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Page | 1 WARIDI Second Annual Work Plan

October 2016

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech.

USAID/TANZANIA WATER RESOURCES INTEGRATION DEVELOPMENT INITIATIVE (WARIDI)

SECOND ANNUAL WORK PLAN

(OCTOBER 2016 – SEPTEMBER 2017)


PREFACE

Tanzania’s health, economy, and food security depend on sustainably managed water resources. However, water scarcity challenges are growing along with the impacts of climate change, while reliable access to safe drinking water and sanitation services is still beyond the reach of far too many people.

To work towards addressing these interconnected water related challenges, USAID’s Tanzania Water Resources Integration Development Initiative (WARIDI) promotes integrated water resources management and delivery of services across multiple sectors, with the specific goal of improvement of water resources management, improved service access and climate change adaptation in Tanzania. Specifically, in selected LGAs of the Rufiji and Wami-Ruvu river basins, the project will work to: ● Component 1 – WASH Services: Increase utilization of sustainable multiple-use water and

sanitation services ● Component 2 – Governance: Strengthen governance for sustainable and resilient management

of water resources and services under a changing climate

● Component 3 – Private Sector: Increase livelihoods through private sector investment opportunities for sustainable water services, agriculture and natural resource management

This publication was produced for review by the United States Agency for International Development by Tetra Tech, through the Water and Development IDIQ (Contract No. AID-OAA-I-14-00068) Task Order No. AID-621-TO-16-00003, Water Resources Integrated Development Initiatives.

Author: WARIDI Team This report was prepared by:

Tetra Tech 159 Bank Street, Suite 300 Burlington, Vermont 05401 USA Telephone: (802) 495-0282 Fax: (802) 658-4247 E-Mail: [email protected]

Tetra Tech Contacts: Ian Deshmukh, Chief of Party Tel: +255 (0)744 448 521 Email: [email protected]

Sam Huston, Project Manager Tel: (703) 387-5503 Email: [email protected]

mailto:[email protected]




USAID/TANZANIA WATER RESOURCES INTEGRATION DEVELOPMENT INITIATIVE (WARIDI)

SECOND ANNUAL WORK PLAN

(OCTOBER 2016 – SEPTEMBER 2017)

October 2016

DISCLAIMER This report is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this report are the sole responsibility of Tetra Tech and do not necessarily reflect the views of USAID or the United States Government.


TABLE OF CONTENTS

PREFACE ............................................................................................................................................... 2

TABLE OF CONTENTS ........................................................................................................................ 4

ACRONYMS AND ABBREVIATIONS ............................................................................................... 5

EXECUTIVE SUMMARY .................................................................................................................... 6

1.0 INTRODUCTION ...................................................................................................................... 7

1.1 Program Structure ................................................................................................................... 7

2.0 WORK PLAN TASKS ............................................................................................................. 10

2.1 Cross-Cutting and Integrative Tasks ..................................................................................... 10

2.1.1 Gender and Youth Integration ....................................................................................... 10

2.1.1 LGA engagement .......................................................................................................... 12

2.1.3 Social Behavior Change ................................................................................................ 16

2.2 Intermediate Result 1, Services: Increased Utilization of Sustainable Multiple-Use Water

and Sanitation Services (MUS) ......................................................................................................... 16

2.3 Intermediate Result 2, Governance: Strengthened Governance for Sustainable and Resilient

Management of Water Resources and Services under a changing climate ....................................... 22

2.4 Intermediate Result 3, Private Sector: Increased Livelihoods through Private Sector

Investment Opportunities for Sustainable Water Services and Water Resource Management ........ 34

3.0 WARIDI ACTIVITY MANAGEMENT .................................................................................. 40

3.1 Implementation Team and Structure ..................................................................................... 40

3.2 Grants strategy and Management .......................................................................................... 40

3.3 Monitoring, Evaluation and learning .................................................................................... 41

3.4 Environmental Management and Compliance ...................................................................... 41

3.5 Activity Technical Reporting ................................................................................................ 44

3.6 formal collaborative mechanisms ......................................................................................... 45

ANNEX 1: WARIDI FIRST WORK PLAN SCHEDULE .................................................................. 46

ANNEX 2: ASSUMPTIONS IN TETRA TECH THEORY OF CHANGE ........................................ 55

ANNEX 3: WARIDI STAFF ORGANOGRAM .................................................................................. 57

ANNEX 4: LGAs IN THE TWO BASINS .......................................................................................... 59

ANNEX 5: WARIDI CLIMATE CHANGE RESEARCH SCOPE ..................................................... 62


ACRONYMS AND ABBREVIATIONS

BDS Business Development Services

CCVA Climate Change Vulnerability Assessment

COWSO Community-Owned Water Supply Organization

DSS Decision Support System

EMMP Environmental Management and Mitigation Plan

ESDM Environmentally Sound Design and Management

GoT Government of the United Republic of Tanzania

IWRM Integrated Water Resources Management

IR Intermediate Results

iWASH Integrated Water, Sanitation, and Hygiene Program

JICA Japanese International Cooperation Agency

KAP Knowledge, Attitudes, and Practices

LGA Local Government Authority

MELP Monitoring Evaluation and Learning Plan

MOU Memorandum of Understanding

MOWI Ministry of Waters and Irrigation

MUS Multiple-Use Services (water)

NGO Non-government Organization

ODF Open Defecation-Free

PAF Performance Assessment Framework

PES Payment for Environmental Services

Q Quarter

RPA Rapid Partnership Appraisal

SBCC Social Behavior Change Campaign

STEP Sustainable, Transparent, Effective Partnerships methodology

STTA Short-Term Technical Assistance

TMA Tanzania Meteorological Authority

USAID United States Agency for International Development

W4L Water for Life

WARIDI Water Resources Integration Development Initiative

WASH Water Supply, Sanitation, and Hygiene

WUA Water Users Associations

WSDP Water Sector Development Program

WSSA Water Supply and Sanitation Authorities


EXECUTIVE SUMMARY

The Tanzania Water Resources Integration Development Initiative (WARIDI) is an Activity of United

States Agency for International Development (USAID) in Tanzania that improves health, water

resources management, agriculture and climate change adaptation for its beneficiaries. This second

Work Plan, produced by Tetra Tech and partners, was contracted through the Water and Development

IDIQ (Contract No. AID-OAA-I-14-00068) Task Order No. AID-621-TO-16-00003. This Year 2

Work Plan covers the period of 1 October, 2016 to 30 September 2017. The Task Order period of

performance is 5 years, lasting until December 9, 2020. To work towards addressing interconnected

water related challenges, WARIDI promotes integrated water resources management and delivery of

services across multiple sectors, with the specific goal of improved water resources management,

improved service access and climate change adaptation in Tanzania. Specifically, in 20 LGA’s of the

Rufiji and Wami-Ruvu river basins, the project will work to:

● Component 1 – WASH Services: Increase utilization of sustainable multiple-use water and

sanitation services.

● Component 2 – Governance: Strengthen governance for sustainable and resilient management

of water resources and services under a changing climate.

● Component 3 – Private Sector: Increase livelihoods through private sector investment

opportunities for sustainable water services, agriculture and natural resource management.

Specific Tasks and Sub-Tasks for Year 2 are summarized in Annex 1, the schedule for the Work Plan,

while the narrative sections explain how they will be implemented and by whom. A summary of

progress towards indicator targets presented in the draft WARIDI Monitoring, Evaluation and

Learning Plan is given below. Only those indicators that currently have numerical targets established

are included.

Year 2 Implementation and Overall Targets In Year 2 work will support improved governance in Rufiji and Wami Ruvu Basins, proceed with the

selection of an additional 15 LGAs (in two phases) as well starting implementation of water supply,

sanitation and hygiene (WASH), and livelihood/private sector engagement activities with the five

LGAs selected in Year 1. In all activities, WARIDI will integrate a robust gender and youth strategy

developed in Year 1. Issuing of grants will also commence in Year 2, with a target of $2-3 million

becoming active during the year.

WARIDI Indicator Y2 Y3 Y4 Y5 Total # of people with increased access to improved water supply and sanitation 100,000 200,000 500,000 500,000 1.5M

# of people in open defecation free environments 200,000 800,000 1 million 1 million 3 million # of institutions with improved capacity to address climate change

0 1 2 1 4

# stakeholders with improved capacity to address climate change

5,000 10,000 10,000 5,000 30,000

# WASH service providers with improved capacity/ finance

150 200 350 300 1,000

# PPPs established 1 2 2 1 6 # farmers applying new technologies 1,000 3,000 3,000 3,000 10,000


1.0 INTRODUCTION

The Tanzania Water Resources Integration Development Initiative (WARIDI) is an Activity of the

United States Agency for International Development (USAID) Mission to Tanzania that seeks to

improve health, water resources management, agriculture and climate change adaptation. WARIDI

contributes to USAID’s strategic objective agreements with the Government of the United Republic

of Tanzania (GoT).

This document is the Second Annual Work Plan of the Activity for the period 1 October 2016 to 30

September 2017. The plan is summarized in Annex 1, a schedule of tasks to be undertaken during this

period.

WARIDI, working eventually in 20 administrative LGAs in the Wami-Ruvu and Rufiji river basins,

has three components, or results that seek to:

● Increase utilization of sustainable multiple-use water and sanitation services.

● Strengthen governance for sustainable and resilient management of water resources and services

taking into account the need to adapt to climate change.

● Increase livelihoods through private sector investment opportunities for sustainable water services

and resource management.

WARIDI works closely with Tanzania’s public and private entities, civil society and USAID partners

to improve equitable delivery of water services and enhance integrated watershed management

approaches from basin to household level. The Activity also provides grants and capacity-

development support to local organizations involved in water resource management activities related

to sustainable and healthy livelihoods, to advance awareness, collaborative approaches, and

innovative problem solving for local level water challenges. WARIDI strengthens local institutions,

builds capacity for improved data-driven decision making, increases livelihood opportunities, and

creates climate change adaptation strategies and tools for institutions and communities.

The WARIDI Task Order was awarded to Tetra Tech in December 2015, with an effective start date

of 10 December 20151, under USAID’s Water and Development Indefinite Delivery Indefinite

Quantity Contract. To support implementation, Tetra Tech has engaged subcontractors Winrock

International, SSG Advisors, Iris Group and Water for Life (W4L). WARIDI follows on and expands

upon the preceding Tanzania Integrated Water, Sanitation and Hygiene Program (iWASH). Winrock

International was a major partner in iWASH focusing on the water supply, sanitation and hygiene

(WASH) as well as private sector aspects.

1.1 PROGRAM STRUCTURE

WARIDI supports USAID’s global Water and Development Strategy (2013-–2018), Strategic

Objective 1, Water for Health. Within USAID/Tanzania’s current Cooperating Country Development

Strategy, the Activity supports all three of USAID/Tanzania’s Development Objectives:

1. Tanzanian women and youth empowered.

2. Increased broad-based economic growth sustained.

1 A Task Order modification is expected to modify the Effective Date to 4 January 2016.


3. Effective democratic government improved.

In addition, WARIDI contributes to USAID’s Global Climate Change Initiative objective for

increasing the resilience of people, places, and livelihoods through investments in climate change

adaptation; the Feed the Future objectives for improved nutrition, agricultural productivity, and

poverty alleviation, especially among women and children; and Global Health Initiative objectives

related to child survival.

These broad USAID global and Tanzania Mission-wide objectives and programs are in the context of

the WARIDI-specific Results Framework illustrated in Figure 1, in which the three components or

results listed above are characterized as Intermediate Results (IR). Sub-IRs (or Tasks as they are also

called in the Task Order and this document) contribute to IRs, which in turn combine to achieve the

overall objective at the top of Figure 1. This version of the Results Framework is based upon

discussion within USAID and between USAID and the WARIDI team during Year 1 that are to be

included in a pending Task Order modification.

Figure 1: WARIDI Results Framework (Source: USAID, WARIDI Task Order modified Statement of Work)

● If governance for sustainable and resilient management of water resources and services is

improved at all levels (IR2);

● And evidence-based information, planning and action for climate-resilient water resources

and WASH service delivery is improved (IR 1 and IR2);

● And water supply and sanitation service delivery (infrastructure and management systems) is

improved to scale-up coverage, provide for domestic and productive water needs, and

increase sustainability of services (IR1)

● And diversified, sustainable and climate-resilient livelihoods through enhanced private-sector

investment are scaled-up (IR2 and IR3)

● Then cross-sectoral and integrated management of water-related resources and services in

the Rufiji and Wami-Ruvu Basins will be improved leading to measurable improvements in

human health, livelihoods and environmental sustainability.

This theory of change provides conceptual linkages between IRs and stresses how they combine to

provide improved integrated water resources management (IWRM). The main assumptions

anticipated by this theory of change are articulated in Annex 2.


USAID Earmark Funding

In addition to the Task Order framework described above, Tetra Tech is mindful of USAID funding

streams or “earmarks”, which comprise those allocated to water, agriculture, nutrition and poverty

alleviation (Feed the Future) and climate change adaptation. WARIDI is cognizant of USAID’s

requirements under these earmarks and the associated performance indicators that are included in the

draft Monitoring Evaluation and Learning Plan (MELP - see Section 3.3). While “water” is largely

(though not entirely) attributable to Results 1 and 2, agriculture and food security, and climate change

adaptation are clearly inferred across all Results. Through the process of LGA selection and

engagement, WARIDI will identify specific interventions appropriate to each LGA and clarify how

the resulting activities fit within the respective earmark requirements. Nevertheless, as the Task Order

stresses throughout, WARIDI is expected to have an integrated approach to water (and other related)

resources such that many specific activities will overlap earmarks, rather than employing a stovepipe

approach to funding specific activities.

WARIDI’s GoT lead partner is the Ministry of Water and Irrigation (MOWI). All field-based

activities take place in the Wami-Ruvu and Rufiji river basins, which are overseen by their respective

Basin Boards, and their implementing cadres of staff, and subsidiary catchment, sub-catchment and

community-level bodies. More specifically, field activities focus in administrative LGAs (or Local

Government Authorities), five of which are engaged at the beginning of Year 2, with a further 15

either identified or engaged by the end of Year 2.

This Second Annual Work Plan covers the period 1 October 2016 to 30 September 2017. While

prepared by the WARIDI team, the Work Plan benefits from key stakeholder input including a

workshop in Mikumi Town (referred to as the “Mikumi Workshop” below) completed on 1

September 2016, and attended by the five current WARIDI LGAs and representatives of the Basin

Boards. WARIDI has worked throughout Year 1 with Basin Boards and MOWI on defining priority

interventions, which are included in this Work Plan.


2.0 WORK PLAN TASKS

This Section lists and describes Key Results and the Tasks planned for each quarter (Q) of the year

beginning 1 October 2016, followed by a table showing inputs/resources or explanatory notes applied

to the activity and expected outputs/deliverables, including lead activity staff and short-term technical

assistance (STTA). All the Tasks (or sub-IRs) specified in the Task Order and Results Framework

(Figure 1) are included along with several Tasks added in addition to those specified (in particular,

cross-cutting Tasks in Section 2.1). Some Tasks are divided into Sub-Tasks to provide greater detail.

The first year of WARIDI contained only three quarters (Q1, Q2 and Q3 of the project), including the

start-up period in Q1 and part of Q2. Year 2 covers a full year (Q4 – Q7; October 2016 – September

2017) as will subsequent Work Plan years.

2.1 CROSS-CUTTING AND INTEGRATIVE TASKS

Throughout this Work Plan, the need to integrate activities across Results is stressed. Numerous

instances are noted to achieve this aim including insertion of this Section 2.1 and specific references

to links between tasks throughout. This section comprises two critical and substantial WARIDI

elements that cut across all Results – gender and youth integration, and how LGAs are engaged to

work with the program. To retain the Task Order IR and Task numbering, Tasks in this section are

numbered in a “0” sequence, thereby retaining the 1, 2 and 3 numbering for respective IRs.

2.1.1 GENDER AND YOUTH INTEGRATION

WARIDI staff recognize the critical importance that gender and youth integration plays in successful

and sustainable WASH services, IWRM governance and planning, livelihood improvement and

climate change adaptation echoing the emphasis USAID/Tanzania places on female and youth

empowerment in its current Country Development Cooperation Strategy. Accordingly, we will

integrate gender and youth considerations into our entire approach and proposed interventions via the

Gender Integration and Youth Inclusion strategy developed in Year 1 based on the gender and youth

assessment findings. Implementation of the plan will begin in earnest in Year 2 and it will be

monitored and refreshed throughout the life of the project. Year 2 activities will also focus on

capacity building for WARIDI staff, LGA-level staff among WARIDI-selected LGAs and

communities, and partners.

Sub-Task 0.1.1: Gender and Youth Capacity Building

The WARIDI gender and youth team will adapt USAID and Tanzanian gender and social inclusion

training curricula for a basic “Gender and Social Inclusion and Integration Training” for project staff

and partners. This training will include topical sessions on gender and social inclusion basics, gender

and social inclusion issues in WASH, gender integration, gender-based violence, female

empowerment and youth engagement approaches, and gender-sensitive monitoring and evaluation.

The training will also include participatory sessions to apply integration/inclusion skills learned, and

to refine and disseminate the project’s gender and youth inclusion integration strategy. This living

strategy will be shared where appropriate at different levels.

Sub-Task 0.1.1 Timing Comments

Inputs Adaptation of training materials for Gender and Youth Training Q4 Staff and Iris Group virtual

support Gender and Youth Training for WARIDI staff Q5 Staff and Iris Group STTA



Adaptation of materials for applied training at partner/LGA level Q4-5 Staff and Iris Group virtual support

Training-of-Trainers at partner/LGA level on gender integration and youth inclusion

Q5 Staff and Iris Group STTA

Pilot gender integration/youth inclusion trainings at LGA and community level

Q6-7

Outputs WARIDI staff trained on gender and social inclusion, integration and have copies of the Gender and Youth Strategy

Q5 Staff and Iris Group STTA

Trainers trained for LGA level trainings strategy shared Q5 Staff and Iris Group STTA Community and LGA leaders trained and strategy shared Q6-7

Sub-Task 0.1.2: Implement Gender Integration and Youth Inclusion Strategy across WARIDI

mechanisms and processes and technical areas

Based on the gender and youth assessment findings, at the end of Year 1, the team developed a

Gender Integration and Youth Inclusion Strategy. The strategy includes actionable recommendations

for technical integration and overall organizational mainstreaming, capacity building opportunities,

and metrics. During Year 2, the team will focus on operationalizing and implementing the elements of

the strategy. This process will include gender integration in monitoring, evaluation and learning tools

and analyses, and ensuring that all project research and baseline assessments for the project are gender

and youth-sensitive. The team will also focus on specific actions identified across technical areas to

foster gender integration, youth inclusion and empowerment of women and youth. These actions will

be integrated in ongoing project activities, such as those proposed here in the different sections of this

Work Plan. Progress on implementing the plan will be monitored accordingly, and the team will use

results of monitoring data and research findings to further enrich the Gender Integration and Youth

Inclusion Strategy, and make any relevant technical course corrections in implementation.

