PA00Z34V

CÔTE D’IVOIRE - MUNIWASH
USAID WEST AFRICA MUNICIPAL

WATER, SANITATION, AND HYGIENE
ACTIVITY (MUNIWASH)
ANNUAL WORK PLAN
YEAR 3 (FY2021–2022)
AUGUST 2021
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.
This publication was produced for review by the United States Agency for International
Development by Tetra Tech, through USAID Contract No. 72062419F00001, USAID West
Africa Municipal Water, Sanitation, and Hygiene, a Task Order under the Making Cities
Work Indefinite Delivery, Indefinite Quantity (IDIQ) contract (USAID Contract # AID-
OAA-I-14-00059).
This report was prepared by:
Tetra Tech
159 Bank Street, Suite 300
Burlington, Vermont 05401 USA
Telephone: (802) 495-0282
Fax: (802) 658-4247
Email: international.development@tetratech.com
Tetra Tech Contacts: Safaa Fakorede, Chief of Party

Safaa.Fakorede@TetraTech.com
Zachary Borrenpohl, Project Manager
Zach.Borrenpohl@TetraTech.com
Kelsey Dudziak, Deputy Project Manager
Kelsey.Dudziak@TetraTech.com
Tetra Tech
159 Bank Street, Suite 300, Burlington, VT 05401
Tel: 802 452-0282, Fax 802 658-4247
TABLE OF CONTENTS
TABLE OF CONTENTS ............................................................................................................... I
ACRONYMS AND ABBREVIATIONS ...................................................................................... III
1.0 PROJECT DESCRIPTION..................................................................................................... 1
1.1 PROJECT OVERVIEW .......................................................................................................................................... 1
1.2 THEORY OF CHANGE........................................................................................................................................ 1
1.3 WORK PLAN ORGANIZATION ........................................................................................................................ 2
1.4 COLLABORATION AND COORDINATION ..................................................................................................... 3
1.5 KEY ACHIEVEMENTS DURING YEAR 2 ............................................................................................................. 3
2.0 IMPLEMENTATION PLAN .................................................................................................. 6
2.1 FEASIBILITY STUDIES AND PRE-IR ACTIVITIES ................................................................................................ 6
2.1.1 Task 0.2: Prepare Feasibility Studies ............................................................................................... 6
2.1.2 Task 0.3: Negotiate Memoranda of Understanding..................................................................... 6
2.2 SERVICE AREA 1: FINANCIAL SUSTAINABILITY AND PRIVATE SECTOR INVESTMENT ................................ 6
2.2.1 Task 1.1: Assess Financial Performance and Business Models .................................................. 7
2.2.2 Task 1.2: Build Capacity of Water Utilities ................................................................................... 7
2.2.3 Task 1.3: Improve Financial Viability of WASH Utilities and Service Providers ................... 8
2.2.4 Task 1.4: Provide Financial Support to the Sanitation Sector ................................................... 8
2.2.5 Task 1.5: Facilitate Increased Investment in WASH Services ................................................... 9
2.2.6 Task 1.6: Improve Government Financial Planning and Oversight ........................................ 10
2.2.7 Task 1.7: Expand Service Provider and Customer Access to Financial Products .............. 10
2.3 SERVICE AREA 2: OPERATIONAL RELIABILITY .............................................................................................. 11
2.3.1 Task 2.2: Develop Tools and Resources to Support Service Provider Business Processes
11
2.3.2 Task 2.3: Improve Service Delivery and Quality of Customer Service ................................ 12
2.3.3 Task 2.4: Expand and Diversify Pro-Poor Services .................................................................... 13
2.3.4 Task 2.5: Improve Enabling Business Operating Environment ................................................ 14
2.4 SERVICE AREA 3: MUNICIPAL GOVERNANCE AND MANAGEMENT .......................................................... 15
2.4.1 Task 3.1: Implement Municipal WASH Institutional Strengthening Index (ISI) ................... 15
2.4.2 Task 3.2: Build Municipal Capacity in Planning and Budgeting ................................................ 16
2.4.3 Task 3.3: Support Collaboration between Central and Municipal Levels ............................ 16
2.4.4 Task 3.4: Improve Municipal Service Delivery Capacity ........................................................... 16
2.4.5 Task 3.5: Increase Municipal Capacity to Oversee and Contract with Service Providers
17
2.4.6 Task 3.6: Increase Civil Society Engagement in WASH Service Delivery ............................ 17
2.4.7 Task 3.7: Conduct Social Audits of WASH Services ................................................................ 17
2.4.8 Task 3.8: Clarify and Strengthen the WASH Regulatory Framework .................................. 18
2.4.9 Task 3.9: Enhance Regulations Governing Municipal Management of Service Providers . 18
2.5 SERVICE AREA 4: REGIONAL LEARNING AND KNOWLEDGE SHARING.................................................... 18
2.5.1 Task 4.2: Collect and Document Lessons Learned ................................................................... 18
2.5.2 Task 4.3: Document and Disseminate Investment Opportunities ......................................... 19
2.5.3 Task 4.4: Implement an Effective Communication and Outreach Strategy ......................... 19
2.5.4 Task 4.5: Provide Opportunities for Formal Learning .............................................................. 20
2.5.5 Task 4.6: Facilitate Peer-to-Peer Learning ................................................................................... 21
2.6 CROSS-CUTTING ASPECTS ............................................................................................................................. 21
2.6.1 Grants Under Contract ................................................................................................................... 21
2.6.2 Gender Equality.................................................................................................................................. 22
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) i
2.6.3 Sustainability ........................................................................................................................................ 23
2.6.4 Management of Mission Buy-Ins ..................................................................................................... 23
2.6.5 Environmental Review, Environmental Mitigation and Management Plan, and
Construction Risk Review Completed ......................................................................................... 24
2.6.6 Planning and Reporting ..................................................................................................................... 25
3.0 SCHEDULE AND MAJOR EVENTS .................................................................................. 26
4.0 ANTICIPATED RISKS AND MITIGATION ..................................................................... 27
5.0 MONITORING, EVALUATION, AND LEARNING......................................................... 29
5.1 TRAINING OF STAFF AND PARTNERS FOR THE DEPLOYMENT OF THE MEL SYSTEM ............................. 29
5.2 INTERNAL DATA REVIEW ............................................................................................................................... 29
5.3 PERFORM ROUTINE DATA COLLECTION AND REPORTING ...................................................................... 29
5.4 CONDUCTING THE DQA WITH SERVICE PROVIDERS................................................................................ 30
5.5 EVALUATION SURVEY ...................................................................................................................................... 30
5.6 ANNUAL PARTICIPATORY PLANNING AND PERFORMANCE REVIEW OF THE PROJECT ........................ 30
6.0 STAFFING AND PROJECT MANAGEMENT .................................................................. 33
6.1 ORGANIZATIONAL CHART AND SENIOR PROGRAM STAFFING PLAN .................................................... 33
6.2 CONSULTANTS AND IN-HOUSE STTA ........................................................................................................ 34
6.3 SUBCONTRACTING PARTNERS ...................................................................................................................... 34
6.4 COMMUNICATION WITH USAID AND AFWA........................................................................................... 34
7.0 BUDGET ............................................................................................................................... 35
APPENDIX 1: SCHEDULE OF ACTIVITIES, OCTOBER 2021–SEPTEMBER 2020 ........... 36
APPENDIX 2: SUMMARY OF FISCAL YEAR (FY) 2021/2022 CONTRACT
DELIVERABLES ................................................................................................................... 48
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) ii

