration gives final
approval on the selection proposal made by the woread WaSH team

4.2.2 ORGANIZATIONAL STRUCTURE FOR WASH PROGRAM

The woreda WaSH team/WWT/ is established at the woreda level so as to plan,

manage & monitor WaSH program activities. The following figure shows the WaSH
coordination structure established at the woreda level.
Fig.3 Woreda WaSH Structure
 4.2.3 HUMAN RESOURCE FOR WASH PROGRAM

Table 14 WWT Members

No Name Sex Age Position Education Salary WaSH Train

Level Experi ed
ence on
in R-
years WaS
H
Yes/
No
1 G/Kirstos Gebreu M 44 Woreda Admin Diploma 4,050 7 No
2 Amare Girmay M 27 Water, Head Degree 3,578 0 “
3 Girmay G/her M 33 Finance, Head “ 3,857 7 Yes
4 Fisehas Birhane M 38 Health, Head “ 5,130 3 No
5 G/kidan Berhe M 48 Education, Head “ 3,857 4 “
6 Zenebech Fiseha F 48 Women affairs, Head Diploma 3,578 5 “
7 Fatuma Hibue F 48 Women affairs Head Diploma 2,500 3 “

Table 15 CFT Member

No Name Sex Age Position Education Salary WaSH Trained
. Level Experience on R-WaSH
in years Yes/No
1 Baraki T/Mariam M 26 Technician Diploma 1,000 2 No
2 Berhe Alene M 25 “ “ 1,000 2 “
3 Genet Adane F 25 Promoter Certificate 900 7 Yes
4 Birey G/hiwot F 26 Sanitarian “ 850 7 “
5 Gebriela G/Hiwot F 22 Sanitarian Diploma 900 1 No
6 Atalay M 32 Promoter Certificate 850 7 Yes
7* Hayat Ademnur F 23 Data entry Diploma 1,200 2 No
*Remark- * The expert has office in water office and she is responsible for data entry
4.2.4 OFFICE FACILITIES FOR WASH PROGRAM

Table 16 WWT Office Equipments

Equipment Type Total No. No. of No. of Non-functional
functional
Desk top Computer 1 - 1
Lap top Computer - - -
Printer 1 1 -
Photocopy machine - - -
File cabinet - - -

Table 17 WWT Vehicles

Vehicle/motor Total No. of No. of Primar Who
bicycles No. Functional Non- y user authorizes
Functional the usage?
Car - - - - -
Motorbike 2 2 - water Water Head

4.2.5 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS IN

IMPLEMENTATION OF WASH PROGRAM
Strengths

The WaSH program supported by World Bank improved WaSH coverage in our
Woreda and built community and implementer’s capacity on program
planning, managing and scheme ownership & management.

The woreda has awareness about the program even though it is not adequate
as expected.

Existence of WWT in the woreda to manage and monitor the allocated

resources together with communities.

Weaknesses

Still not covered the whole community and limited support from Region
including weak supportive supervision and follow up during program
implementation.

Low community awareness to fence, maintain and manage the WaSH

resources

Interruption of WWT regular meeting to evaluate projects

Staff turnover
 Very slow implementation process and limited amount of support with
significant slow financial flow and utilization

Opportunities

Well organized community, conducive government policy and government

structure at all levels.

Threats

Ragged topography of some woredas may affect follow up and supervision at

community level

4.2.6 WASH PLAN FOR 2003-2007 EFY

As the woreda is WaSH program woreda financed by World Bank/IDA, the woreda
prepared integrated woreda WaSH strategic plan for EFY 1997-2002. The woreda
water sector & health sector strategic plans for 2003-2007 EFY was prepared
independently by each sector & submitted to WOFED. The WOFED has consolidated
sectors’ strategic plan and produced one woreda development strategic plan. The
woreda planning is constrained by limited technical skill, lack of information on
available resource for investment and limited understanding of the WaSH program.

The worea 2003-2007 EFY WaSH plan shows that in 2007 EFY the rural water supply
coverage reaches 100% by constructing 85 HDWs, 8 on spot springs, 56 shallow
wells & 3 boreholes/deep wells.

4.2.7 PARTNER ORGANIZATIONS IN WASH

Organizations active in WASH program are WB (IDA), UNICEF, Local Investment

Grant (LIG), REST, Productive Safety Net Program.

4.2.8 PARTICIPATION & COORDINATION

The guiding principles of the water policy focus on decentralized service delivery,
participation and community management. Promotion of the participation and
community management of all stakeholders and user communities, particularly
women’s participation in the relevant aspects of water resources management is
essential.

All stakeholders in WaSH have obligation to comply with government’s plans, policies
and laws intended to respect, protect and fulfill the human right to water. In
recognition of the multi-sectoral nature of WaSH and Memorandum of Understanding
(MoU) was signed between MoWR, MoH and MoE at national level to facilitate their
cooperation in joint planning, implementation, and monitoring of water supply,
sanitation and hygiene education in communities. The MoU sets out broad
institutional responsibilities for ministries, bureaus and woredas to work on their
sector mandate & more importantly coordinate across their sectors.
To implement all water supply and sanitation projects in a coordinated way, the
WWT has been formed at the woreda level. The chairperson of WWT is the woreda
administrator. The woreda Water Office head serves as secretary in the WaSH team.
This WWT coordinates all WASH projects at the woreda level.