Sub-Task 0.1.2 Timing Comments Inputs Integration strategy implemented Q4-7 For life of project with

updates 1) Integrate gender and youth-sensitive measurement in

M&E tools, analyses and processes Q4-5,

ongoing “Whole resident team approach” to integration supported by Iris Group 2) Integrate gender and youth questions in data collection

tools and analyses for project research/baselines Q4-5

3) Integrate gender and youth across technical areas including: Community Engagement in WASH; Norms Change/ Decision-making; IWRM Governance and Climate Change Adaptation; Livelihoods and productive resources; Private Sector; Grants

Q4-7

Outputs Gender and youth integrated across project processes, M&E and research

Q4-7

Gender and youth integrated across all 3 IRs and main technical areas of the project

Q4-7

Sub-Task 0.1.3: Intervention to increase women’s and youth decision-making Shaping WASH and IWRM practices and decision-making. Research, implement and measure a

cross-cutting initiative to shift norms that limit women and youth’s ability to equally access, shape

and benefit from WASH and IWRM interventions. The intervention will begin with formative

research to identify priority norms to target, as well as the most feasible entry points and level(s) of

intervention for the pilot. Participatory assessment of norms will focus on identifying, specifying and

prioritizing the key gender norms shaping – and potentially serving as gateway factors – in WASH

practices and decision making among WARIDI communities. Determining feasibility will include

further assessing synergies with planned WARIDI activities, and identifying what promising local

initiatives and approaches already exist in WARIDI operational areas and can be built upon. This


formative assessment will inform the intervention design, including the methods for engaging the

community, and culminate in beginning the pilot intervention in selected communities by the end of

Year 2.

Of note, the pilot intervention will draw on successes of participatory, multi-level methodologies that

have been developed and adapted for the reproductive health/HIV sectors in Tanzania (such as

CHAMPION and Couples Connect) – as well as household methodologies related to roles and time

use within agriculture (such as those used by TAWLAE and the Tanzania Gender Networking

Program [TGNP]). Based on what the formative assessment identifies as key norms and entry points,

paired with ongoing consideration of WARIDI priorities and funding, the norms change intervention

may choose to focus as much or more on household level norms, roles and responsibilities related to

WASH behaviors as on dynamics related to decision-making from household to community to

governance institution levels.

Depending on most promising entry points, and the manageable scope for the project, the norms pilot

intervention may also consider linking to ongoing media and community-level engagement work

related to gender- and youth-specific opportunities in agriculture being carried out by Media for

Development International – and extend this work to focus on water, sanitation and hygiene-related

issues and priority norms targeted by GIYI interventions in WARIDI. Although it is likely beyond

the manageable scope of WARIDI, links with entry points for norms change within schools and

school curricula could be explored.

Task 0.1.3 Timing Comments

Inputs Community participatory assessment Q5 Staff plus Iris Group Develop norms change/decision-making intervention Q6 Staff plus Iris Group STTA Community engagement to implement intervention Q6-7 Staff plus Iris Group Begin pilot intervention Q 7-8,

ongoing Staff plus Iris Group

Outputs Community participatory assessment completed Q5 Norms change/decision-making intervention designed Q6 Targeted communities engaged for intervention pilot Q6-7 Norms change/decision-making intervention pilot started Q7

2.1.1 LGA ENGAGEMENT

During Year 1, WARIDI organized a competitive demand-driven selection process for LGAs in Iringa

and Morogoro regions. Five LGAs were selected through a process of “applications” described in

WARIDI quarterly reports. Several principles emerged that form the basis of selection criteria for

additional LGAs:

● Demand-driven: LGA’s will “apply” the village selection process/criteria developed jointly

with WARIDI to select and engage villages. This process will conform to broad program

implementation across IRs to promote IWRM thinking and cost share requirements (financial

and/or in-kind), to enhance local ownership and active participation.

● LGA’s show a willingness to co-fund, coordinate activities and work with other partners.

● Needs-based: Selection reflects WSDP’s criteria, taking into account equity and inclusivity

factors. We will vet criteria with partner institutions and define interventions in collaboration

with LGA’s based on LGA Water Supply and Sanitation Plans and Basin Integrated IWRM

Development plans, willingness to participate in interventions across IRs, cost-effectiveness,

and potential for impact.


● Geographic coverage: We will select LGA’s to include representation of the two Basins and

the Southern Agricultural Growth Corridor of Tanzania, from upper watersheds to Feed the

Future target regions, to protected areas and coastal deltas.

● Readiness and success factors: We will consider adequate financing; appropriate technology;

cross-sectoral coordination; and opportunities to leverage capital, capacity, resources, and

institutions.

Annex 4 outlines additional geographic factors that will be applied in selection of future LGA’s.

During Year 2, WARIDI will engage a further seven LGA’s and prepare to add the final eight at the

beginning of Year 3 as described below. Meanwhile, joint LGA/WARIDI processes and activities

determined during Year 1 will be further refined and applied in those first five LGA’s initially.

WARIDI will continue to use a demand-driven approach to work with LGA’s on WASH, livelihoods

improvement, private sector engagement and water resources management. To facilitate work with

LGAs, the program will raise awareness on WARIDI’s demand driven approach based on experiences

and lessons learnt during Year 1. New LGA’s will follow the competitive application process and

working relationships will be developed though memoranda of understanding (MOUs) and joint

annual plans. To measure and create sustainable change, WARIDI will build LGAs’ institutional

capacity through on-the-job technical assistance and systems strengthening. Milestones and a

customized institutional strength index will measure progress in implementation. Placement of a

WARIDI Engagement Agent in each of its LGA’s will help in coordination and information

dissemination among partners.

Special consideration was given to

launch of USAID’s Iringa Integrated

Activity Hub during Year 1. The Hub

focuses on coordinated joint

implementation of eight existing or

pending activities including

WARIDI.

Two quarterly meetings for the Iringa

Hub were held in Year 1, and these

will continue throughout Year 2.

Given its broad and cross-sectoral

integration approach, WARIDI anticipates working with other USAID partners in Kilolo, in Feed the

Future and health projects as well as working closely with the Public Sector Strengthening Systems

project in building LGA capacity for more effective service delivery to its constituents.

Task 0.2 LGA engagement and capacity-building

Sub-Task 0.2.1 Completion of engagement process for first 5 selected LGAs During September 2016, the current five WARIDI LGA’s identified initial priorities for joint work at

the Mikumi Workshop.

WARIDI will use a “two speed” approach to implement activities during Year 2 with engaged LGA’s:

1. Review pre-existing LGA projects/priorities (including those presented at the Mikumi

Workshop) with emphasis on options that will give both the LGA’s and WARIDI the

possibility to start up immediately with tangible activities in the near future. We will identify

“low hanging fruit” activities that will have a large impact relatively quickly, such as Open

Defecation-Free (ODF)/COWSO improvement campaigns and the rehabilitation/extension of

existing water schemes.

2. Follow a process where new activities are identified through participatory processes

including:

WARIDI and USAID’s Iringa Hub USAID initiated an Integrated Iringa Hub Activity in Year

1, focusing coordination of its relevant activities of eight

of its Tanzania projects on Kilolo LGA (Iringa Region).

Kilolo was among the successful applicants to WARIDI in

the first round of competitive LGA selection. Although no

special preference is given to Kilolo, WARIDI will look

for specific opportunities to collaborate with USAID (and

other) partners across IRs.


● Identifying what existing stakeholders are already doing in their LGA’s and how these

interventions can be worked on, on a complementary basis with WARIDI interventions

● Opportunities arising from information supplied by three WASH-related WARIDI studies

drafted in Q3 that provide up to date information on water, sanitation and related

livelihood opportunities in Tanzania.

● Agreeing on promotional strategies that will create demand from communities.

Engagement processes for the first 5 LGA’s will continue into Year 2 to complete the following

activities in Q4:

● Institutional Mapping with LGA’s (including for structures and organizations with experience

reaching women and youth) to better understand which other actors are working in the LGA

and how these might work hand-in-hand with the LGA and WARIDI.

● Devise promotional strategies for selection and buy-in from communities.

● Employ an engagement agent for each LGA, and include criteria related to support for – and,

ideally, experience in – engaging gender issues and youth as part of selection.

● Prepare and sign MOU’s for working with the LGA’s. A draft MoU was forwarded to USAID

for review late in Q3, and subject to any emerging comments, will form the basis for sharing

and finalizing an MoU with each LGA.

Task 0.2.1 Timing Comments

Inputs Review potential pre-existing projects and decide on projects to move forward with immediately

Q 4 Led by Engagement Coordinators

Conduct Institutional Mapping, establish partnerships with stakeholders, agree on new activities and promotional strategies

Q 4-5

Finalize the Draft MOUs Q 4 Hire Engagement Agents for first 5 LGA’s Q 4 Visit and move forward with self-selected communities and move forward with LGA Wide activities

Q 5-7 Includes grant development

Develop other opportunities for each LGA and initiate promotion campaign for new opportunities

Q 5-7

Outputs Preexisting projects identified to implement immediately Q 4 Led by Engagement

Coordinators WARIDI related institutions recorded, promotional strategies agreed at each LGA and further activities identified for implementation

Q 5

MOUs agreed and signed for first 5 LGA’s Q 4 Subject to USAID review Engagement Agents employed in first 5 LGA’s Q 4 Grants opportunities prepared and issued for community and LGA wide activities

Q 6-7

Sub-Task 0.2.2 Engagement process for new LGAs LGA’s selected in Year 1 were from Morogoro and Iringa Regions, both for logistical reasons (given

location of the two WARIDI offices) and because most other regions (and many of their LGA’s) only

overlap somewhat with Wami-Ruvu and Rufiji basins, whereas Morogoro and Iringa are entirely

within. Appendix 4 illustrates further the complexity of overlap issues between local government

authority (LGA) and basin geography.

During Year 2, WARIDI will invite the next 5 LGA’s who have already applied to join the program

from Morogoro and Iringa regions to join WARIDI from Q5 onwards. As has been stated in quarterly

reports all applications received in Year 1 were of an excellent quality and advantages of accepting

the next 5 LGAs from existing applications include:

They completely fall within either Wami-Ruvu or Rufiji Basins


Work will become more cost effective and logistically accessible as these existing

applicant LGAs are closer together and will allow for clustering approaches such as

sanitation campaigns and joint learning.

The next 5 LGA’s to be invited are include:

1. Ulanga DC, Morogoro Region

2. Morogoro DC, Morogoro Region

3. Mufindi DC, Iringa Region

4. Mafinga Town Council, Iringa Region

5. Iringa Municipal, Iringa Region

The process towards selection of the final 10 remaining Districts will also start from Q5, by which

time lessons from the first 5 LGA’s, selected in Year 1, will help make the process more efficient.

Additional selection criteria will seek to achieve a geographical balance between the two basins and

upstream and midstream zones of the basins. However, coastal areas will likely be given lower

priority due to the logistical challenges of accessing these areas from current WARIDI offices. Given

the predominance of “water earmark funding” and the related large targets for people served, the

suitability of LGA’s to contribute to improvement in WASH aspects will continue to form a dominant

requirement in LGA selection. Final selection criteria will be identified jointly with regional and basin

authorities. Nevertheless, the same principle of “self-selection” will continue, whereby LGA’s are

introduced to WARIDI and then asked to apply to work with the program, if interested, and the best

applications are chosen in collaboration with regional authorities and Basin Boards.


Inputs Determine selection criteria and target areas for 10 new LGA’s Q 5 5 LGA’s selected from

demands already received, 10 new LGA’s selected in

Invite 5 LGA’s who have already demanded to work with WARIDI to join the program

Q 5

Proceed with coming with priorities for 5 new LGA’s Q 6

Introductory workshop for target regions/ Potential new LGA’s Q 6 Receive/evaluate applications to work with WARIDI Q 7

Identify 10 new LGA’s and proceed with coming up with priorities in collaboration with them

Q 7

Outputs 5 LGAs Invited to join WARIDI Q 5 Selection Criteria for Final 10 LGA’s identified Q 5 5 LGA’s Come up with Priorities Q 6 10 LGA’s Identified along with their priorities Q 7

Sub-Task 0.2.3 Capacity-assessment and capacity-building of engaged LGAs

The WARIDI Task Order “expected results” clearly indicate the need to not only build capacity in

collaborating LGAs, but also to demonstrate such improved capacity – to measure impact of

interventions. Other tasks within this Work Plan outline technical capacity-building activities, but this

sub-task covers overall capacity assessment for integrated service provision improvements in IWRM,

governance and climate change resilience through delivery of WASH services and engagement with

private sector entities to improve livelihoods of their communities.

During Year 1, in consultation with LGA officers, WARIDI drafted a method for conducting baseline

capacity assessments, which will be tested and applied during Q4 for two pilot LGAs (Kilolo and

Kilosa). The remaining three initial LGA’s (Mvomero, Kilombero and Iringa-rural) will have baseline

assessments early in Q5 and the second phase of seven selected LGA’s will be assessed later in the

year. The assessments will be conducted annually for the remainder of the program.


WARIDI will develop and implement cross-sectoral capacity-building, based on findings from the

assessment, to improve integrated planning, monitoring and communication of LGA development

programs. More technical capacity-building will occur throughout WARIDI engagement with LGAs

as described in this Work Plan. Where operational systems are problematic, WARIDI will liaise with

USAID’s Public Sector Strengthening Systems activity to assess where that project can provide

systems support relevant to both programs. This activity is already focusing on LGA systems for

health and education and welcomes opportunities to support WASH systems at LGA level.


Inputs Finalize LGA capacity assessment method Q 4 Staff plus STTA support

Led by Engagement Coordinators

Baseline Capacities Established for 5 and 7 LGA’s Q 4-5 and Q7

Cross-sectoral capacity-building Q5 on

Outputs Pilot System Tested Q 4 Organizational Capacity Assessment Reports Completed in 5 and 5 LGA’s

Q 5 and Q 7

Led by Engagement Coordinators

Cross sectoral capacity-building reports Q6 on

2.1.3 SOCIAL BEHAVIOR CHANGE

Success in most field-based aspects of WARIDI requires behavior change by individuals, households

and institutions, whether in sanitation, IWRM, livelihoods or climate change. Good baseline

information is critical to understanding current knowledge, attitudes and practices (KAP) regarding

these critical environmental and health (human and ecosystem) services. With such well-designed

KAP surveys providing this baseline, it becomes possible both to measure change, and to mount

targeted informational and social behavior change campaigns (SBCC) that are gender and youth

sensitive and responsive.

Although behavior change is a pre-requisite for success across IRs, the WARIDI Task Order specified

an SBCC sub-IR or Task in IR1, where this aspect is elaborated further (see Task 1.2 below).

2.2 INTERMEDIATE RESULT 1, SERVICES: INCREASED UTILIZATION OF

SUSTAINABLE MULTIPLE-USE WATER AND SANITATION SERVICES

(MUS)

In its approach to IR 1 implementation, WARIDI will:

● Build capacity of LGA’s to deliver, facilitate, and oversee water and sanitation service

delivery (IR 1.1, linked with IR 2.1).

● Build capacity of the private sector to provide services and products to LGAs, COWSOs,

urban Water Supply and Sanitation Authorities (WSSAs), and other consumers (IR 1.3, linked

with IR 2 and IR 3.1).

● Increase demand for products and services through SBCC and marketing support (IR 1.2, IR

1.3).

● Increase access to financial services and products for consumers, private sector and LGAs (IR

1.3).


In addition, WARIDI recognizes that success of WASH interventions depends on women and youth

as implementers and assurers of sustainability. Tanzania’s Water Policy recognizes that women and

youth must be involved in decision-making and take active roles in management and maintenance of

rural water supply. Involvement of women and youth should not however lead to increased physical

work for women or greater demands

on their time as they already work

longer hours than men in carrying

household and subsistence chores.

WARIDI will use SolutionMUS, a

proven methodology tested in seven

countries, including Tanzania on

iWASH, for delivering water

services that links domestic and

productive uses with impact

boosting programs in health,

livelihoods, and environment.

WARIDI will use a two-speed (see

Task 0.2.1) two-pronged approach

in working with beneficiaries:

● LGA wide activities dealing

directly with LGAs in

support of LGA wide

activities such as ODF

campaigns and increasing

the capacity of COWSOs.

● An approach based on

working with demands from

communities using the

process outlined in the Box

alongside.

Modalities of how work will be

carried out will be on a case by case

basis and may involve contracts /

grants with implementing partners for single or multiple interventions for single or for multiple LGAs.

Recognition that preparation to issuing of grants/subcontracts takes up to 6 months is factored into the

timeline. WARIDI anticipates issuing WASH-related grants for up to $2 million during Year 2 (see

Section 3.2).

Task 1.1: Access to sustainable use services (MUS) in WASH

Sub-Task 1.1.1 Water Supply

Assessment and prioritization of demands for water was carried out by the LGAs by reviewing their 5

year plans, presenting these and amending them as a result of workshop discussions at the Mikumi

Workshop in August/September 2016. In Year 2 WARIDI aims initially to focus on the most

important LGA Priorities and therefore principal activities will likely include:

● Support rehabilitation and extension of existing water schemes.

● Construction of new water supplies (schemes and wells).

● Formation (where absent), strengthening and registration of COWSOs.