ACRONYMS AND ABBREVIATIONS
AfDB African Development Bank
AfriCap II African Water Association’s Regional Institutional Capacity Building Program
AfWA African Water Association
ANCB Association Nationale des Communes du Bénin (Bénin)
APIEx Agence de Promotion des Investissements et des Exportations
AViPro Bénin Association of Professional Vidangeurs of Bénin
CePEPE Centre de Promotion et d'Encadrement des Petites et Moyennes Entreprises
CIV Côte d’Ivoire
CLA Collaborative, Learning, and Adaptive
CM Country Manager/Governance Advisor
CO Contracting Officer
COP Chief of Party
COR Contracting Officer’s Representative
COVID-19 Coronavirus Disease 2019
CSO Civil Society Organization
DAR Direction de l’Assainissement Rural (Côte d’Ivoire)
DAUD Direction de l’Assainissement Urbain et du Drainage (Côte d’Ivoire)
DAVU Direction de l’Assainissement et des Voies Urbaines (Bénin)
DCOP Deputy Chief of Party
DG Eau Direction Générale de l’Eau (Bénin)
DGCL Direction Générale des Collectivités Locales (Bénin)
DGDDL Direction Générale de la Décentralisation et du Développement Local (General
Directorate of Decentralization and Local Development) (Côte d’Ivoire)
DGIHH Direction Générale des Infrastructures de l’Hydraulique Humaine (Côte d’Ivoire)
DPGE Direction de la Promotion du Genre et de l’Equité (Côte d’Ivoire)
DPHAB Direction de la Promotion de l'Hygiène de l’Assainissement de Base
DQA Data Quality Assessment
ECBT Enterprise Capacity Building Tool
EMMP Environmental Mitigation and Management Plan
ES/BPA Enterprise Support/Business Performance Advisor
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) iii
F&IA Finance and Investment Advisor
FADeC Fonds d’Appui au Développement des Communes
FAGACE Fonds Africain de Garantie et de Coopération Économique (Bénin)
FENAVICI Fédération National des Vidangeurs de la Côte d’Ivoire
FONAGA Fonds National de Garantie et d’Assistance aux Petites et Moyennes Entreprises
(Bénin)
FY Fiscal Year
GERME Gérez Mieux votre Entreprise (Manage Your Business Better)
GESI Gender and Social Inclusion
GUC Grants Under Contract
HR Human Resources
IEE Initial Environmental Examination
IR Intermediate Result
ISI Institutional Strengthening Index
ISP Institutional Strengthening Plans
IT Information Technology
KfW Kreditanstalt für Wiederaufbau
KM Knowledge Management
KPI Key Performance Indicator
KSLA Knowledge Sharing and Learning Advisor
MCVDD Ministry of Living Environment and Sustainable Development of Bénin
MEL Monitoring, Evaluation, and Learning
MELP Monitoring, Evaluation, and Learning Plan
MFI Microfinance Institution
MOU Memorandum of Understanding
MuniWASH West Africa Municipal Water, Sanitation, and Hygiene Activity
NGO Non-Governmental Organization
O&M Operations and Maintenance
ONAD Office National de l’Assainissement et du Drainage (Côte d’Ivoire)
ONEP Office National de l’Eau Potable (Côte d’Ivoire)
PIP Performance Improvement Plan
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) iv