Although there is clear mandate in the implementation of the water supply,

sanitation & hygiene education activities, the woreda water, health & education
offices lack coordination in WaSH activities at the community level.

About 30 to 50 households are grouped to appeal for WaSH projects. However,

before they submit their application they are supposed to elect WASHCO with the
help of CFTs. The sex composition of women in WASHCO is usually 50%.

Women involve at all levels of planning, implementation and follow up as they are
the most vulnerable for shortage of clean water and sanitation facilities. They play
great role especially in planning and implementation of the project cycle. Almost all
WASHCO treasurers are women. There are also women WASHCO chair persons in
some communities. From the total WaSHCOs in the woreda, more than 50%
WaSHCOs have assigned women as cashier. Community Facilitation Team members
make a discussion with the community about the technology selection and up-front
contribution (5% of the project cost). Members of the community discusses on the
share of each household depending on their number. The community WaSH plan is
then prepared after detail discussion and submitted for the approval of the WWT.

4.2.9 ACCOUNTABILITY & TRANSPARENCY

Transparency and accountability is vital for just and equitable delivery of services by
public institutions. The woreda WaSH plan and the community WaSH plan, which is
prepared annually, could be considered a living example of transparency at the
woreda & community level.

Citizens have to contribute financially and in other ways to ensure the realization of
their rights to water. They have to pay an affordable fee for connection to safe
water.

The woreda WaSH team performs its task with the common understanding and
agreement of all WWT members at any step of the project cycle. The WWT is headed
by the woreda Administrator or his representative. Hence, like any other projects or
regular program each WWT member is accountable for woreda administration for
program implementation. In depth discussion is conducted in planning and budget
allocation process. If any member of the WWT is not participating actively, the sector
office is obliged to change its representative.

4.2.10 CITIZEN VOICE

In tabias where the Community Facilitation Team CFT) are working, it is the
Community Facilitation Team who undertakes the leading role in community project
cycle; community mobilization & planning, construction phase & Operation &
Maintenance phases. The WWT assists the CFT in conducting discussion with
community members at planning, implementation and technology selection process.
During the discussion, communities will be able to know their duties &
responsibilities. Moreover, the scarcity of the resource and priority procedure for
selection of communities will be discussed. Due to this process, there are no
complaints from communities. However, if there is still gap on the process,
communities can appeal their request to the WWT to be discussed with the Woreda
administration. Finally, the woreda WaSH team members discuss with user
communities at grass root level so as to give immediate response for their appeal.

5 BUDGET ALLOCATION & UTILIZATION

The water sector policy and strategy clearly put high priority in resource allocation to
water supply and sanitation for human, livestock and industrial needs. The policy and
strategy envisions a move towards partial cost sharing and full O & M cost recovery
for rural water supply schemes as well as promotion of domestic commercial and
micro finance institutions in financing water investments.

From the table below we can understand that from 2001-2003 EFY, the allocated
capital budget for water sector from the total woreda capital budget was 2.7%. In
some years, the government utilized budget is higher than the allocated due to the
adjusted budget from contingency budget. Similarly, the utilized budget for WB and
UNICEF was higher than the allocated due to balance brought forward.

5.1 GOVERNMENT BUDGET ALLOCATED TO WOREDA FOR THE PAST

THREE YEARS

Table 18 GOVERNMENT BUDGET ALLOCATED TO WOREDA

Years/Sector Capital Recurrent

Allocated Birr Allocated Birr
2003 2,610,519 25,003,034
2002 7,841,092 21,020,862
2001 2,029,700 19,123,781

5.2 LOCAL INVESTMENT GRANT (LIG) BUDGET ALLOCATED TO

WOREDA AND WASH FOR THE PAST THREE YEARS

Table 19 LIG BUDGET ALLOCATED TO WOREDA

Years/Sector Allocated Birr to Woreda Allocated Birr to WASH

2003 7,364,501 499,429

2002 6,309,092 1,000,000
2001 - -

5.3 GOVERNMENT BUDGET ALLOCATED AND UTILIZED FOR WASH FOR

THE PAST THREE YEARS

Table 20 GOVERNMENT BUDGET ALLOCATED TO WOREDA

Years/Sector Capital Recurrent

Allocated Utilized Birr Allocated Utilized Birr
Birr Birr
2003 50,090 50,090 491,626 603,513
2002 100,000 100,000 381,167 443,565
2001 188,444 157,556 315,069 314,043