Other interventions to improve access to water in Year 2 will follow from dialogue with LGA

officials, but are expected to include:

MUS Community Engagement Process First Visit

Rules of Game

Agree on financial and in-kind contributions

Present Sample MOU

Carry out Initial Assessments

Water

Sanitation

Livelihoods/private sector

Gender integration and youth inclusion dynamics

Agree on next steps

Second Visit

Agree MOU

Explain ODF Campaign and how this will work

Share Assessment Report

Third and Subsequent ODF Visits

Start ODF campaign

Support visits for ODF Campaign

Introduction to improved sanitation sales campaign

Start design of water (and livelihoods) to demonstrate

WARIDI/LGA intentions (integrating gender and

youth responsive approaches

Celebrate ODF

Visits after ODF

Complete Technical Design for Water

Start Implementation

Continue with improved access to Sanitation Sales

Introduction of Existing and Improved Livelihood

activities (see IR3)


● Self-Supply (promotion of low cost technologies such as hand drilling and rope pumps)

linked with point of use treatment.

● Quality Service Improvement Programs with WSSAs.

● Working on MUS possibilities with irrigation schemes, Charco dams, etc. to provide both

irrigation and potable water.

● Providing awareness on the point of use treatment at all levels

Formation, training, strengthening and registration of COWSOs is especially important to ensure

sustainability of interventions for new and existing COWSOs, and may take place at LGA/Ward

levels and/or on a community by community basis (see also Sub-Task 2.1.2). Participants from all

LGAs at the Mikumi Workshop noted that most existing COWSOs lack both the technical and

managerial capacity to sustainably manage their water supplies. To strengthen COWSOs, WARIDI

will:

● Undertake assessments with LGAs to gauge existing capacities of COWSOs in each to devise

and implement a capacity strengthening process (see IR2), with attention to issues related to

representation and responsiveness to women and youth participation and priorities in

COWSO structures and operational policies.

● In the community selection process, include commitment to COWSO formation and/or

strengthening as a criterion. Communities will be fully informed on selection of proposed

water provision systems and their maintenance including “operation & maintenance”, fees for

payment of water, expansion and minor/major replacements.

WARIDI staff, whenever possible, attend Water Sector Development Program (WSDP – now in

phase II) Technical Working Groups 2 and 3 (urban and rural water supply) to keep abreast of

relevant developments in Tanzania and to inform on WARIDI’s water supply activities. Relevant

information from the working groups will be shared with LGAs keep them up-to-date on water supply

issues in Tanzania.


Inputs Assessment and prioritization of demands with LGA's Q4 All 5 LGAs Rehabilitation and extension of existing water schemes in collaboration with LGA’s

Q5-7 Assumes 3 Qs from start of work to hand over to communities; Assumes 1 scheme per LGA in year 2

Construction of new water supply (Schemes and/or wells) in collaboration with LGA’s

Q5-7

Facilitation to the LGA’s on assessment, formation, registration and strengthening of COWSOs

Q4-7 Ongoing process with existing and new COWOS’s

Developing opportunities for self-supply, Quality Service Improvement Program and Irrigation plus opportunities with LGAs

Q5-6

Provide awareness on Point of use treatment with all interventions is being carried out

Q5-7

Sharing of water related information with all LGAs Q4-7 Including information from WSDP as well as from working groups

Assessment and prioritization of demands with 5 new LGA's Q 6 All 5 new LGAs

Rehabilitation and extension of existing water schemes in collaboration with 5 new LGA’s

Q 7-9 Assumes 3 Qs from start of work to hand over to communities; Assumes 1 scheme per LGA in year 2-3

Construction of new water supply (Schemes and/or wells) in collaboration with 5 new LGA’s started

Q 7-9

Ensuring environmental compliance and availability of water tests for all WARIDI-supported schemes

Q6-7 According to draft EMMP-see Section 3)

Assessment and prioritization of demands with 10 new LGA’s Q 7

Outputs


Sub-Task 1.1.1 Timing Comments 5 LGA work plans on improved access to water Q4 5-10 functioning rehabilitated or extended schemes Q7 Assumes 1-2 in each LGA

depending on size and attention to gender and youth aspects

5-10 new water supply schemes Q7

Opportunities identified for Self-Supply, QSIP and Irrigation Plus in each of 5 LGAs

Q7 Opportunities identified for implementation in Year onwards

20 COWSO’s strengthened, operational and registered Q5-7 Assumes 4 per LGA Existence of demands for 15 new LGA’s Q 7

Water Tests for all water schemes documented Q5-7 Water Tests will be archived (hard and soft copies)

Sub-Task 1.1.2 Sanitation and hygiene

To achieve the scaling and leverage required to increase access to sustainable MUS, WARIDI will

deploy a range of cost-effective, market-based models for domestic-plus and irrigation-plus water

services while working in collaboration with key stakeholders and embracing full participation of

demand for sanitation and improved hygiene women and youth. This approach involves working with

LGAs, private sector service providers such as (large and small) companies and WASH sector non-

government organizations (NGOs), self-supply options, WSSAs and other opportunities that arise.

Rapid start-up is especially feasible in Kilosa and Mvomero LGAs (former iWASH LGAs), where

there are already requests for MUS water supply services from 66 villages (225,000 people) that can

potentially be supported by WARIDI. These LGAs could also act as “demonstration sites” for other

LGAs.

Given persistent challenges in sanitation and hygiene behavior change in Tanzania, WARIDI aims to

implement a gender and youth-sensitive social and commercial marketing approach to scale up

demand for sanitation and improved hygiene practices using a multipronged approach that include:

● “Lead with sanitation”, requiring LGAs and communities to meet agreed-upon progress on

improved sanitation (such as “open defecation free” level 2)2 prior to initiating water and

livelihoods interventions.

● Implement LGA/Ward wide ODF

campaigns.

● Provide support to private sector expansion

into rural areas and increase their service

and product range of sellable WASH

products (IR 3.1).

● Increase capacity of LGAs to support and

coordinate sanitation activities.

● Conduct Social Behavior Change

Campaigns (Task 1.2).

WARIDI attends WSDP Technical Working Group

4 whenever possible to keep abreast of and to

contribute to sanitation issues based on its work. Relevant information will be shared with LGAs so

that they will be up-to-date on sanitation issues in Tanzania.


Inputs Support LGAs to realize local sanitation efforts towards ODF Q 4-7 Support private sector to engage in sanitation business Q 4-7

2 Under the National guidelines for verification and certification of ODF communities

National Guidelines for Verification and

Certification of ODF Communities

Level 2 is as shown below:

Universal coverage of basic sanitation at

household level

All institutions e.g. schools churches,

mosques, health facilities, market places

have improved and properly managed

sanitation and hygiene facilities

No signs of OD around farmlands,

bushes, water points, valleys, play fields,

rivers, around water sources, etc.


Sub-Task 1.1.2 Timing Comments Creating demand and buy-in from villages Q 4-7 Facilitate selected communities to attain ODF level 2 Q 4-7 Distribution of sanitation and hygiene plan, guidelines, bylaws, frameworks, acts WSDP issues to LGAs and registers to communities

Q 4-7

Outputs Reports on ODF campaigns within LGAs and Ministry of health Q 5-7 Identified interested private sector actors within the area Q 5-7 Linked to 1.3 and IR3 List of villages engaged in ODF process available Q 7 Lists of households/beneficiaries with improved access to sanitation and availability of sanitation products and services options

Q 7

Task 1.2: At-scale, demand-led, evidence based social behavior change

campaign

WARIDI will develop and implement a grass-roots social behavior change communication campaign

that complements National and LGA plans. SBCC will primarily be carried out within LGAs with

additional activities implemented across LGAs (taking advantage of economies of scale), as

appropriate. The campaign will cover a wide variety of topics including: water and sanitation services,

hygiene habits, and environmental protection and water resources management. Campaigns will be

designed and implemented in collaboration with sector stakeholders and LGA governments. They will

also address issues related to women and youth, promoting gender-transformative and youth

empowering norms when possible. The advantage of a grass-roots campaign is that it will allow

WARIDI and its LGA partners to tailor approaches and materials to fit individual LGAs and

communities at large.

In Q4, WARIDI will continue with broad formative research using a sample KAP survey of

communities in the 5 LGAs initially selected. The survey will include elements related to sanitation

and hygiene practices and household water treatment and storage but will also cover elements such as

livelihoods, environmental protection and water resources management. The survey will probe gender

and age sensitive issues, define target audiences for behavior change messaging and goals for

behavior change objectives. Based on the findings WARIDI will develop and start to implement (in

Q6) an at-scale SBCC strategy that addresses persistent sanitation and hygiene issues in the two

basins. It is planned that this strategy will align with the aspirational desires of rural and urban

communities and will concentrate on “small, doable actions,” which will help people move from

current practices to better situations.

Although the KAP survey analysis will guide most WARIDI SBCCs, some aspects will begin earlier

using existing proven materials, or in concert with other partners already operational, or planning such

campaigns with overlapping objectives.

Task 1.2 Timing Comments Inputs Preparation of a KAP Survey and Request for Grant Applications

Q 4 Team and STTA

Grantee conducts KAP survey Q 5-6 Development of a SBCC Strategy Q 5-6 Sanitation Leads and STTA Team inputs on development of promotional materials for implementation of SBCC strategy

Q 5

Outputs Award of KAP implementation grant Results of KAP Survey Q 6


Task 1.2 Timing Comments SBCC that can be rolled out in first LGAs Q 6 Production of preliminary promotional materials Q 6 Implementation of SBCC strategy Q 6 on Will continue throughout

WARIDI

Task 1.3: Financing options for small-scale WASH and MUS, and small-

scale agricultural and irrigation businesses and households

WARIDI will improve access to credit and financial services for both WASH entrepreneurs and

consumers, supporting the development of robust private sector services and strengthening consumer

purchasing power for improved products, new products and services. Recognizing that Tanzania’s

legal and regulatory context brings specific challenges and gaps in the availability of financial

services, WARIDI will work with banks, microfinance institutions, vendors through livelihood

programs (IR3) and buyers to create practical solutions that democratize financial services critical to

WASH, MUS and emerging social enterprises for WASH and water management.

Specifically, in Year 2, subcontractor SSG will lead a financing landscape assessment to determine

the potential for financing of WASH-oriented social enterprises and begin to create a viable pipeline

for investment. The assessment will analyze business feasibility, assets, gaps, and incentives

(including investigating the possibility of engaging loan guarantees from USAID’s Development

Credit Authority program) while broadly identifying types of channels for investment. Financing

options comprise the continuum from village savings and microcredit to traditional banking and

impact investing. WARIDI will specifically consider opportunities and constraints in accessing credit

for women and youth entrepreneurs, and consider how to work directly with banks and microfinance

institutions to make the business case for lending to women and youth and support them in tailoring

their services. The assessment will build on WARIDI’s market analysis in Year 1, which analyzed

current and potential demand for WASH, MUS, and small-scale agricultural products/services. The

financing landscape assessment will focus on three broad areas:

● A review of the financial system for small and medium size enterprise financing, including

banking and non-banking options, regulatory regimes, availability of financial services for

enterprises (particularly social enterprises), and the status of local capital markets.

● An analysis of the costs of “doing business” for small and medium size enterprise owners,

including a review of risks and conditions for enterprise development.

● An appraisal of the economics of social enterprise development in the WASH, MUS,

agribusiness, and other targeted sectors.

Task 1.3 Timing Comments Inputs Initiate financing landscape assessment focused on WASH-oriented enterprises

Q 4 SSG to lead financing landscape assessment: SSG and DCOP/WASH team to support linkages ( for enterprises and consumers respectively)

Begin linking WASH enterprises and consumers to credit and financing options

Q 5-7

Outputs Financing Landscape Assessment and Finance Strategy Report

Q5 SSG

Report on links with WASH enterprises and consumers to credit and financing options

Q 7 SSG and DCOP/WASH Team: completed in Year 3

5 links made for financing options Q 7-8 To be Completed in Year 3


2.3 INTERMEDIATE RESULT 2, GOVERNANCE: STRENGTHENED

GOVERNANCE FOR SUSTAINABLE AND RESILIENT MANAGEMENT OF

WATER RESOURCES AND SERVICES UNDER A CHANGING CLIMATE

The governance framework for IWRM is conceptually robust in terms of devolving responsibilities to

the most local institutions that is feasible (Tanzania’s National Water Policy of 2002). Nevertheless,

the practice is complex and challenging from geographical, inter-sectoral, and local resources and

capacity perspectives. For example, within the GoT system, basin catchments overlap local

government administrative boundaries and many sectoral ministries and agencies with competing

demands need to collaborate at all levels to achieve IWRM goals. In essence, these are governance

issues that need support so that management of water resources can be effective. This governance

challenge is illustrated by the complex array of interactions depicted below.

Figure 2: Relationship between water sector institutions, local government administrative arrangements and other sectors (WUA = Water Users Association; COWSO = Community-Owned Water and Sanitation Organization; note that Basin Boards are the statutory bodies, with Basin Offices implementing on their behalf)

Task 2.1: Strengthen capacity of river basin, local, LGA and national

governance institutions.

WARIDI will use multiple-level entry points in its capacity-building efforts focused on the two basins

and, eventually MoWI at national level.

The IWRM Development plan for Rufiji Basin is already formulated, while development for that of

Wami-Ruvu Basin is already contracted, with the start awaiting availability of basket funds. In the

latter case, extensive preparatory work was recently completed with support from the Japanese

International Cooperation Agency (JICA). The resulting documentation provides a sound basis for

identifying where WARIDI may contribute in capacity development from community level to that of

Basin Boards as well as where such interventions can inform national dialogues, policies and other

guidance.

For example, the Wami-Ruvu documents, already discussed with the Basin Boards in outline, include

a capacity-building plan involving many governance aspects that are suitable for WARIDI

interventions, such as:

● An orientation program and reference guide for Basin Boards.

● Conflict management and communications skills for Basin Boards, WUAs and local

government;

● Establishing new and strengthening governance accountability, and operational capacity and

guidance documents for WUAs;

● Information and data management (see Task 2.2);


● Water resources management financing, from costing of services to water use fee collection

by WUAs and Basin Boards;

● Enhanced operational effectiveness of and communication by water resource governance

management structures, including LGA Facilitation Teams, WUAs, sub-catchment forums,

catchment committees and Basin Boards.

The Rufiji IWRM Development Plan, places great emphasis on stakeholder empowerment (including

gender aspects), capacity-building and communications. These priorities align well with this and other

WARIDI Results. WARIDI will ensure that gender and youth inclusion issues are included as a key

strengthening aspect of IWRM governance.

Sub-Task 2.1.1. Strengthen capacity of WUAs in selected LGAs

WUAs to be targeted for strengthening in the coming year will be selected from the five LGAs

initially currently working WARIDI. The LGAs – Kilosa, Kilombero and Mvomero in Morogoro

Region and Iringa rural and Kilolo in Iringa Region – were selected in Q2-3 following a rigorous and

elaborate selection process (See section 2.1.1). Note that these LGAs serve to emphasize disparities

between administrative and basin boundaries (see Annex 4).

Joint consultation and planning workshops and meetings held in Year 1 with the two basins and

LGAs; and self-capacity assessments of WUAs led by the basins revealed that by June 2016, a total of

eight WUAs are established in target LGAs of Wami-Ruvu (six in Kilosa and two in Mvomero) and

of the total only two were reasonably active, five were malfunctioning, while one was completely

inactive. In target LGAs of Rufiji basin, five WUAs exist; one in Iringa rural and two in Kilolo LGAs.

Two WUAs overlapped both Kilolo and Mufindi LGAs. Self-assessment of the WUAs in Rufiji led

by the basin water board showed that four WUAs had been trained and had functioning management

teams while one WUA (in Iringa Rural) had no management team

WARIDI will facilitate the participatory assessment of capacities of 10 WUAs (six in Wami-Ruvu

and four in Rufiji basins) starting in Q4. WARIDI will support respective Basin Boards to conduct the

assessment, ensuring that gender and youth issues are included in the assessment as well as

subsequent capacity-building activities. The capacity assessment methodology developed by

WARID’s STTA in Q3 for LGAs will be adapted to assess the capacity of WUAs against statutory

WUA functions (listed as purposes under the Water Resources Management Act, 2009) and to

identify capacity building measures, which will be prioritized and implemented starting in Q5. Other

measures already identified by the Basin Boards will also be implemented along with those identified

through the assessments.

While WARIDI may be instrumental in promoting establishment of sub-Catchment Water

Committees and Catchment Water Committees, the priority of this plan will be to establish WUAs as

these contribute to the formation of the sub-Catchment Water Committees and higher level IWRM

institutions. WARIDI will therefore also support establishment of 10 new WUAs in selected

catchments as identified by Basin Boards for this reason, but also to address reported silting of rivers

and catchment degradation caused by extensive human activities along river banks such as

agriculture, brick-making and livestock grazing. Other concerns include water pollution from

uncontrolled industrial wastewater discharges and car washing.

A major function of WUAs, mandated by law, is to collect user fees on behalf of the Basin Boards.

The latter in return pay a small proportion of the revenues to the WUAs, which normally cater for

important but limited WUA’s operational costs. Members of WUAs are normally volunteers who

reside within the catchments, earning their living through various formal or informal income

generating activities. One of the reasons for inactivity of many WUAs is the lack of incentive for this

voluntary work beyond societal recognition. MOWI has a pending study on options for funding of

Basin Board operations, including WUA activities. WARIDI will seek to use outcomes of this study,

or sponsor additional analysis of ways to improve incentives (whether financial or other) for WUAs to

conduct their essential IWRM work, based on its capacity assessments. One possibility, though not

restricted to WUA members, is through participation in WARIDI income generating activities (IR3).


Applicability of such opportunities will vary between WUAs and policy level questions will remain

regarding adequate motivation for effective and sustainable WUA operations, unless the MOWI study

referenced above provides a solution.

Sub-Task 2.1.1 Timing Comments Inputs Assess capacity of 10 existing WUAs in Wami-Ruvu (6) and Rufiji (4) basins and prioritize capacity building measures

Q4 CoP/Governance Specialist/ Institutional Support advisors to lead

Begin implementation of identified priority capacity-building measures

Q5-7 -as above-

Training same 10 WUAs in Wami-Ruvu and Rufiji on IWRM policies, regulations and guidelines, including gender aspects of these documents

Q5-7 Governance Specialist/ Institutional Support advisors/Basin Boards to lead

Assessment of incentive options for WUA operations Q5 Depends on outcomes of MOWI study

Provide basic working tools to WUAs for record keeping/data processing and to facilitate movements

Q7 CoP/Governance specialist/ Grants Manger

Facilitate Study tour(s) for selected WUAs to better performing boards (e.g. Pangani)

Q7 Governance Specialist/ Institutional Support advisors/Basin Boards to lead

Facilitate formation of three new WUAs in identified strategic areas in Wami-Ruvu (2) and Rufiji (1) basins

Q7 Governance Specialist/ Institutional Support advisors/Basin Boards to lead

Outputs Agreed capacity-building plan in place Q4 Core team, capacity building

STTA Capacity development activities implemented as per plan Q5-7 Basin Boards/ WARIDI

Sub-task 2.1.2. Strengthen capacity of COWSOs

If there are effective, strong and functional COWSO’s at community level, as a water management

institution with able leadership, staff and enough resources, then water as a resource can well be

managed as envisaged in the Water Policy.