PME Petites et Moyennes Entreprises
PSI Population Services International
PWS Performance Work Statement
Q Quarter
RACE Résultat = Attitude + Compétence + Efforts
RCI République de Côte d’Ivoire
SMA Sanitation Markets Advisor
SME Small and Medium Enterprise
SODECI Société des Eaux de Côte d’Ivoire (Côte d’Ivoire)
SONEB Société Nationale des Eaux du Bénin (Bénin)
SSD Sanitation Service Delivery Project
SSDS Sanitation Service Delivery Specialist
STTA Short-Term Technical Assistance
TOCOR Task Order Contracting Officer’s Representative
ToT Training of Trainers
UNEAM BENIN Union Nationale des Entrepreneurs de l’Assainissement Mimin
US United States
USAID United States Agency for International Development
USG United States Government
UVICOCI Union des Villes et Communes de Côte d’Ivoire (Côte d’Ivoire)
VAT Value-Added Tax
WASH Water, Sanitation, and Hygiene
WASH-FIN Water, Sanitation, and Hygiene Finance
Y Year
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) v

1.0 PROJECT DESCRIPTION
1.1 PROJECT OVERVIEW
The West Africa Municipal Water, Sanitation, and Hygiene (MuniWASH) Activity focuses on improving
financial viability and sustainability, technical and operational performance, and governance and
management oversight to bridge the gap between country national priorities and sustainable
development goals. The objective of MuniWASH is to support city governments, national directorates
and agencies, utilities, and service providers in Bénin and Côte d’Ivoire to sustain and expand city-wide
water, sanitation, and hygiene (WASH) services to fill critical needs that reach poor and underserved
community members in priority municipalities. The Activity is also identifying opportunities to provide
technical assistance to other West African countries to improve and expand urban WASH services.
MuniWASH is collaborating with the African Water Association (AfWA) as a learning partner to
capture lessons and help guide urban WASH programming.
Advancing urban WASH service delivery in West Africa requires institutional strengthening, planning,
data, evidence-based decision-making, and financing at national, regional, and municipal levels.
MuniWASH works with government ministries and agencies from national to decentralized levels and
with multiple service providers (public and private) in Bénin and Côte d’Ivoire to improve coordination,
create an enabling environment, and help municipalities become more effective coordinators to achieve
shared goals and build mutual accountability. The approach emphasizes the need for improved enabling
environment and service provider performance (technical, operational, and financial) to expand
customer access and increase opportunities for investment.
MuniWASH uses interventions that invest in systems strengthening, promote good governance, and
achieve sustainable performance improvements through the following intermediate results (IRs):
• IR1: Increased financial sustainability of and private sector investment in water and sanitation utilities/service
providers;
• IR2: Improved operational reliability of water and sanitation utilities/service providers;
• IR3: Enhanced water and sanitation sector governance and management capacity at the subnational level;
and
• IR4: Increased regional learning and knowledge sharing to replicate successful approaches.
The five-year, $18 million MuniWASH Activity is funded by the United States Agency for International
Development (USAID) and began in September 2019. Implementation is led by Tetra Tech with support
from Population Services International (PSI) and SEGURA Consulting. Initial focus countries include
Côte d’Ivoire and Bénin.
1.2 THEORY OF CHANGE