5.4 WORLD BANK BUDGET ALLOCATED AND UTILIZED FOR WASH FOR
THE PAST THREE YEARS

Table 21 WORLD BANK BUDGET ALLOCATED TO WASH

Year Allocated Birr Utilized Birr

2003 492,250 276,068
2002 671,907 916,416
2001 281,236 33,964

5.5 UNICEF FUND ALLOCATED AND UTILIZED FOR THE PAST THREE
YEARS

Table 22 UNICEF BUDGET ALLOCATED TO HYGIENE & SANITATION

Year Allocated Birr Utilized Birr

2003 492,250 276,068
2002 671,907 916,416
2001 281,236 33,964

6 MONITORING & EVALUATION

The WWT members divided into sub Woredas (cluster) made close follow up and
support to CFTs and WASHCOs on the WaSH program implementation. The Woreda
Cabinet as whole took responsibility for supporting WaSH program while going to
Kebeles for development follow up and support. The woreda WaSH team gives
support to CFTs and WASHCOs every quarter in their catchment. This is done
following the construction time and the WaSH program strategy. The woreda WaSH
team makes close follow up of schemes at site handover, in the construction period
and handover of the completed project. Though the WWT does not prepare individual
assignment for each team member, the WWT prepares checklists for site supervision.

Monitoring and evaluation system in the woreda is inadequate. The woreda water
office produces consolidated report for the sector which does not incorporate reports
on sanitation and school WASH progress reports from health and education reports.
7 INSTITUTIONAL GAP ASSESSMENT

Indicator Standard Situation of Woreda Capacity Gap

WaSH Vision and Clearly defined vision and objectives of organization Included with Woreda Lacks wide coverage of
objectives and communicated properly to stakeholders; development plan and working service so far and needs
properly with stakeholders; to increase through
financial support;
Situation of WASH Have data to understand situation by updating Well done and updating every None
periodically year;
Organizational Have defined organizational structure based on the Assigned WaSH focal person and None
capacity and WaSH objectives. Ensure adequate number of right participated with other WaSH
staffing for WASH staff with right skill in right time at minimum cost to stakeholders so far
(H & S) service fulfill objectives. Adequate physical capacity and
mobility to implement WaSH programs.
Implementing Effective discharging of WASH related service to the Took as one of improving Needs additional financial
WASH end users; Monitoring of the WASH project community health and social and support to serve blanket
programmers economic benefit in our the whole woreda
community; community
Plans and Database planning system; integrated sect oral Used data we have for planning None
programs on planning system; feasibility study; peoples purpose from low level
WASH participation at all stage; plan based on demand performance reports.
WaSH capacity Developed individual, organizational, sect oral Used different support and Still we need additional
development capacity as per need; support to create enabling giving training for staffs, financial support for
efforts environment although not enough due to training to improve
shortage of budget. implementation capacity
of the woreda;
Participation and Ensured all levels of participation; Effective and There is a very good Having a clear working
coordination functional district level coordination committees participation and coordination. procedure of WaSH is
related to WaSH ; needed at hand officially;
Gender and social More than 33% women participation in user Women equally well participated None
inclusion and committees; Gender sensitive and inclusive staffing. at all levels in WaSH
citizen voice Information about services and service providers, implementation;
feedback mechanisms, formal complaints processes
Service delivery Clear protocol for implementation process of water Using to Ensure quality of Needs additional fund to
protocol supply projects, sanitation projects and hygiene education and given due include all schools in the
program; attention at all levels; woreda to be supported in
WaSH;
Monitoring and Periodic monitoring of ongoing and completed Monthly and quarterly visited Shortage of finance and
evaluation program by mobilizing committees concerned; schools to support on WaSH transportation to visit all
established monitoring and evaluation system improvement with subject schools;
Information utilized for managerial decision making matter supervision.
purpose;
7. RECOMMENDATION FOR THE NEW CMP PROGRAM
IMPLEMENTATION APPROACH

The CMP program shall give priority for tabias where there is no other donor
intervention

The new approach is good in creating sense of ownership in the user

communities. However, clear guideline should be established before
implementing the program. The program should also give due attention for
capacity building at all levels.

The woreda WaSH plan for EFY 2003-2007 should be prepared/revised in line
with the Growth and Transformation Plan & WIF.

The MoWE shall endorse regulations to regions in legalization of WASHCOs with a

specific mandate, obligations.

Woreda WaSH plan developed by the Woreda WaSH Team should be made clear
to all stakeholders in the woreda.

Attention should be given to establish a minimum package for Woreda WaSH

capacity.

Attention should be given on the signing & implementation of Regional & Woreda
MoU for the integration of WaSH activities.

Woreda should give priority for tabias with low coverage and problems of chronic
water scarcity, based on reliable data and agreed indicators.

Income generation schemes aimed at reducing poverty should include a strong

WaSH component.

The woreda should strongly encourage private sector participation by capacitating

cooperative associations participating in WaSH sector and creating conducive
environment to establish spare part dealers.

The woreda should use the water supply inventory to measure the magnitude of
O & M problem and rehabilitate water supply schemes by ensuring cost recovery
from users, establishing area mechanics and supply chains for spare parts.