From the WARIDI Task Order it is expected that during the 5-year span of the project, 50 COWSO’s

will be assisted to the commercially operational level. During Year 2 at least 20 COWSO’s will

receive capacity building and/or formation support in collaboration with WARIDI LGAs (see Task

1.1). The “custodians” of the COWSO’s are the LGA Water Engineers at the respective LGA

councils, which play a limited supervisory role. COWSO’s are formed either as a spontaneous action

to respond to the need of a particular project or as community initiatives from Village leadership.

There is no clear system to define the need or reasons for forming a COWSO at a particular place.

During WARIDI implementation, focus will be on strengthening rural water supplies management

through increased capacity of existing COWSOs and formation of new ones. Instituto Oikos, a

Tanzania-registered Italian NGO, with counterparts from Arusha Regional Secretariat and Karatu

LGA Council, is currently carrying out pilot studies in Karatu of a “COWSO Service Provider

Model”. The pilot study includes a Competence Model Toolkit for assessment of COWSOs

governance capacity focusing on: legal status, charter (vision and mission), plans for expansion and

sustainability, leadership and staff roles and responsibilities, standard operating procedures and

information sharing. The toolkit is being tested for the first time in Tanzania. In the absence of a

nationally approved COWSO capacity assessment tool, WARIDI will investigate if the toolkit is

proven useful and relevant to our program, and subject to agreement with MoWI, we will utilize or

modify (for example ensuring gender and youth aspects are adequately covered) the toolkit in

assessing the capacity of existing COWSOs in our initial five LGAs. The assessment will establish a

baseline against which to assess future improvements.


The need for establishing new COWSOs will arise from whether one already exists in communities

selected for WASH activities (IR1) in consultation with LGAs. Where such needs are clear, WARIDI

will assist in formation and subsequent capacity-building in the same way as for pre-existing

COWSOs.

In communities selected for WASH activities WARIDI will support COWSO’s in the following ways:

● Assess capacity of existing COWSOs and identify required capacity-building measures, using

an enhanced version of the piloted COWSO capacity assessment toolkit.

● Identify needs for new COWSOs to be formed in consultation with LGA Councils.

● Facilitate formation of new COWSOs in selected areas as stipulated in the Water Policy and

relevant guidelines developed under the Water Act (2009).

● Implement capacity-building measures identified during the capacity assessment phase.

● Conduct trainings for COWSOs on scheme operations and maintenance and leadership (the

main weakness identified during Mikumi workshop), and other areas arising from the

capacity assessments.

Sub-Task 2.1.2 Timing Comments Inputs Mapping and capacity assessment of COWSO’s Q4 WARIDI Institutional Support

Coordinators/ LGAs to lead Implement capacity building measures for COWSO’s Q5

onward Project team, STTAs/ LGAs to lead

Identify needs for additional COWSO’s formation Q4 LGAs Facilitate formation of new COWSOs in selected areas Q4-5 WARIDI Institutional Support

Coordinators/ LGAs to lead Conduct training on O&M and leadership to 20 COWSO’s Q6-7 Outputs Capacity assessment report List of possible new COWSO’s

Q5 STTA, LGAs Facilitation Teams reports

Training reports Q6&7 To be determined

Sub-task 2.1.3. Strengthen Capacity of Basin Boards

Basin capacity improvement measures proposed in this plan focus on priorities set by the BWOs and

those identified by the capacity assessment frameworks described below as well as on priority

capacity improvement actions proposed through meetings of the MoWI’s technical working group on

water resources management. This Work Plan focusses on addressing institutional capacity areas of

the basins that were identified as having low performance based on the most recent MOWI

Performance Assessment Framework (PAF) assessments and other priority capacity areas identified

by the IWRM Development Plan for Rufiji and the JICA Study for Wami-Ruvu basin.

Basin capacity assessments were analyzed at a joint Wami-Ruvu/Rufiji/MOWI workshop in Iringa in

Q2 and the IWRM Development Plan for Rufiji basin and on the JICA Study for Wami-Ruvu basin.

Another assessment presented and analyzed at the workshop was based on the MoWI’s PAF.

Although Tetra Tech’s proposal indicated other possible approaches to estimating baseline and

monitoring for improved capacity in the Basin Boards, the PAF which is already used in monitoring

performance in the Basin Boards throughout the country is regarded as suitable WARIDI. PAF was

developed as part of the Water Sector Development Program (WSDP) and later reviewed by MoWI

and Deutsche Gesellschaft für Internationale Zusammenarbeit in 2013, tested in 2014 and applied for

the first time in 2015. MOWI recognizes that PAF assists Basin Boards to observe weak areas and

plan for their improvement.

WARIDI will use the results of the PAF assessments for Wami-Ruvu and Rufiji basins to establish

baseline capacity of the two basins in order to later assess impacts of WARIDI support. We will also

participate in a special round of PAF assessments for the two basins for WARIDI to review the

system and see how best to use it, or enhance it for USAID monitoring purposes.


The IWRM Development Plan for Wami-Ruvu basin has not been formulated despite extensive

preparatory work completed with support from the JICA in 2013. According to the latest MOWI

Technical Working Group 1 meeting (September 2016), the consultant for development of the plan

has been identified, but implementation is delayed awaiting funding of WSDP work plans through

basket funding. Participation of WARIDI in preparation of the plan is expected to enrich its

development and demonstrate approaches, options and interventions that could help “ground” aspects

of the plan with field experience.

Effective communications will enhance participation in basin plan implementation processes thereby

enhancing sustainability of IWRM. To communicate effectively with stakeholders, it is necessary that

the Basin Water Boards develop and follow communication strategies recognizing the diversity of

stakeholders, their varied interests, and wide‐ranging information needs (as advocated in Rufiji

IWRM Development Plan, Chapter 6: Communication for effective stakeholder participation). Rufiji

has already prepared a communication strategy, but it has not been disseminated to stakeholders. For

Wami-Ruvu basin, the strategy is expected to be prepared alongside the IWRMD Plan. WARIDI will

support the Basin Boards to communicate their plans to stakeholders using the most effective ways as

shall be identified by the Boards and other stakeholders. Ways of communicating information to

stakeholders as proposed by the Rufiji Basin IWRM Plan include: publicity/ dissemination events

(oral briefings, meetings or dissemination workshops, specially dedicated “basin” days, other water

related events such as Maji Week, and international environmental days), and other communication

methods including letters, SMS, emails, website pages and various forms of mass media including,

radio and television.

Sub-Task 2.1.3 Timing Comments Inputs Carryout baseline PAF self-assessment for Wami-Ruvu and Rufiji Basins and identify improvement measures

Q4 CoP/ Governance Specialist to lead/Basin Boards Implement selected priority capacity-building for two basins

based on identified capacity-building measures Q5-7

Conduct training for Basin Board Members on their roles, responsibilities and leadership in IWRM

Q5

Conduct training for Basin Board Staff on information management (report writing documentation, information dissemination, etc.)

Q5

Contribute to the development of IWRM Development Plan for Wami-Ruvu basin

Q4-5 Governance Team/Consultant to lead – timing depends on IWRM plan contract schedule

Support Wami-Ruvu and Rufiji Basin Boards to disseminate communication strategies for their basin IWRM Development Plans

Q7 onward

Governance Specialist/ Institutional Support advisors/Basin Boards to lead

Outputs Planned CD activities implemented as per plan Q4 Core team, capacity building

STTA Enhanced institutional capacity of the two basin boards Q5-7 Basin Boards/ WARIDI

Sub-Task 2.1.4: Enhance Stakeholder Awareness, Consultation and involvement/Participation in

IWRM Activities

While arrangements exist to implement stakeholder involvement and consultation at national (MoWI)

level, a lot is still desired to ensure that similar forums exist at regional, LGA and local (Ward or

Village) levels. Among the important undertakings agreed at the Tenth Joint Water and Sanitation

Sector Review Meeting, was to operationalize IWRM dialogue mechanisms with stakeholders and

one of the agreed actions from the first WSDP Joint Sector Meeting held in June 2016 was “…MoWI

to send a letter to President’s Office Regional Administration and Local Government to formally

inquire on WRM institutions’ inclusion in Regional consultative meetings…”. In a report presented at

the September 2016 of the Technical Working Group 1 meeting, MoWI indicated that it is working on

a Concept Note to support the letter and that this process was likely to be concluded in Q3. At the


same meeting the need to have WRM institutions participating in LGA Consultative Committees and

Ward Development Council meetings was also underscored, while Basin Boards reported that they

were already participating in quarterly LGA Water Engineers meetings.

WARIDI will support and facilitate the Basins to participate at Regional and WUAs, and/or

Catchment committees at LGA and Ward levels. Initially, Wami-Ruvu BWB will attend the

Morogoro Region Catchment Committee meetings while six WUAs will attend LGA meetings in

Kilosa and two will attend LGA consultative meetings in Mvomero LGAs. Rufiji Basin Board will

participate in Iringa and Morogoro Regional consultations while one WUA in Iringa (Rural) and four

in Kilolo LGAs will attend LGA consultative meetings in respective LGAs. Basin Boards will also

attend LGA Water Engineer’s meetings held biannually in respective basins and WUAs will also be

encouraged to participate at respective Ward meetings.

Communication materials (fliers, brochures and banners) were developed and procured under the

iWASH program. MoWI received the materials in March 2016 and distributed them to Basin Boards

for dissemination. WARIDI will review the materials to assess their suitability for its program and

propose improvements, where necessary, before they are used more widely in the two basins. All new

communications materials will be sensitive to reaching women and youth audiences.

Regarding multi-sectoral coordination meetings, it was reported at the WSDP Joint Supervision

Mission held in Q2 that a Concept Note for multi-stakeholders’ meeting had been developed and

shared with the World Bank in Q3. As a follow-up to this the second inter-ministerial meeting was

held, where a working group was formed. The next meeting will be held after additional members to

the working group, have been nominated, presumably in Q4. WARIDI will explore the possibility of

an advisory role in this working group, if permitted.

WARIDI will support Basin Boards in formation of equivalent stakeholder forums at Regional, LGA

and Ward level in the two basins and will ensure participation of women and youth representation.

The forums will also provide audiences for WARIDI assisted climate change adaptation dialogues

(see Task 2.4).

Sub-Task 2.1.5 Timing Comments Inputs Identify key WRM stakeholders in Wami-Ruvu and Rufiji basins and establish multi-sectoral stakeholder forums at region, LGA and ward levels in two basins

Q4 CoP/ Governance Specialist to lead/Basin Boards

Facilitate WUAs and Basin Boards to participate in multi-sectoral stakeholder forums in respective basins

Q5-7

Facilitate WUAs and Basin Boards to participate in Ward, LGA, Regional and Water Engineer meetings in respective basins

Q5

Support W-R and Rufiji Basin Boards to disseminate Communication Strategies for their IWRM Development Plans

Q5

Review/Develop communications materials Q4-5 CoP/Governance Specialist/Consultant to lead

Disseminate communication materials developed above Q7 Governance Specialist/ Institutional Support advisors/Basin Boards to lead

Outputs Stakeholder forums established at regional, LGA and ward levels

Q4 Core team, capacity building STTA

WRM institutions participate in routine multi-sectoral Stakeholder forums

Q5-7 Basin Boards/ WARIDI

Task 2.2 Improve data and information management for decision making

Activities under this task were developed based on priorities identified during the W4L scoping visit

in Q3, in consultation with MOWI, the Basin Boards and other key informants in national agencies


and the donor community. The challenges in information management at Board level include uneven

quality and geographic spread of hydro-meteorological data, human resource capacity and

sustainability of proprietary (and current disuse) of decision-support systems, and lack of

harmonization of different data and analytical approaches to hydrological, environmental flows and

climate change aspects. W4Lalso used its experience from a recently completed a regional World

Bank funded project that included an assessment of the hydromet services in Tanzania covering all

nine river basins.

WARIDI has built on the scoping to develop the following activities for Year 2:

● Upgrade and modernize data monitoring and information management systems.

● Improve decision support tools for water sector decision-making.

● Capacity building.

Sub-Task 2.2.1 Upgrade and modernize data monitoring and information management systems

The World Bank Hydromet services3 assessment in Tanzania pointed out that current services do not

meet the growing data and information needs for climate adaptation, water resources management,

WASH, flood and drought hazard mitigation, environmental protection and socio-economic

development. The Q3 scoping mission to the Rufiji and Wami-Ruvu basins confirmed these findings

and gave an opportunity to WARIDI to gain a good understanding of the needs and priorities, and

develop the following interventions in collaboration with MOWI and the two Basins Boards.

Identify and prioritize demands for hydromet and socio-economic data and information: MoWI

and Rufiji and Wami-Ruvu Basin Boards as well as the Tanzania Meteorological Authority (TMA)

provide hydrological and meteorological monitoring systems based on data collection with lack of

coordination between collection agencies and with the data users to address their needs. WARIDI will

address this weakness by establishing a demand driven approach for identification and prioritization

of hydromet and socio-economic data and information needs. WARIDI will work with TMA, the two

Basin Boards, data users from the various sectors, and relevant stakeholders from local organizations,

private and public sectors, and development partners to identify and prioritize the basin, sub-basin,

and LGA level issues related to various sectors including water management, water supply, climate,

environmental, and socio-economic development issues related to climate, weather, and water. For

instance, the expected increase of demand of water supply and urbanization of Dodoma as a result of

the relocation of GoT institutions and services requires monitoring of surface and groundwater

resources and hydrological and environmental impacts of rapid urbanization. WARIDI will also

support identification and prioritization of data and information needs for key sectors to address these

issues to enhance evidence-based decision making on climate change adaptation, sustained IWRM,

environmental protection, and socio-economic growth.

In Q4, WARDI will organize a workshop to bring together MoWI, Rufiji and Wami-Ruvu RBOs,

TMA, and any other hydromet data providers such as hydromet/hydropower data, and the Ministry of

Agriculture Livestock and Fisheries for Agromet data, representatives of data users from other

sectors, and representatives of relevant stakeholders from local organizations, private and public

sector, and development partners to identify and prioritize demands for hydromet and socio-economic

data and information for the Rufiji and Wami-Ruvu basins.

Improve meteorological, hydrological, and socio-economic data services: Following the finding

and recommendations of the data demand and prioritization workshop, WARIDI will work with Rufiji

and Wami-Ruvu Basin Boards, TMA, and other data providers to identify and address institutional,

technical, management, financial, and behavioral change issues, relevant to each basin, to meet the

needs identified for each sector. W4L conducted this activity nationwide in Tanzania during the

3 Hydromet services cover meteorological, climate, and hydrological services


World Bank Africa Hydromet project and developed a national action plan for improvement of the

hydrological services4. This plan calls for a design and implementation phases. During the scoping

mission, W4L identified the following actions that will be undertaken during Year 2:

Assist the two Basin Boards in repairing hydromet monitoring equipment that requires quick fixes

that can be handled by W4L consultants. In many cases these issues—that are now impeding data

acquisition and management—are quite small but technical staff lacks the capacity to fix them.

WARIDI will implement a hands-on capacity building exercise in instrument operation and

network maintenance. This learning-by-doing exercise aims to re-operationalize a significant

segment of the equipment that currently malfunctions, but is clearly in a good state. The hands-on

training is a cost-effective way to enhance the water resources monitoring capacity in the two

basins. Options for more sustainable instrumentation maintenance will also be reviewed.

Collaborate with MoWI and the Basin Boards and provide input, if possible, to the World Bank

funded consultancy for consolidation of data, information and models from the IWRM and

development plans, and preparation of requirements specification for water resources information

system and web portal.

Develop a plan for improving rating curves of key hydromet stations: WARIDI will implement a

thorough review of the available data (area, velocity, cross section, discharge) using the inbuilt

functionality of the selected data management system, in combination with a good understanding

of the hydraulic conditions at the control section. The exercise will reveal the principal origins of

the uncertainties in the rating curve and suggest measures to improve the validity of the curve

which in turn improve the reliability and quality of the discharge time-series, in particular for low

flows which is essential in decision making for surface water use permitting. This plan will be

implemented jointly, and in a hands-on manner with staff at the Rufiji and Wami-Ruvu Basin

Boards after selection of the consolidated data management system by MoWI, based on the

abovementioned World Bank funded consultancy.

Prepare an assessment and plan for piloting low cost monitoring approaches using “citizen

science” initiatives like Weather Underground for collection of rainfall and evaporation data.

Potential partners could include commercial farms, lodges, hospitals, and interested individuals.

WARIDI will work with MoWI, TMA, and the two Basin Boards to develop standards and

guidelines, raise awareness, and develop strategies to promote this approach. Depending on

findings and MOWI support, WARIDI may assist in implementation a pilot “citizen science”

network in the two basins.

Collaborate with the Swiss Agency for Development and Cooperation plans to test IMOMO, a

mobile based application for discharge measurement in irrigation canals and small rivers in the

Rufiji Basin (www.discharge.ch and on www.imomohub.com). This technology was tested in

Pangani Basin recently.

Develop a plan for introduction of earth observation product to complement ground based

hydromet networks in the Rufiji and Wami-Ruvu Basins.

WARIDI will also work with the two Basin Boards, TMA, and other data providers to prepare a list of

phased interventions that can be implemented later during the life of WARIDI. These interventions

will be assessed within WARIDI scope, financial resources, and the Basin Boards and TMA human

capacity. We will also work with other development partners such as the United Kingdom and the

Swiss Agency for Development and Cooperation to ensure synergy of the activities relevant

improvement hydromet services. These interventions will include:

● Strengthening hydromet monitoring system covering rainfall, hydroclimate, hydrometric,

groundwater, water quality, and sediment monitoring.

● Improving data quality control, validation, and analysis.

● Improving hydromet data management and water resources information systems.

4 This plan awaits MOWI/World Bank approval

http://www.discharge.ch/

http://www.imomohub.com/


Note that although most of these activities will get underway early in Year 2, many will continue

throughout WARIDI with more detail identified each year.

Task 2.2.1 Timing Comments Inputs Identify and prioritize data demand Q4-Q5 W4L will provide technical

leadership to WARIDI team and STTA (as needed)

Assist the two RBOs in fixing hydromet monitoring equipment Q4-Q6 Develop of plan for improving rating curves of key hydromet stations in the two river basins.

Q4

Prepare a plan for piloting low cost monitoring approaches Q4 Support strengthening hydromet monitoring system in the two river basins.

Q5-[Q20]

Support improving data checking validation and analysis Q5-[Q20] Support improving hydromet data management and water resources information systems

Q5-[Q20]

Support introduction of earth observation products in the two RBOs

Q5-[Q20]

Outputs Data demand identified and prioritized Q4 Rating curves improvement plan Q5 Pilot low cost monitoring plan Q5 Earth observation support plan Q5 Hydromet monitoring system strengthening needs report Q5 Data checking and validation and data management improvement needs report

Q6

Sub-Task 2.2.2 Improve decision support tools for water sector decision-making

WARIDI will support the Basin Boards and MoWI to build climate change scenarios to evaluate

climate change impacts on water resources availability and decision support tools for more effective

water resources allocation. This “hydrological” work will complement the institutional climate change

adaptation study described in Task 2.4.

● Develop probable climate change scenarios for the two Basin Offices: The climate

change projections from Task 2.4 will be sampled to provide average and likely dry/wet

extreme climate change scenarios for the two basins. We will use appropriate hydrologic

models to determine water availability for the various climate change scenarios in the

geographical areas and needs that are selected by decision-maker and stakeholders.

● Support the use decision support tools for more effective water resources allocation:

Tetra Tech’s proposal indicated the need for reviewing existing Decision Support Systems

(DSS) to determine their suitability for the two river basins. A DSS was recently developed

for the Rufiji Basin. During the scoping mission, the Rufiji Basin staff indicated that the

system is currently not used and the “final version” of the system has not been received yet.

Among the other findings of the mission is the fact that MoWI has mandated the use of the

Nile Basin Decision Support System. This was confirmed in the World Bank funded

consultancy for consolidation of data, information and models in the MoWI and RBOs. This

consultancy is for a duration of 3.5 months with expected start during Q4. WARIDI will

build on the findings and recommendations of this consultancy to support the Rufiji and

Wami-Ruvu basins offices in the development of the requirement and capacity for the Nile

Basin DSS as a platform to support the decision making for more effective water resources

allocation.

● Capacity building: Staff of the Rufiji and Wami-Ruvu basins lacks capacity in several areas.

W4L identified, during its Africa Hydromet project, training modules for TMA, MoWI, and

Basin staff for improving capacity in hydromet services, hydrological modeling, earth

observation, remote sensing and DSS. WARIDI will review and validate these modules with

the two Basins and prepare a formal training and on the job training program tailored to their


respective staff to be implemented during the life of the project. We will also identify

potential candidates for targeted university degrees at national technical colleges and

universities.

Task 2.2.2 Timing Comments Inputs Develop climate change scenarios for the two Basins Q4-Q5 W4L will provide technical

leadership to WARIDI team and STTA (as needed)

Climate information and decision support system needs assessment for the two RBOs

Q6

Prioritize climate information and decision support System and conduct Gap Analysis for the two RBOs

Q7

Assess hydrological modeling requirements to support water availability estimation based on climate change scenarios for the two Basins

Q5-Q6

Prepare a training plan for the two RBOs Q5 Support training and capacity development for two RBOs Q6-[Q20] Outputs Climate change scenarios report Q5 Climate information and decision support system Gap Analysis report

Q7

Hydrological modeling requirements Q6 Training and capacity building plan for the two RBOs Q5

Task 2.3: Adopt integrated water and land management planning

approaches

With a focus on the promotion of inter sectoral collaboration, WARIDI will work closely with basins,

LGAs and other stakeholders to facilitate development of practical, equity-based approach to

integrated water and land management approaches. This work will be done with reference to WARIDI

supporting the capacities of WUAs (Task 2.1.1), COWSOs (Tasks 2.1.2), Basins (Task 2.1.3) and

LGAs (Task 2.1.4) to adequately plan for and manage various land and water use demands including

(according to The Rufiji IWRM Development Plan) water for social development, water for economic

development, disaster risk management, environmental protection and conservation, and water

governance.

WARIDI will work with the five selected LGAs to review existing sectoral planning initiatives with

the aim to providing support for inter sectoral land and water use planning systems, for example for

agriculture, fisheries, forestry, wildlife and tourism. This approach will extend to other WARIDI

LGAs as they come on board.

Based on priorities derived from discussions at a planning workshop held with the first five LGAs,

WARIDI will facilitate implementation of the following activities.

● Support identification, demarcation and mapping of significant water resources with respect

to integrated water and land use planning.

● Facilitating multi-stakeholders dialogue to resolve or manage water use conflicts.

● Facilitate formation of inter-sectoral planning and coordination forums at LGA and Regional

levels with a monitoring and evaluation purpose.

● Identify capacity gaps and measures to strengthen natural resources committees and other

LGA level multi-sectoral platforms focusing on climate change adaptation

● Identify existing land use plans and gaps at catchment and sub catchment levels and

implement the capacity building measures identified to integrate existing plan for sub-

catchments with WARIDI-supported WUAs.

● Facilitate development of participatory land use plans at catchment and sub catchment

forums.


Throughout these activities, WARIDI will stress the importance of integration and empowerment of

women and youth in capacity development, representation and decision-making.

Task 2.3 Timing Comments Inputs Identification, demarcation and mapping of significant water resources

Q4 WARIDI staff and stakeholders, Basin Boards/LGAs to lead

Facilitate multi stakeholders dialogue to resolve water use conflicts

Q4-7 Through developed multi-sectoral stakeholder forums (See 2.3.1.5)

Identify capacity gaps and measures to strengthen natural resources committees & other LGA level multi sectoral platforms focusing on climate change adaptation

Q5 WARIDI staff and stakeholders. WARIDI Institutional support coordinators to lead

Identify existing land use plans & gaps at catchment and sub catchment levels

Q6 WARIDI staff and stakeholders to lead

Facilitate the development of participatory land use plans at catchment & sub catchment forums

Q6-7 Consultant/WARIDI Staff/Basins

Outputs Significant water resources identified and demarcated Q4 Reports on inter sectoral planning & coordination forums at LGA and Regional levels

Q6

Natural resource committee’s capacity gaps identified and CB measures implemented

Q6

Catchment & sub catchment land use plans & gaps identified and capacity-building activities implemented

Q7

Participatory land use plans at catchment & sub catchment forums developed

[Q8]

Task 2.4: Studies and analysis to inform climate change adaptation in the

two basins

As explained in Year 1 monthly and quarterly reports, and in Section 1, climate change adaptation

was folded into IR2 in a revised draft of the Task Order Statement of Work and given a broader

emphasis on governance and institutional vulnerabilities throughout the two basins.

The overall purpose of the Climate Change Vulnerability and Adaptation (CCVA) Study and the

Options Analysis Report on the Rufiji and Wami-Ruvu basins is now to: 1) understand the historical

trends and future projections for climate in the Rufiji and Wami-Ruvu basins; 2) assess how these

climate projections will affect different ecosystems and economic activities within the basins; and 3)

identify and provide recommendations of adaptation options that can be integrated into USAID, GoT

and other donor programming to strengthen climate change resilience through improved and

strengthened water management institutions, governance systems, and stakeholder collaboration and

communications.

As discussed above in Task 2.2, hydrological impacts of the climate projections developed by the

CCVA will be incorporated into DSS for the two Basins.

Sub-Task 2.4.1 CCVA Study and Options Analysis Report

The CCVA study team will continue its research (begun in Q2) through distinct but interconnected

analytical components: climate, hydrological systems and institutions. The revised research scope for

the CCVA Study and the Options Analysis Report, following inputs from USAID/Washington visit

during June 2016, is presented in Annex 5. The study will involve analysis and government

stakeholder (TMA, MoWI and Basin Offices) consultation in Q4 facilitated with four USAID East


Africa regional partners5. This team will draw on institutional assessments and hydrological aspects

by sub-contractor W4LS, which is supporting WARIDI with technical interventions and capacity

building for the Basin Boards (see 2.2).

The CCVA Study will be complemented by an Options Analysis Report that will establish evidence-

based information on climate change vulnerability and adaptation options to inform GoT decisions.

These deliverables will use a series of matrixes that present climate exposure, sensitivity and adaptive

capacity related to different ecological zones and economic areas within the basins. The matrix

framework will assist in providing a basin wide understanding of climate change impacts and

prioritizing critical risks and adaptation options that assist with ranking potential interventions geared

towards creating pathways for transforming institutional thinking.

The overall research approach has and will include the following steps:

1. Desk Review of all relevant literature, data and information.

2. Climate Analysis to understand historical climate trends and future projections and identify

climate change ‘hotspots’.

3. Institutional Analysis to inform climate analysis and provide insights on hydrological impacts

of climate change on adaptive capacity, focusing on the ability of local institutions to adaptive

responses to effectively withstand and respond to climate change.

4. Options Analysis and Stakeholder Feedback (Participatory analysis and definition of climate

adaptation options, with attention to any specific gender and youth impacts of potential

options included in the participatory analysis process).

5. Presentation of Results (Draft Assessment Report and Presentation of findings to USAID).

6. Stakeholder Verification of Assessment will occur in Year 2 of WARIDI.

Sub-task 2.4.1 Timing Comments Inputs Presentation to WARIDI partners on historical trends, hotpots and scenarions-2030/50 (TMA, MoWI and Basins Boards)

Q4 November 4, 2016

Draft CCVA Study to USAID Q4 December 2016

Stakeholder input and consultation workshop on CCVA Study Analysis and Findings

Q5 Following USAID review of draft CCVA Study

Institutional and hydrological options analyses Q5

Option analysis and Prioritization workshop on options Q5 Draft Options Analysis Report to USAID Q5 Outputs Climate data analysis products including trends, projections, Hotspot Maps, Products & Strengthened Local Capacity

Q5

Final Climate Change Adaption Assessment Study and Options Analysis Report

Q5

Prioritized list of options and (adaptation) interventions in each basin

Q6

Sub-task 2.4.2: Dissemination of climate change information and capacity-building for adaptation

in the basins

The CCVA Study and the Options Analysis Report, when completed will be shared with stakeholders

within the basins to improve informed decision making at basin and LGA levels using forums

described above. WARIDI will support these institutions to use the options analyses generated in their

own planning processes.

5 Planning for Resilience in East Africa Through Policy, Adaptation, Research, and Economic Development (PREPARED) project, FEWS

NET, Regional Centre For Resource Mapping for Development and the Inter-Governmental Authority on Development Climate

Predictions and Applications Center.


WARIDI will also promote improved climate-sensitive and climate-smart water use (IR1) and

livelihoods (IR3) throughout the program based upon the improved information generated by the

assessment.

Sub-task 2.4.2 Timing Comments Inputs Dissemination of CCVA Study and Options Analysis Report findings

Q5 & Q6

Conduct Training /capacity building and or forum for partners based on findings and recommendation of the study and assist

Q5, Q6, Q7

Facilitate basin level adaptation forum Q7&Q8 Outputs Enhanced institutional capacity of Basins and LGAs on climate change issues (e.g. increased awareness and consideration in planning and decision-making)

Q5, Q6, Q7

CCA integrated in Basin and LGA plans, strategies and budgets Q7 onwards

2.4 INTERMEDIATE RESULT 3, PRIVATE SECTOR: INCREASED LIVELIHOODS

THROUGH PRIVATE SECTOR INVESTMENT OPPORTUNITIES FOR

SUSTAINABLE WATER SERVICES AND WATER RESOURCE MANAGEMENT

Development of private sector and other partnerships is critical not only to Result 3, but to

achievement of all results, and realization of WARIDI performance monitoring targets. Prior to

substantive implementation of the three Tasks specified in the Task Order, WARIDI is applying a

partnership concept, strategy and set of tools developed by sub-contractor SSG. This analytical

approach will inform partnership development across all three Results and cross-cutting tasks of the

activity. Task 3.0 was added to Result 3 in Year 1to allow for these broader aspects of partnership

development, which will also form a basis for many of the partnerships developed for other IRs and

tasks.

More specifically, with respect to Result 3, the WARIDI will support scoping and screening, and

begin to structure an initial set of up to four priority partnerships in Q4.

As part of a cross-cutting approach to engaging international and Tanzanian partners from the private

sector, WARIDI, in Year 1, began to identify and nurture partnerships that leverage private

investments, market access, and technology transfer to scale and enhance key project outcomes. Using

SSG’s proprietary Sustainable, Transparent, Effective Partnerships (STEP) methodology, WARIDI

seeks to identify, develop, and initiate partnerships in the following areas.

● Market-based partnerships involving water service and supplier networks, forestry firms,

energy and power providers, financial investors and banks, agro-processors, agribusinesses,

aquaculture/seafood/fish companies, tourism-oriented enterprises, and other business sectors.

● Technology-based and Information and Communications Technology-based partnerships that bring together technology or equipment partners; water service providers; financial partners;

and farmer groups or cooperatives to deploy and scale appropriate solutions for water

management and access to WASH.

● Finance-based partnerships exploring innovative financial solutions (including Tanzanian

capital market options) and investments in improved water systems, climate smart agriculture, and

renewable energy technologies.

● Community-based Payments for Ecosystem Services (PES) partnerships that focus on linking

water-intensive or landscape-related enterprises (such as agribusinesses) with communities

through community-based payments for ecosystem services.


Selection of partnerships will include consideration of how they currently, or could in the future,

engage women and youth in their enterprises.

Task 3.0: Partnership Development Launch Activities

The WARIDI team will engage in the following partnership development activities in Year 2.

1. Conduct Strategic Partnerships Training & Partnership Prioritization Workshop: Early in Year

2 WARIDI will hold a two-day workshop, combining an introductory training on strategic

partnerships and a partnership prioritization workshop for key staff members. The prioritization

portion of the workshop will build on the RPA developed in Year 1internal and will use the

finalized version of the Prioritization Scorecard. WARIDI will use the Scorecard to prioritize the

initial partnership ideas, determining which partnerships to pursue in Year 2, which to table for

later years, and which to avoid. A Prioritization Summary report after the workshop will capture

the team’s partnership prioritization.

2. Conduct Preliminary Partner Negotiations: Based on the prioritization process WARIDI will

initiate negotiations with potential partners, public and private, regarding resource contributions

and proposed activities for possible Strategic Partnerships. This labor-intensive process will

involve WARIDI technical teams, and discussions with USAID, at various stages to ensure client

buy-in.

3. Conduct Stakeholder Consultations: As needed, WARIDI will conduct brief stakeholder

consultations with government and community leaders regarding the goals of a partnership. By

providing prior consultation, WARIDI will ensure transparency of its larger partnerships.

4. Conduct Due Diligence on Potential Partners: Once private sector partners are identified for

strategic partnerships, WARIDI will conduct due diligence analyses in to uncover any

questionable activities or reputational risks for USAID including discriminatory or other practices

that disadvantage women and youth. WARIDI will use templates developed as part of SSG’s

STEP methodology. Finished due diligence documents (3-5 pages) are a key stage in the strategic

partnership development process.

5. Conduct Partnership Forums: WARIDI will facilitate up to two partnership forums in Year 2 for

potential partners and key stakeholders. Drawing on the STEP Inclusive Partnership Planning

tools, these forums will be partnership-specific and will focus on bringing WARIDI, key

stakeholders, and private sector partner(s) together to outline goals, activities, and expected

contributions for the partnership. As appropriate, these forums will be used to develop a Strategic

Partnership Concept Paper, to build a common vision for this key document.

6. Prepare Strategic Partnership Concept Papers: As needed, WARIDI will prepare Partnership

Concept Papers. These brief documents (3-5 pages) serve to develop and refine partnership goals

among WARIDI, USAID, government, private sector, and other partners. These Concept Papers

will begin to define resource contributions – funding, technology, equipment, expertise, etc. – that

each partner will bring to the WARIDI partnership.

7. Prepare and Negotiate Draft Agreements: When partners agree about goals, roles, and activities

defined in the Strategic Partnership Concept Paper, WARIDI will prepare a draft Agreement,

which will serve as the foundational document for the partnership. This Agreement will not be

legally binding but will serve to define how each partner will relate to the others. Using SSG

templates, the Partnership Team will draft at least two Agreements in Year 2. The Agreements

will then be reviewed and revised by partners prior to signature. The type of agreement and who

are signatories will depend upon the nature of the partnership. Where WARIDI is a signatory,

such agreements may need USAID review, depending on the nature of commitments made.


8. Oversee Partnership Management and Monitoring: Once partnerships are established, WARIDI

will manage and coordinate core partnerships, tracking partner resource contributions, and

monitoring partnership outcomes.

9. Information-sharing/participation of LGAs: Depending on the nature of the partnership and the

type of agreement, LGAs may be directly involved, or need to understand the partnerships and

how the LGA and its constituents will benefit. WARIDI will ensure that LGAs understand

relevant partnership agreements, or are directly engaged as needed. This could even include

tripartite partnerships

Task 3.0 Timing Comments Inputs Conduct Strategic Partnerships Training and Partnership Prioritization Workshop for WARIDI staff

Q4 This suite of focused activities is led by SSG in conjunction with WARIDI technical staff. Conduct preliminary partner negotiations Q4-Q5

Conduct stakeholder consultations Q4-Q6 Conduct due diligence on potential partners Q4-Q6 Conduct partnership forums Q5-Q7 Prepare Strategic Partnership Concept Papers Q5-Q7 Prepare and Negotiate Draft Agreements Q6-Q7 Oversee partnership management and monitoring Q7 Partnership information-sharing and/or engagement with LGAs Q5-Q7 Outputs Staff trained Q4 Partnership Prioritization Summary Report Q4 At least two partnership Due Diligence Reports Q4-Q6 Up to two Partnership Forums conducted for WARIDI and partners

Q5-Q7

At least two Strategic Partnership Concept Papers drafted and circulated to partners

Q5-Q7

Two agreements drafted and submitted to WARIDI for review Q7

Task 3.1: Improve business development services (BDS) for small-scale

WASH and MUS, small-scale agriculture product and service providers,

focusing on women and youth owned BDS

In Year 2, will build on the WASH-related market analysis conducted in Year 1 and start to

implement a process to (1) identify viable social enterprises in WASH and water resources, (2) assess

selected entrepreneurs’ capacity building and financing needs, (3) connect these entrepreneurs to

needed BDS, and (4) help selected entrepreneurs / social enterprises to access sustainable financing

(see Task 1.3). Throughout this process attention will focus on social enterprises that support

inclusion, or address specific interests and needs of women and youth.

We define social enterprises as for-profit enterprises that explicitly seek to create social,

environmental or development impact, balancing economic returns with social or environmental

objectives. WARIDI will focus on social enterprises that show promise to eventually become self-

sustaining or profit-making over time, with the potential to scale within or beyond WARIDI’s selected

LGAs. WARIDI will also look to support social enterprises that enhance inclusion of women and

youth. Social enterprise work potentially includes existing rope pump makers and hand drillers that

were supported under iWASH, where they can be formed into larger groups.

Specific Year 2 activities include the following:

● Social Enterprise Study: In Q 4 and in coordination with the Financing Landscape Assessment

(see Task 1.3), WARIDI will conduct a Social Enterprise Study, exploring (1) key conditions for


a supportive enabling environment (including investment) for WASH social enterprises – and the

extent to which these conditions are present in WARIDI project sites; (2) promising models for

social enterprises relevant to WARIDI objectives including those concerning women and youth,

either in Tanzania or elsewhere; (3) promising social enterprise models from other sectors that

could potentially be adapted for WASH or other WARIDI target areas; (4) enterprise-

development lessons learned from Tanzania or the region, or related to WASH social enterprises

specifically; (5) existing and potentially viable enterprises in the region or in Tanzania that might

be of potential interest for WARIDI; and (6) potential partners or services – local or international

– that could enhance or support WARIDI social enterprise work (building on findings from the

Financing Landscape Assessment and the Year 1 RPA, and potentially including incubator and

accelerator services, NGOs, investors or funders, universities, and/or social enterprise programs

or platforms). This assessment will involve desk research, phone and in-person interviews, and

two weeks of fieldwork. A Social Enterprise Report will inform social enterprise development

and support under WARIDI.

● Develop Screening Criteria for Social Enterprises6: Next, the WARIDI team will develop

criteria to assess the potential and appropriateness of specific social enterprises for WARIDI

support. These criteria will assess and weigh, for example: (1) relevance of the enterprise to

WARIDI objectives; (2) potential social or development impact; (3) required level of investment,

in terms of upfront capital expenditures or ongoing equipment, supplies, or maintenance costs; (4)

viability of business model, and relative potential for financial sustainability and profit; (5)

growth stage or level of development (early concept development vs. operational small business).

● Identify Social Enterprises for Project Support7: WARIDI will issue a request for grant

applications to encourage social enterprises to apply. Applicants may include both local and

international entrepreneurs currently working or interested in working in WARIDI target LGAs.

WARIDI will review applications, meet with a short-list of entrepreneurs, and screen applications

using the criteria listed above.

● Conduct Due Diligence and Needs Assessments for selected Social Enterprises: WARIDI will

work with each social enterprise to conduct in-depth due diligence and a targeted needs

assessment including any issues regarding gender and youth inclusion. The analyses will assess

and the enterprise’s relative weaknesses and strengths, outlining a strategy for growth. WARIDI

will then work with each enterprise to develop a plan for addressing weaknesses and growth

areas, in order to prepare the enterprise for financial sustainability, growth, and investment and

scale.

● Connect Selected Social Enterprises to Targeted Services and Finance: Based on the needs

assessments – and drawing on the resources and potential investors and partners identified as part

of the Social Enterprise Study and the Financing Landscape Assessment, WARIDI will work to

connect selected social enterprises with tailored incubator and accelerator services, business

development services, and possible sources of finance.

Task 3.1 Timing Comments Inputs Conduct Social Enterprise Study Q4-Q5 Activities led by Social

Enterprise Development Specialist, SSG home office, and STTA

Develop screening criteria for social enterprises Q5 Identify social enterprises for project support Q5-Q6

6 The gender equality and use inclusion team (GEYI) is working closely with the social enterprise advisers to

ensure that GEYI is part of the screening criteria. Considerations will include the level of involvement,

including leadership roles of women and youth in the enterprise, expected roles for women and use in the

enterprises activities with WARIDI support, and anticipated impacts of such activities on women and youth 7 If qualified enterprise do not apply, WARIDI may need to think of alternative ways of engaging qualified

enterprises to apply


Task 3.1 Timing Comments Conduct Needs Assessments for selected social enterprises Q7 Connect selected social enterprises to targeted services and finance including WARIDI grant opportunities

Q7-Q8 Linked to Task 1.3

Outputs Social Enterprise Study Report Q5 Screening Criteria Q5 First round of social enterprises selected Q7 Needs Assessment Report for each of the social enterprises selected in the first round

Q7

Task 3.2: Increase alternative livelihood opportunities

In Year 1 WARIDI reviewed existing livelihoods opportunities and how these might be improved as

well as identifying new opportunities, little promoted in the two basins. The review involved:

● Documentation from other projects including USAID Feed the Future projects.

● Success stories from iWASH and other potential like-minded environmental partners

conducting appropriate livelihood interventions in the two basins.

● WARIDI rapid assessments on private sector engagement in WASH, Water Services

Provision approaches, Sanitation and Hygiene approaches (Sub-task 1.1.2) and the Rapid

Partnership Appraisal (Task 3.0).

● Field visits to relevant sites and projects.

● LGA profiles from the five selected LGAs.

In addition, the Mikumi Workshop helped gather useful information on existing opportunities and the

gaps where WARIDI might help to build the capacity of LGAs and other organizations to promote

promising livelihood options that increase household income, enhance food security and nutrition, and

build climate resilience, while improving land and water management. The workshop generated

potential livelihood opportunities that promote gender and youth engagement such as improved water

use in agriculture including small-holder irrigation schemes, small livestock husbandry (including

poultry) and non-timber forest products such as bee-keeping, as well as improved natural resources

management livelihood improvement from agroforestry, improved cook stoves, ecotourism

opportunities in and around protected areas and Wildlife Management Areas; and more resilient

fisheries practices. “Quick-wins” were noted as important when attracting youth to such ventures.

In the first half of Year 2, WARIDI will conduct a market analysis in each LGA to identify the best

potential livelihood opportunities from the land use options listed as well as water and sanitation

products and services. This analysis will prioritize economically viable, scalable and climate-smart

income-generating opportunities for women and youth that take account of other time consuming

responsibilities of these groups. The analysis will identify other organization conducting similar

activities that are already, or may be willing to begin working in WARIDI-supported communities

and link them to potential beneficiaries. A similar analysis will take place for the seven newly-

selected LGAs at the end of the year.

For WASH, WARIDI will promote and support viable service provision and product supply

livelihoods. Year 1 rapid assessments listed above show high potential for women and youth to

participation in sanitation enterprises in particular. These groups will be organized, formalized and

provided with training on how to run sanitation activities for income generation including

opportunities in solid waste management in peri-urban areas. Other WASH opportunities include the

sale of rope pumps and other water supply equipment, drilling enterprises, sanitation and hygiene

products, latrine construction using low cost techniques such as soil-cement bricks, and pit emptying.

For land-based and agricultural livelihood activities WARIDI will continue to use a demand driven

approach where it will work with communities once they have reached ODF status (see IR1).

WARIDI will capitalize on MUS for horticulture and animal husbandry. Farmers will be mobilized


into interest groups who will receive and benefit from technical trainings, technical advice and other

appropriate support (marketing, exchange visits) that will be identified case-by-case, including new

and rehabilitated water schemes. WARIDI will also promote access to inputs, consolidation of

produce as well as collective marketing. The project will address other pertinent issues including

linkages with financial institutions (see Task 3.1).

Based on outcomes from the social enterprise work (Task 3.1), WARIDI will promote and support,

with technical assistance and capacity-building, viable franchise models (potentially ranging from

agricultural products to sanitary and hygiene products to Point of use options) with emphasis on youth

and women. At least one social enterprise grant is expected to be awarded during Year 2. One specific

livelihood options is tomato production in Iringa and Kilolo LGAs to meet the demand of new tomato

processing factories in the region (Dabaga and Darsh Industries).

Task 3.2 Timing Comments Inputs Conduct market analysis in each LGA to assess potential from income-generating opportunities listed in text above

Q4-Q5 and Q7[-

Q8]

SSTA, Staff and LGAs

Identify other synergistic partners/service providers available in LGAs

In parallel with market analysis

Prepare for social enterprise and/or livelihood capacity grant opportunity

Q5

Based on social enterprise study outcomes and market analysis

Share and promote market opportunities for income generating activities at LGA and community levels

Q5-7 Staff and LGA Team

Assess and select demand-driven priorities with villages/interested groups

Q5-7

Develop and implement capacity building for selected livelihoods opportunities including BDS training

Q5-7 Staff and grantee

Outputs Market analysis report for each LGA Q5 [and

Q8] Staff and LGA Team

Report on market opportunities taken up for each LGA Q7 Beneficiaries linked to other service providers Q6 on At least one grant awarded for social enterprise and/or livelihood activity

Q5


3.0 WARIDI ACTIVITY

MANAGEMENT

3.1 IMPLEMENTATION TEAM AND STRUCTURE

During Year 1, WARIDI progressively added staff positions (specified in the approved proposal

budget) as needed to meet work-related needs. Several positions remain to be filled in Year 2, notably

Engagement Agents (one per WARIDI LGA), and outreach and livelihood positions. The current staff

organogram is provided in Annex 3. Despite having staff provided by three organizations (Tetra Tech

as prime contractor, and Winrock and SSG as sub-contractors) a “one team” approach was

successfully promoted with, for example, Tetra Tech staff supervised programmatically by Winrock

staff and Tetra Tech providing administrative management oversight and transport for both offices

(Morogoro and Iringa), even though the Iringa office largely comprises Winrock staff.

The two offices are, in essence, fully operational though tax-exemption constraints limit some Iringa

services. As noted above Engagement Agents will be embedded in LGA offices, with recruitment

underway in Q3 and to be completed for the first 5 LGA in Q4. The Climate Change Adaptation

specialist is embedded at MOWI.

Team Integration and Internal Orientation and Training Essential for success of this diverse project and somewhat dispersed staff locations, is team

integration so that there is a coherent approach between all the different Results and Tasks

conceptually and on the ground, by staff and by the different organizations responsible for them

within the WARIDI program.

The whole team was assembled for team building, orientation and training in organizational (some

aspects separately for specific Tetra Tech, Winrock and SSG finance and personnel requirements),

programmatic and administrative purposes in March and September 2016. WARIDI will continue this

twice per year all-staff team strengthening in Year 2 (provisionally Q5 and Q7), and throughout

implementation.

3.2 GRANTS STRATEGY AND MANAGEMENT

A Grants Management Plan for WARIDI was approved by USAID at the close of Q2. No grants were

issued in Year 1, though several opportunities were identified during Q3, and preparatory work

commenced on a draft Statement of Work for the KAP Survey Request for Applications (see Task

1.2). Development of opportunities will continue in Q4, with the expectation of issuing grants in Q5.

Several other potential grant opportunities are identified and will be elaborated and/or issued during

this Work Plan, subject to further analysis of their feasibility and impact including:

● LGA-wide (potentially several WARIDI LGAs) support in WASH such as ODF campaigns

and capacity-building of COWSOs.

● In-kind equipment for Basin Boards (Task 2.2)

● Priority partnerships/social enterprises identified under IR3 that are scalable and support

household livelihoods with emphasis on women and youth entrepreneurs.


Broadly, WARIDI’s strategy for identifying, prioritizing and issuing grants will follow USAID’s

financial earmark allocations noted in the Task Order, especially with respect to WASH, where

approximately 70% of funding ($5.6 million) is expected to come from that earmark.

Although staff received preliminary training on grants during Year 1 from the WARIDI Grants

Manager and Tetra Tech Home Office staff, development and implementation of these current grant

opportunities will be used as on-the-job training for relevant staff on all aspects of the grant cycle and

compliance with USAID’s regulations.

3.3 MONITORING, EVALUATION AND LEARNING

To support learning, adaptive management8 and ADS 203, Tetra Tech developed WARIDI’s

Monitoring and Evaluation and Learning Plan (MELP) in Year 1 and submitted it to USAID for

review early in Q3 in line with the schedule agreed in Section 3.5. Given the formative nature of

implementation in Year 1, and lack of an approved MELP, no progress towards indicator targets was

anticipated during implementation of the First Annual Work Plan.

During Year 2, targets are specified in the MELP and data recording will begin in earnest. The

following activities are anticipated in MELP implementation:

MELP Implementation Timing Comments

Development of data acquisition forms using Tetra

Tech’s ePORT system and training in its use

Q4

Onwards

All indicators

Establishment of organizational capacity baselines in

LGAs

Q4 – Q5

and Q7

Basin Boards (Q4) and

COWSOs (Q5 onwards)

Development of KAP survey and its implementation for

SBCC baseline.

Q4

Q5-6

Development (Q4) and

Implementation (Q5-Q6)

Review of grant proposals and capacity-building of

grantees for MELP data inputs.

Q4

Onwards

Preparation of MELP inputs to quarterly reports and

other deliverables.

Quarterly

Annual Strategic Review of MELP Q7

Internal Data Quality Assessment (Q6). Q6

Participation in USAID quarterly MELP meetings. Quarterly

Tetra Tech Home Office will provide STTA support in ePORT use and staff training, and in the

internal Data Quality Assessment and annual Strategic Review as well as mentoring support as

needed.

3.4 ENVIRONMENTAL MANAGEMENT AND COMPLIANCE

WARIDI will follow the principles of environmentally sound design and management (ESDM),

which are critical to implement successful water related development programming. Without

sustainable protection of the water sources, distribution systems, progress towards obtaining the

desired sustainable health and economic growth outcomes, and consideration of the impacts of

climate change results will be short-lived and ineffective. So that environmental damage is kept to a

minimum and environmental benefits are maximized to the extent practicable, WARIDI seeks to

incorporate ESDM into its programming. USAID’s ESDM capacity building program provides a

8 In support of Adaptive Management, WARIDI uses the Collaborating, Learning and Adapting (CLA) process supported by USAID’s

Learning Lab. CLA will focus on evidence based-decision making to guide and inform decision making through the application of the

Collaborating, Learning, and Adapting Maturity Matrix

https://usaidlearninglab.org/sites/default/files/resource/files/clamaturitymatrix_handout_20160107.pdf


definition and three basic rules: ESDM “requires design and implementation of activities with an

understanding of their environmental impacts and active efforts to minimize these impacts”

WARIDI ’s interventions related to Intermediate Result 1: Increased Utilization of Sustainable

Multiple-Use Water (MUS) and Sanitation Services, specifically Task 1.1: Access to sustainable use

services in WASH are implemented in a way that environmental damage is kept to a minimum and

environmental benefits are maximized to the extent practicable.

New and rehabilitated water supply points established through WARIDI are subject to the conditions

for small-scale water supply as mandated under USAID’s Environmental Procedures 22 CFR 216

(Reg. 216). This will ensure that all new and rehabilitated USAID-funded water supplies provide safe

drinking water, defined as meeting international and local water quality standards.

WARIDI uses a highly participatory service delivery approach to promote MUS for both domestic

and economic purposes including promoting integrated management of water-related resources at

household, LGA, catchment and basin levels. Technologies for MUS service delivery promoted by

the project vary according to local environmental and social contexts. In dispersed rural areas, the

project promotes manually drilled boreholes fitted with rope pumps manufactured and sold by local

artisans. Small scale piped networks, with water supplied either by deep boreholes fitted with

mechanical pumps or via gravity from elevated springs and managed by communities (COWSO’s) or

independent operators, is the water delivery technology of choice small towns. In urban centers (i.e.

LGA capitals and medium sized towns) the project engages with utilities to expand supply to

unserved and underserved areas through improvements in service quality and organizational

efficiency.

In the cases of borehole and gravity-fed scheme construction or rehabilitation, WARIDI will ensure

that water systems are constructed in a manner consistent with good design and implementation

practices, including those related to site selection, described in the Water Supply and Sanitation

Sector Environmental Guidelines (partial update 2015) prepared for USAID under the Agency’s

Global Environmental Management Support Project.

Bacteriological contamination of shallow groundwater from human feces is a concern because access

to sanitation is low in rural Tanzania. There are likely to be unregulated low intensity agricultural

activity and animal husbandry within the catchment areas contributing to the source water of small-

town gravity flow water systems and the larger utility-managed networks. Organic or chemical

contaminants from these activities could enter the system intakes via rainwater runoff and infiltration.

WARIDI will systematically take preventive measures as detailed in the Environmental Mitigation

and Monitoring Plan and Water Quality Assurance Plan submitted for USAID review in Year 1.

For water quality surveillance WARIDI proposes a program based on four parameters (E. coli,

arsenic, nitrate and fluoride) included in the USAID, World Health Organization and Tanzanian

guidelines and relevant to the types of infrastructure to be supported in the two focus basins. The table

below summarizes the parameters to be tested and the frequency of testing for each infrastructure

type.


WATER QUALITY PARAMETERS AND TESTING FREQUENCY PER

INFRASTRUCTURE TYPE

Parameter Infrastructure

Type Frequency Responsible Test

Full sweep of elements listed in Table below

Piped schemes <5,000 persons

Once after water source is identified (surface water or groundwater)

Winrock WASH technicians with the LGA

National Lab

E coli

Boreholes Piped Schemes <5,000 persons

Installation and after 6 months (with further bi-annual testing by basin officials).

Winrock WASH technicians with the LGA

Field test kits

Arsenic

Boreholes

Installation and after 6 months.

Winrock WASH technicians COWSO/LGA

Field test kits

Nitrate


Installation and after 6 months. Installation and after 6 months.


Field test kits

Fluoride


Installation and after 6 months. Installation and after 6 months.


Field test kits

Further, more rigorous testing will take place in the lab in the case of gravity flow water systems, the

project will finance a complete sweep of parameters per TZS 789:2008. In these cases, Basin Officers,

COWSO members or utility employees will gather water samples according to standard protocols.

Samples will be collected, preserved, and transported to the parastatal laboratory in Morogoro.

Elements to be tested along with their limits are shown below.


COMPARISON OF USAID, WHO AND TANZANIA LIMITS

FOR COMMON DRINKING WATER QUALITY PARAMETERS

Parameter Unit USAID Limit WHO Limit Tanzanian Standard

pH 6.5-8.5 6.5-9.2

Total Hardness (mg/l) CaCO3 500 600

Fluoride (mg/l) 1.5 1.5 1.5-4.0

Calcium (mg/l) 200 75-300

Magnesium (mg/l) 200 50-100

Chloride (mg/l) 250 200-800

Sulphate (mg/l) 250 200-600

Nitrite (NO2-N mg/l) 0.2 0.1 None

Nitrate (NO3-N mg/l) 50 10 10-75

Iron (mg/l) 0.3 1.0

Copper (mg/l) 2.0 2.0 3.0

Arsenic (mg/l) 0.01 0.01 0.05

Cadmium (mg/l) 0.003 0.05

Lead (mg/l) 0.01 0.01 0.01

Fecal Coliforms (E. Coli)

(#/100 ml) 0 0

Total Coliforms (#/100 ml) 0 <10

In addition to water quality testing much emphasis will be on the point of use water treatment for

drinking water at the household level and for self-supply.

Activities in IR2 are not expected to have adverse environmental impacts and are designed to improve

governance of natural resources in general. Such activities fit the “categorical exclusion” coverage of

the SO13 Initial Environmental Examination that was approved for USAID/Tanzania’s Natural

Resource Management Program. Similarly, most IR3 livelihood/private sector activities are expected

to lead to environmental improvement, not degradation, especially where linked climate smart

interventions. Nevertheless, IR3 activities as they become defined will need environmental review

case-by-case to ensure compliance, as will all grant applications.

3.5 ACTIVITY TECHNICAL REPORTING

The Task Order describes the periodic deliverables required by the contractor, which are listed in the

following table.

DELIVERABLES/REPORTS DELIVERY DATE Annual Report Within 30 days after the end of each 12-month period of

the Task Order. Semi-Annual Report Within 30 days after the end of each 6-month period of the

Task Order. Quarterly Report Within 30 days after each March 15, June 15, September 15,

and December 15 of the Task Order. Final Report Within 30 days after the completion of the Task Order. Monthly Report Within 30 days after the end of each month of the Task Order. Annual Work Plan* Within 30 calendar days after the post-award meeting

between Tetra Tech and USAID on 27 January 2016. Subsequent Annual Work Plans within 30 calendar days after the beginning of each US Government Fiscal Year.9

Monitoring and Evaluation Plan*

Within 15 days after approval of the First Annual Work Plan.

9 This reporting deadline is expected to be changed with the next Contract Modification, to allow more time for feedback and consultation.


Grants under Contract Manual*

Within 60 days after contract effective date. The Task Order Contract Officer and COR will provide comments back within 30 days. GUC manual will be approved 120 days after contract effective date.

Climate Change adaptation study of the Rufiji and Wami-Ruvu deltas*

Draft report of the study within 180 days after contract effective date. The TO COR will provide comments back within 30 days. The final study will be approved within 240 days after Contract effective date.

* These dates reflect agreed modifications at the USAID/Tetra Tech post-award meeting and will be incorporated into a Task Order modification

The Task Order further notes that Annual, Semi-annual, Quarterly and/or Monthly report submittals

may be combined with concurrence from the Contract Officers Representative. The practice of doing

so established in Year 1 will continue unless USAID advises otherwise. Given the discrepancy

between due dates of Quarterly (mid-following month) versus Monthly, Semi-Annual and Annual

(end, following month), WARIDI will continue to use the predominant 30 calendar due date for all

these combined reports.

3.6 FORMAL COLLABORATIVE MECHANISMS

In addition to Activity-specific partnerships elaborated in IR3, WARIDI will continue to participate in

several higher level forums and collaborative mechanisms.

In the Water Sector, WARIDI participates in the relevant quarterly Technical Working Groups (water

resources, urban water supply, rural water supply and sanitation and hygiene) as well as the climate

change forum organized by MOWI and Joint Supervision Missions for the national WSDP whenever

possible (given that meetings are held in Dar es Salaam). In addition, at USAID’s request, WARIDI

attends the equivalent meetings of the Development Partners Group when possible. These forums are

useful for information exchange and learning of new developments in the sector. However, they are

time-consuming when travel is taken into account (at least three person-months per year if all these

groups are attended).

In 2016, USAID launched the Iringa Hub activity to promote collaboration between eight projects

operating in Kilolo LGA (see Section 2.1.1). LGA wide activities will be identified with Kilolo and

using the WARIDI demand driven approach communities will self-select in Kilolo LGA in Q4 and

Q5. Once it is known exactly where WARIDI will work collaborative mechanisms will be put in place

to see how WARIDI can work jointly with the eight USAID projects as well as with other

stakeholders. In addition to any specific task-related collaborative opportunities that may arise,

USAID will hold quarterly meetings in Iringa Region of the collaborators.


ANNEX 1: WARIDI FIRST WORK PLAN SCHEDULE


Summary, schedule and responsibilities for Work Plan implementation. Note that some Task/Sub-Task Titles are abbreviated – all are given in full

in Section 2). Abbreviations not used earlier are: COP = Chief of Party; DCOP is Deputy Chief of Party.

Year 2 activity Q4 Q5 Q6 Q7 Responsible Lead/others

Milestones/deliverables O N D J F M A M J J A S Cross-cutting and Integrative Tasks Task 0.1: Gender and youth integration Sub-Task 0.1.1 Gender and youth capacity-building

COP; Gender Specialist,

IRIS Group, all Technical

Staff

Adaptation of 101 training materials

Gender and youth training for WARIDI staff

WARIDI staff trained X

Adaptation of materials for partners/LGAs

Training of trainers for partner training

Trainers trained

X

Pilot training at partner/LGA level

LGA staff/communities trained X X X X

Sub-Task 0.1.2 Implement WARIDI gender integration and youth inclusion strategy

Integrate into MELP tools and processes

Integrate into project research and baselines

Integrate across all IRs and technical areas

Integration achieved Continual iterative process

Sub-Task 0.1.3 Intervention to increase women’s and youth decision-making

Community participatory assessment

Assessment completed X

Develop norm change intervention

Community engaged for norm-change pilot

Pilot implementation



Milestones/deliverables O N D J F M A M J J A S Task 0.2: LGA engagement and capacity-building Sub-Task 0.2.1: Completion of Engagement Process for first 5 selected LGAs

Review existing projects to move forward with DCOP, Engagement

Coordinators, Engagement

Agents Projects identified/selected X

Institutional mapping; new projects identified

Institutions/strategies/new projects agreed X

MoUs finalized

MoUs signed X

Employ first 5 Engagement Agents X

Sub-Task 0.2.2: Engagement process for new LGAs

Define Regions/LGAs for selection process DCOP, Engagement

Coordinators Invite 5 LGA’s who have made demands

Introductory workshop(s) for Regions/LGAs

LGA applications prepared/submitted

Applications evaluated

10 LGAs selected X

Identification of priorities in 5 and 10 LGAs

Priorities identified for 5 and then

10 new LGA’s for Year 3 X X

Sub-Task 0.2.1: Capacity-building of engaged LGAs

Baseline capacity assessments (5 LGAs) COP, Engagement

Coordinators, Institutional

Support Coordinators,

Engagement Agents

Baseline capacity assessments (5 LGAs)

Cross-sectoral capacity-building

Capacity-building reports X X



Milestones/deliverables O N D J F M A M J J A S IR 1: Increased utilization of sustainable multiple-use water and sanitation services Task 1.1: Access to MUS in WASH Sub-Task 1.1.1 Improvement of water supply schemes

Assessment/prioritization of demands DCOP, WASH team

Initial 5 and 15 new LGA work plans-

access to water X X

Rehabilitation/extension-existing water schemes

5-10 schemes extended/rehabilitated X

Construction of new schemes/wells

5-10 new schemes in place X

Self-supply/quality improvement/smallholder

irrigation-plus opportunities, 5 LGAs

Opportunities identified/documented

X

Assessment, strengthening of COWSOs

20 COWSOs fully functional X

Sub-Task 1.1.2: Improving sanitation and hygiene status

Support LGA ODF campaigns DCOP, WASH team

Reports on LGA ODF progress X X

X

Engage/support sanitation private sector

Documentation on private sector actors engaged X X

Facilitate sanitation in WARIDI communities

Reports on ODF/sanitation in communities X X

Task 1.2: SBCC Sub-Task 1.2.1: Baseline surveys Preparation of KAP survey



Milestones/deliverables O N D J F M A M J J A S Grant preparation/award for KAP COP, MELP Specialist,

SBCC Specialist Conduct of KAP Survey Results of KAP Survey available X

Development of an SBCC strategy Preparation materials for SBCC Implementation of SBCC strategy

Task 1.3: Financing options WASH Financing landscape assessment DCOP, WASH Team

Finance assessment and Strategy Report X Linking options to enterprises and consumers

Reports on 5 links made for financing options X

IR 2: Governance: strengthened governance for sustainable and resilient management of water resources and services under a changing climate Task 2.1: Strengthen governance institutions Sub-Task 1.2.1: Strengthening WUAs Assess capacity of 10 WUAs COP, IWRM Governance

Specialist, Governance Team Capacity documented X

Build WUA capacity based on assessment

Capacity-building reports X X

Facilitate formation of 3 new WUAs

WUAs operational [Q8]

Facilitate study tours to WUAs performing well

Review incentive/financing aspects of WUAs

Review report X

Sub-Task 1.2.1: Strengthening COWSOs Mapping and capacity assessments of COWSOs DCOP, WASH team



Milestones/deliverables O N D J F M A M J J A S Capacity documented X

Build COWSO capacity based on assessment Capacity-building reports X X

Facilitate formation of new COWSOs New COWSOs operational X

Sub-Task 1.2.1: Strengthening Basin Boards Participate in and improve PAF assessments COP, IWRM Governance

Specialist, Governance Team Implement agreed WARIDI capacity-building Capacity-building reports X X

Train Board members in roles and IWRM Board training report X

Contribute to preparation of Wami-Ruvu IWRM

Development Plan

Sub-Task 1.2.1: Enhancing stakeholder awareness, consultation and participation in IWRM activities Establishing multi-stakeholder forums in basins COP, IWRM Governance

Specialist, Governance Team Supporting Basin Boards in forums Forums held X X

Support Basin Boards in LGA Councils Review existing IWRM outreach materials Assist dissemination of materials Task 2.2: Improve data for decision-making Sub-Task 2.2.1 Upgrade and modernize data monitoring and information management systems COP, W4L IWRM

Governance Specialist,

Climate Change Specialist Identify and prioritize hydromet data demands

Demands analysis report X Assist in equipment repair/develop repair system Develop rating curve improvement plan

Rating curve plan X Piloting plan for low-cost monitoring



Milestones/deliverables O N D J F M A M J J A S Plan submitted X

Support improved data management Support use of earth observation products

Sub-Task 2.2.2 Improve decision support tools for water-sector decision-making Develop hydrological climate scenarios

Scenarios rep0rt X Climate information/decision support analysis

Climate-hydrological/DSS needs report X Prepare DSS training plan for Basins

Plan prepared

X

Implementation of training plan

Task 2.3: Integrated water/land management Support water resources mapping in basins COP, IWRM Governance

Specialist Water resources documented X Facilitate water conflict resolution dialogues ------ as needed ------ Strengthen LGA committees in climate change Identify gaps in catchment land use plans Support integration of catchment land use plans

Model catchment plan developed X

Task 2.4: Studies and analysis to inform climate change adaptation in the two basins

Sub-Task 2.4.1: Subtask 2.4.1: Climate analysis and vulnerability study for the two basins Climate change trends/projections training COP, Climate Change

Specialist Stakeholder workshop on basin vulnerability X Options analysis

Options and prioritization workshop X Study report X



Milestones/deliverables O N D J F M A M J J A S

Sub-task 2.4.2: Dissemination of climate change information and capacity-building for adaptation in the basins Dissemination of findings COP, Climate Change

Specialist Adaptation training of WARIDI partners Basin-level multi-sectoral adaptation fora X X

IR 3: Private sector: Increased livelihoods through private sector investment opportunities for sustainable water services and water resource management Task 3.0 Partnership Development Partnerships Training & Prioritization

Workshop DCOP, SSG

Prioritization report X Preliminary partner negotiations Conduct stakeholder consultations Due diligence on potential partners Strategic partnership concept papers

Prepare and negotiate draft agreements

Task 3.1: Improve BDS for WASH and MUS Social enterprises study DCOP, SSG

Social enterprises report

X

Develop screening criteria for social enterprises Screening criteria

X

Identify social enterprises for project support First round of social enterprises awarded X Needs assessment

Needs assessment reports X

linking selected enterprises to services/finance



Milestones/deliverables O N D J F M A M J J A S Task 3.2: Alternative livelihood opportunities Market and partner analysis in WARIDI LGA DCOP, Livelihood Team

Analysis report X Promote livelihood activities in communities

Report on livelihood activities X X

Social enterprise/livelihood grant preparation

Grant award X BDS training for community entrepreneurs

BDS training reports X X

Activity Management and Task Order Deliverables Annual Work Plan Due (X is draft) X COP

Annual stakeholder workshop X Monthly Reports X X X X X X X X

Quarterly Reports Due X X Semi-annual Report X Annual Report (due in Year 3, October 2018) X MELP Review USAID MELP Meetings Quarterly – schedule per USAID USAID Iringa Hub Meetings Quarterly – schedule per USAID Water Development Partners Group Meetings X X X X X X X X X X X X Water Technical Working Group Meetings Quarterly – schedule per MOWI


ANNEX 2: ASSUMPTIONS IN TETRA TECH THEORY OF CHANGE

During a round of clarification, prior to Task Order award, Tetra Tech was asked to elaborate on its

Theory of Change for WARIDI. The critical assumptions that define the conditions important for

WARIDI’s success and under which the Theory of Change will hold true were described. These

assumptions are outside the direct control of WARIDI, USAID, and our partners, but reflect

conditions that may affect the achievement of WARIDI’s expected results. Our mitigation measures

identify specific methods and interventions that we will implement to address actively potential risks

and vulnerabilities affecting these assumptions. These assumptions, which largely remain valid are

reproduced below.

Numerous other subsidiary assumptions are inevitable in a program such as WARIDI that depends

upon not only buy-in from multiple stakeholders, but their ability to maintain the schedule in Annex

1, given their numerous other competing priorities as well as changing circumstances. These

constraints are especially true of GoT agencies, which experience unanticipated political, financial

and unpredictable event constraints, which affect their ability to fit WARIDI’s projected timing many

months ahead.

Critical Assumptions Risks and Vulnerabilities Mitigation Measures

IF governance for sustainable and resilient management of water resources and services is improved at all levels ● Buy-in, active engagement,

and commitment of key Government of Tanzania (GoT) institutions and stakeholders at national, basin, LGA, and community levels

● GoT continues to support water sector reforms that emphasize multi-sectoral approach

● Political volatility and elections impact positions of senior champions, access to and attention of stakeholders

● Political will for water sector reforms and Sector-Wide Approach to Planning (SWaP) erodes due to change in ministers

● Key personnel and staff from Integrated Water, Sanitation and Hygiene (iWASH) program with strong existing relationships with line ministries, Local Government Authorities (LGAs), and key stakeholders facilitate buy-in

● Program Advisory Committee (PAC) facilitates institutional coordination, engagement, and buy-in

● Memoranda of Understanding (MOUs) with River Basin Water Offices (RBWOs) define roles, responsibilities, and protocols for interaction

● Demand-driven approach for LGA selection and engagement

AND evidence-based information, planning, and action for climate-resilient water resources management and WASH service delivery is improved ● Willingness of GoT,

development partners, and other stakeholders to collect, share, and manage key water sector data and information

● Enhanced information and tools will support more

● Key data and information critical for water sector decisions not collected, readily available or shared by stakeholders

● Delayed implementation of WSDP and Integrated Water Resources Management and

● Support to RBWOs, Ministry of Water (MoW), and Tanzania Meteorological Agency (TMA) to develop, improve, and sustain basin-level information systems and decision support tools for IWRM and WASH planning.


informed water sector decision-making

● Water Sector Development Program (WSDP) mobilizes investments for basin-level and LGA Integrated Water Resources Management (IWRM) and water, sanitation, and hygiene (WASH) services

Development (IWRMD) plans

● Data collection and analysis support to RBWO for environmental flow requirements in Rufiji

● Engagement with MoW, RBWOs, Development Partners Group (DPG), and LGAs to improve water and sanitation service delivery and identify areas where WARIDI can support IWRMD planning and implementation in the Rufiji and Wami-Ruvu

AND water supply and sanitation service delivery is improved to scale up coverage, provide for domestic and productive water needs, and increase sustainability of services ● LGAs and villages will self-

select and agree to program and cost share requirements, and active participation

● Credit and financing will be available to entrepreneurs and consumers to scale up WASH, MUS and small-scale agriculture products

● Growing supply of desired WASH and agricultural products and services

● Demand for sanitation products will increase through behavior change campaign

● LGAs and villages unwilling to agree to WARIDI program requirements

● Legal and regulatory framework for financial services impedes access to credit and financing

● Demand for sanitation products remains low

● Supply chain risks for WASH and small-scale agricultural products and services (e.g., insufficient supply, poor quality, etc.)

● Promotion of WARIDI to LGAs, towns, and villages to generate interest and demand

● Landscape assessment to identify financing options for WASH, multiple-use water services (MUS), and small-scale agricultural businesses and create a viable pipeline for investment

● “Lead with sanitation” approach to trigger demand for sanitation

● Ensure products and services are in-demand (market analysis) and technical and Business Development Services (BDS) trainings to produce products at profit and quality control by WARIDI to strengthen the market

AND diversified, sustainable, and climate-resilient livelihoods through enhanced private sector investment are scaled up ● Private sector actors are

willing to engage and private sector investment opportunities are available

● Alternatives will reduce people’s desire to exploit natural resources and build climate resilience

● Responsible private sector investment not available

● Alternative livelihoods are not sufficient to reduce impacts on land and water resources and adapt to climate impacts

● Public-private partnerships to scale investment in alternative livelihoods development, climate resilience, and watershed management

● Identification of promising livelihood options and climate change assessment, including analysis of opportunities and barriers to uptake of adaptation options

THEN cross-sectoral and integrated management of water-related resources and services in the Rufiji and Wami-Ruvu Basins will be improved, leading to measurable improvements in human health, livelihoods, and environmental sustainability


ANNEX 3: WARIDI STAFF ORGANOGRAM


ANNEX 4: LGAs IN THE TWO BASINS

Disparity of river basin and LGA administrative boundaries complicates the LGA selection process.

Twelve Regions are wholly contained or substantively overlap Wami-Ruvu and Rufiji Basins but only

four are entirely within the Basins (Morogoro, Iringa, Pwani/Coast and Dar es Salaam - Figure A4.1

below), though only Iringa is completely contained within one basin.

At LGA level the issue is yet more complex as illustrated by the first five LGAs selected by WARIDI.

In Morogoro Region (where Wami-Ruvu Basin office is centrally located in Morogoro Town) three

LGAs selected so far are Kilosa, Kilombero and Mvomero. Of these only Mvomero is wholly within

Morogoro Region, while Kilombero is entirely within Rufiji basin. Kilosa overlaps the two basins.

Iringa (Rural) and Kilolo, the two selected LGAs in Iringa Region are entirely within Rufiji basin.

Clearly, the pattern of stakeholder forums discussed under IR2 will entail some LGAs participating in

more than one Basin.

Figure A.4.1 Region and Basin Boundaries (source Tetra Tech)


This picture of Region-level overlaps is complicated further when looking at LGA-level boundaries as

is clear from Figures A.4.2 and A.4.3, below. Many LGAs overlap both basins and/or are partially

inside and partially outside the basin boundaries to varying degrees.

Figure A.4.2 Wami-Ruvu LGAs (Source: Wami-Ruvu Water Atlas 2015)

Figure A.4.3 Rufiji LGAs (source Draft Rufiji IWRM plan Strategic Environmental and Socioeconomic

Assessment 2016)


Twelve Regions are within, or overlap significantly with Rufiji and six with Wami-Ruvu, while more

than 55 LGAs have some portion within the two basins, though 20 of these are mostly outside. Eight

LGAs overlap between the two basins.

Future invitations to Regions and LGAs to participate in WARIDI will need to consider the following

administrative-geographic contexts in addition to other criteria:

● Maintaining a balance of LGAs relative to the two basins.

● Ensuring coverage of headwater, mid-stream and downstream LGAs.

● Encapsulating cross-boundary aspects (Basins and Regions/LGAs) of IWRM governance.


ANNEX 5: WARIDI CLIMATE CHANGE RESEARCH SCOPE


RESEARCH SCOPE OF WORK FOR CLIMATE CHANGE VULNERABLITY, ADAPTATION AND

OPTIONS IN THE RUFIJI AND WAMI-RUVU RIVER BASINS

1. PURPOSE The overall purpose of the Climate Change Vulnerability and Adaptation (CCVA) Study and

the Options Analysis Report on the Rufiji and Wami-Ruvu basins is to: 1) understand the

historical trends and future projections for climate in the Rufiji and Wami-Ruvu basins; 2)

assess how these climate projections will affect different ecosystems and economic activities

within the basins; and 3) identify and provide recommendations of adaptation options that

can be integrated into USAID, GoT and other donor programming to strengthen climate

change resilience through improved and strengthened water management institutions,

systems, and stakeholder collaboration and communications. This Scope of Work (SOW)

provides an overview of the background/context of the study, primary research questions,

analytical components, and research methods.

2. BACKGROUND Tanzania, like many Least Developing Countries, is already experiencing significant impacts

linked to the onset of climate change. Severe weather events, such as floods, droughts, and

storms, have historically imposed heavy costs in Tanzania. The projected impacts of climate

change will result in significant consequences and hamper economic growth, negatively

impact ecosystems and stress economic activities. Many of these impacts will be felt through

changes to the water cycle and impact overall water availability for health, agriculture,

industry, energy and ecosystems.

In Tanzania, a significant degree of variability already exists in the availability and

accessibility of water throughout the country, depending on rainfall patterns, topography and

climate. The water sector is further affected by a number of non-climate stresses such as poor

management, inadequate infrastructure, and pollution, all of which further contribute to the

unreliability of water supply and quality. Climate-related impacts are likely to exacerbate

these. Through these impacts, climate change can affect both water quantity and quality, with

implications for the availability and accessibility of water resources for human consumption

and productive use.

Climate change assessments in Tanzania to date have focused at a broader geographic scale

and principally on assessing climate exposure. Limited work has been carried out to

understand the sensitivity of differing economic activities and ecosystems to climate change

as well as adaptive capacity, or the ability of institutions to anticipate, reduce, withstand and

respond to climate-related impacts. Also lacking has been a rigorous, systematic, and credible

process that identifies specific evidence-based adaptation options that will build long-term

resilience of institutions, infrastructure, and ecosystems.

USAID/Tanzania’s Water Resources Integration Development Initiative (WARIDI) is a 5-

year program that seeks to improve health, water resources management, agriculture, climate

change adaptation and environmental conservation. As a key result, WARIDI will produce a

deliverable that focuses on assessing climate change vulnerability and identifying adaptation

options in the Rufiji and Wami-Ruvu basins. To this end, WARIDI will conduct a


comprehensive study and analysis of climate change vulnerability and adaptation in the Rufiji

and Wami-Ruvu to inform its own programming, as well as other USAID, GoT and donor-

funded programs in the region. This study will be based on the following Theory of Change

and focus on answering the Research Questions detailed below.

3. WARIDI CLIMATE CHANGE ADAPTATION THEORY OF CHANGE IF governance of water management is founded on effective hydrological data collection,

processing and analysis using hydrological models and water allocations systems are based

on understanding water needs and availability;

AND environmental flow information is comprehensive, accurate and appropriately used

during the water allocation and permitting process to protect ecosystem services;

AND basin offices know how to effectively use climate change exposure and vulnerability

tools to better understand and communicate climate risks to basin water users;

THEN basin offices and water users will be able to implement Integrate Water Resource

Management and Development Plans (IWRMD) which sustainably allocate and permit water

based on availability with due consideration of climate change impacts and socioeconomic

development on water availability and environmental flows.

4. RESEARCH QUESTIONS WATER AVAILIBILTY: What is the projected impact of climate change on water

availability in Wami/Ruvu and Rufiji Basins?

INSTITUTIONAL RESILENCE: How will hydrological models and water allocation

systems respond to changes in precipitation and temperature? Specially, how will

management systems respond/adapt to reductions in overall water availability, negative

impacts on quality, changes in precipitation frequency and seasonal variability, as well as,

increases in large storm events and drought occurrence?

5. RESEARCH APPROACH For the purposes of this assessment, the following definitions will be used:

Exposure will be defined as the nature and degree to which the basins are exposed to

significant climatic variations.

Sensitivity will be defined as the degree to which economic activities and ecosystems

are affected by climate-related stresses and shocks.

Adaptive capacity will be defined as the ability of water users groups and institutions

in the basins to anticipate and respond to climate change and variability, and to

minimize, cope with, and recover from climate-related impacts.

The CCVA team will implement this research approach through distinct but interconnected

analytical components: climate, hydrological systems and institutions. The team will be led

by Tetra Tech, but will draw heavily on institutional assessments conducted by the Water for

Life Solutions (W4LS) team which is supporting WARIDI with technical interventions and

capacity building for the RBWOs. The assessment’s analytical components will be woven

together into an integrated assessment that will generate evidence-based information on

climate change vulnerability and adaptation options to inform USAID and GoT programming

and investment decisions. This integration will be done using a series of matrixes that present

climate exposure, sensitivity and adaptive capacity against different ecological zones and

economic areas within the basins. The matrix framework will assist with providing a basin


wide understanding of climate change impacts and prioritizing critical risks and adaptation

options that assist with ranking potential interventions gear towards creating pathways for

transforming institutional thinking.

The overall research approach will include the following steps:

1) Desk Review of all relevant literature, data and information.

2) Climate Analysis to understand historical climate trends and future projections and

identify climate change ‘hotspots’.

3) Institutional Analysis to inform climate analysis and provide insights on

hydrological impacts of climate change on adaptive capacity, focusing on the ability

of local institutions to adaptive responses to effectively withstand and respond to

climate change.

4) CCVA Study based on Climate Analysis, Institutional Analysis and key stakeholder

input (TMA, MoWI and Basin Offices).

5) Options Analysis Report and Stakeholder Feedback (Participatory analysis and

definition of climate adaptation options).

6) Presentation of Results (Draft Assessment Report and Presentation of findings to

USAID).

7) Stakeholder Verification of Assessment will occur in Year 2 of WARIDI.

Overall, management support for this study will be provided by Mr. Sam Huston, the

WARIDI home office Project Manager, this support will include regular communication with

the WARIDI CC Specialist and field trips to Tanzania to support study implementation,

analysis and stakeholder consultations. The W4LS leadership on hydrological data/analysis

systems and institutional assessment will benefit from inputs from Mohamed Chebaane, Paul

Houser and Bart Hilhorst. Additional peer review support and strategic guidance will be

provided by home office staff experienced in designing and implementing CCVAs for

USAID, specifically Mr. John Parker and Trish Caffery. Day to day leadership of the study

will be led by Mr. Erneus Kaijage, the WARIDI CC Specialist in collaboration with the

WARIDI team as detailed in the Study Implementation Timeline, below.

6. RESEARCH METHODS This study will employ a mixed-methods approach that will generate evidence from existing

secondary data as well as primary data collection (through key informant interviews and

Focus Group Discussions). The Team will adopt analytical methodologies and tools from

previous climate change vulnerability assessments, particularly those conducted under the

USAID African and Latin American Resilience to Climate Change (ARCC) Program. This

section outlines the principal research methods that will be utilized for this study—for both

the analytical components and field assessment.

The research team will conduct Focus Group Discussions (FGDs) at the basin level with key

local institutions and representative districts where most of the Wami-Ruvu and Rufiji across

the various ecological and productive zones of the basins, from the upper catchments though

the delta areas. Site selection for FGDs will be determined based on a need to understand

differences in differing areas within the wider landscapes of the basins and further refined,

based on the findings of the climate exposure analysis which will identify specific climate

change ‘hotspots’ that are considered particularly vulnerable to climate change impacts.


The Assessment Team will conduct key informant interviews with a wide range of

institutions at national, regional and district levels relevant to climate change,

agriculture/food security, water resources, protected areas, and economic areas in the basins.

FGDs and key informant interviews will provide valuable qualitative data on adaptive

capacity in the region which will inform the institutional analysis and enable the Team to

collect key secondary literature and data for their analytical components.

Desk Review

Concurrently with the climate exposure analysis, the desk review will review the findings and

recommendations of studies that focused on Rufiji and Wami-Ruvu and draw from these

studies the following key information:

Findings related to the sensitivity of riparian ecosystems to climate exposure within

differing areas of the basins.

Findings related to the sensitivity of economic activity to climate exposure, including

the nature of vulnerability and most vulnerable groups.

Existing information on climate hotspots (areas of high exposure and sensitivity to

climate change) in Rufiji and Wami-Ruvu basins.

Information on existing adaptive capacity of water user associations, basin boards,

sub-catchment committees and LGAs, including triggers/underlying factors of

vulnerabilities-both internal and external (e.g. knowledge/skills, attitude and Practice,

infrastructures, socio-cultural factors, access to information, capital, markets etc.).

Traditional and current coping strategies and adaptive measures being undertaken by

institutions and water user groups to cope with emerging and predicted impacts and

their adequacy.

Additional interventions required to enhancing resilience of institutions water user

associations in Rufiji and Wami-Ruvu basins.

Key adaptation stakeholders LGAs, COWSOs, WUAs, etc. Secondary non-local

stakeholders include the National government (e.g. MoWI, NGOS/CSO, private

sectors, DPs, Research and academia.

Consider other useful tools to be used to enhance outcomes.

Climate Analysis

The USAID/East Africa Planning for Resilience in East Africa through Policy, Adaptation,

Research and Economic Development (PREPARED) Project and the Famine Early Warning

Systems Network (FEWS NET) will lead the climate analysis which will include a rapid

analysis of climate exposure in the Rufiji and Wami-Ruvu basins through the following steps:

a. Acquisition of station data from the

Rufii and Wami-Ruvu basins to

integrate with GeoCLIM gridded

dataset for Tanzania. MOWI has

agreed to facilitate obtaining these

data.

b. Updated gridded dataset for the two

basins, using Tanzania Meteorological

Agency and MOWI data.

c. Historical trends and hotspots analysis

for the basins through an analysis of

What is GeoCLIM?

It is demand-driven geospatial climate

trends analysis tool

Addresses the issue of climate “data-

gaps” in time and space.

Leverages on available sparse field

observational data and blends it with

satellite observations.

Easy to use free-ware and compatible

with GIS software.


annual and/or seasonal rainfall trends; inter-annual coefficient or variability for

precipitation; drought index (SPI) and/or long-term annual or seasonal temperature

trends.

d. Future climate change projections (2030, 2050, 2070) using both the CORDEX 10

RCM results and correlating with results from GeoMOD projections.

e. Hotspots identification and literature review to finalize climate change vulnerability

matrixes summarizing impact pathways for differing areas within basins.

This process will be further supported by collaboration with the PREPARED project that

already has relationships with TMA. Collaboration was agreed to in principle at a Climate

Analysis workshop in Dar es Salaam in July 2016.

Sub-questions

What are the 30 year rainfall baselines of the Rufiji and Wami-Ruvu basins?

What are the historical temperature and precipitation trends and future projections?

Where are the specific climate change ‘hotspots’ within the basins?

What are the impacts of ENSO on the temperature and precipitation trends and

projections?

Institutional Analysis

With support from W4LS, the CCVA institutional analysis will be interwoven throughout the

specific component analyses. It will be a method for understanding sensitivity and adaptive

capacity within these components. The institutional analysis will provide insights on the

responses of local institutions in the basins for enabling adaptive responses to effectively

withstand and respond to climate-related shocks and stresses. Primary institutional

stakeholders include District Governments, Community-Owned Water Supply Organizations

(COWSOs), Water User Associations (WUAs) and NGOs, the National MOWI, LGAs, River

Basin Water Office staff, NGOS/CSO, private sectors, DPs, research and academia.

GeoCLIM Products:

Historical & Future Climate Trends 30 years Rainfall Baselines (1981 – 2010)

Rainfall trends

Rainfall variability

Frequency of extreme rainfall events (SPI)

Significant rainfall thresholds contouring

Long-term changes in rainfall averages/patterns

30-years Rainfall Variability


This analysis will be conducted in

partnership with W4LS a WARIDI

subcontractor that is providing technical

assistance on designing and improving

data management and data analysis for the

RBWOs under IR2. The W4LS team

assessment team will incorporate climate

change thinking and adaptation

approaches into all aspects of their

interventions and build upon on-going

institutional work that has been funded by

both the World Bank and WARIDI.

The institutional analysis will utilize the

following methods:

Secondary literature review on key local institutions relevant to building resilience to

climate change;

Key informant interviews with key institutions at national, regional and district levels, as

well as, RBOs and WUAs.

Sub-questions

What are the roles and arrangements of local institutions to mitigate and respond to

climate-related shocks and stresses?

What climate information and decision support tools are currently used by local

institutions? Does capacity exist to utilize these tools for decision making?

How have local institutions historically supported climate preparedness, adaptation and

response in the basins?

What is the existing capacity of local institutions to address projected climate change

impacts?

CCVA Study

GeoCLIM (Trends Analysis) and GeoMOD (Climate Projections) outputs on exposure to

climate change impacts will be presented to key government stakeholders (TMA, MoWI and

Basin Offices) at an initial outputs analysis meeting in October/November. The results of the

GeoCLIM and GeoMOD outputs and collective interpretation of the results for the

stakeholders will form the basis for the CCVA Study. The Study will flesh out Primary and

Secondary CC Impacts on selected Water User Groups across the basins and present

preliminary findings on institutional sensitivity and adaptive capacity as it relates to climate

change exposure. The draft CCVA Study will be submitted to USAID by the end of

December 2016.

Options Analysis Report and Stakeholder Feedback

Following USAID review of the CCVA Study, it will be presented to a wider set of water

user groups for feedback and used as a basis for consultation on understanding institutional

adaptation options. Recommendations and options for decreasing vulnerability will be

generated during a cross-analysis workshop, based on the findings presented in the CCVA

Study. The WARIDI team will share the findings of the assessment and validate these

Tanzania Water Stakeholders: MoWI – Ministry of Water and Irrigation WSDP – Water Sector Development Program

COWSO – Community Owned Water Supply

Organization

DWST – District Water and Sanitation Team

LGA – Local Government Authority

RBWO – River Basin Water Offices

TMA – Tanzania Meteorological Agency

WUA – Water User Associations

EWURA – Energy and Water Utilities

Regulatory Authority

UWSA – Urban Water Supply Authorities


recommendations in a participatory fora/options analysis workshop comprised of national and

local level stakeholders. This workshop will bring together key water user group stakeholders

in each basin to review and validate both the findings of the study and prioritized a list of

adaptation options. Using comments from this workshop, the study team will refine

recommended adaptation options for each basin for presentation at a national-level expert

workshop.

7. DELIVERABLES The main deliverables related to WARIDI climate change work will be a report on Climate

Change Vulnerability Assessment and Adaptation Study of the Rufiji and Wami-Ruvu

basins. The CCVA Study will be used to provide findings on climate exposure, sensitivity,

and adaptive capacity, and be used as a basis for stakeholder engagement and activity

planning which will result in an Options Analysis Report focused on recommendations for

adaptation opportunities related to:

Options for improving access to science and analysis for decision-making among

differing water user groups and ecosystem areas within the basins (e.g. increasing

stakeholders’ access to and capacity to use climate data, predictions, and decision support

tools, as well as developing relevant analysis and tools);

Options for establishing effective governance systems (e.g. ways and means of improving

the capacity of public institutions to coordinate actions and integrate climate change

adaptation into policy and administration, and to strengthen stakeholders’ participation in

policy development and action; and

Options for identifying and disseminating information on actions that reduce vulnerability

and increase resilience to climate change (e.g. activities that relate to testing,

communicating about, and identifying and reducing barriers to adoption of effective

adaptation strategies or actions. Examples of barriers include: land tenure issues, a lack of

integrated water resources management, or disconnect between national-level budget

decisions and locally-determined needs).


U.S. Agency for International Development

1300 Pennsylvania Avenue, NW

Washington, DC 20523

Tel: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov

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