The underlying theory of change, depicted in Figure 1.1 (next page) for MuniWASH is as follows:
IF the financial sustainability of water and sanitation utilities/service providers increases (IR1) AND
the operational reliability of water and sanitation utilities/service providers improves (IR2) AND
water and sanitation sector governance and management capacity at the subnational level are
enhanced (IR3) AND regional learning and knowledge sharing to replicate successful approaches
increases (IR4), THEN municipal water and sanitation service delivery will improve, especially for
the poor and underserved.
USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 1

Figure 1.1: Municipal WASH Theory of Change
1.3 WORK PLAN ORGANIZATION

This work plan covers the third year of the MuniWASH Activity from October 1, 2021 to September
30, 2022. The work plan reflects discussions and inputs generated during three events including a
regional planning session that gathered the home office team and the two country teams in Abidjan from
July 19 to 24, 2021 and two consultation meetings with the project stakeholders in both countries
conducted concomitantly on August 5, 2021. This work plan also includes inputs from Tetra Tech
subcontractors PSI and SEGURA. MuniWASH staff engaged stakeholders in the work planning process
to establish common goals and involve them in programmatic decision-making. Table 1.1 includes the
stakeholders that participated in work planning consultations.
Table 1.1: Work Planning Stakeholders Consultation
Côte D’Ivoire Bénin
• Direction Générale de la Décentralisation et du • Ministère de la Décentralisation et de la Gouvernance
Développement Local (DGDDL) Locale
• Ministère de l’Hydraulique/Direction de la • Direction de l’Assainissement et de la Voirie Urbaine
Coordination des Projets (DAVU)
• The eight MuniWASH targeted municipalities • Ministère de l’Eau et des Mines
• Union des Villes et Communes de Côte d’Ivoire • Ministère de la Santé/Agence Nationale des Soins de
(UVICOCI) Santé Primaires
• Office National de l’Assainissement et du Drainage • The eight MuniWASH targeted municipalities
(ONAD) • Association Nationale des Communes du Bénin
• Office Nationale de l’Eau Potable (ONEP) (ANCB)
• Direction de l’Assainissement Urbaine et du Drainage • Direction Générale des Collectivités Locales (DGCL)
(DAUD) • Direction Générale de l’Eau (DG Eau)
• Direction de l’Assainissement Rural (DAR) • Société Nationale des Eaux du Bénin (SONEB)
• PSI • Partenariat National de l’Eau
• AfWA • PSI
• Société des Eaux de la Côte d’Ivoire (SODECI)
This work plan provides a narrative description of the major activities to be carried out through the end
of September 2022 under each of the Activity’s four IRs (Sections 2.0 and 3.0). Discussions of other
themes include anticipated risks and mitigation efforts (Section 4.0); monitoring, evaluation, and learning
(MEL) (Section 5.0); and staffing and project management (Section 6.0). The budget necessary to achieve
the activities and deliverables outlined herein is provided in Section 7.0.
Appendix 1 provides a Gantt chart with the schedule and timing of the main technical and project
management related activities anticipated through September 2022. Appendix 2 includes a summary of
contract deliverables over Year 3.

1.4 COLLABORATION AND COORDINATION
The global Coronavirus Disease 2019 (COVID-19) pandemic has introduced new challenges to the way
people and organizations all around the world collaborate and coordinate. The MuniWASH Activity will
leverage experience from its implementation both before and during the pandemic to engage with
stakeholders. During Year 2, the MuniWASH team consolidated its experience of remote working and
lower the risk of exposure to COVID-19. MuniWASH will continue to assess partner and stakeholder
meetings and collaboration on a case-by-case basis to maintain productivity and effectiveness of
collaboration while mitigating health risks.
MuniWASH will continue to phase and layer interventions that coincide with other partners and will
participate in coordination bodies and working groups to plan and leverage interventions effectively (e.g.,
World Bank and Kreditanstalt für Wiederaufbau [KfW] infrastructure investments; African Development
Bank [AfDB] support to Société Nationale des Eaux du Bénin [SONEB] on non-revenue water). Working
under USAID’s primary role in donor coordination, MuniWASH will continue to collaborate with the
chairs of the donor coordination groups, which include UNICEF in Côte d’Ivoire and the World Bank in
Bénin to effectively leverage interventions and avoid duplication. MuniWASH will support municipalities
to engage in their own coordination and self-advocacy with donors and will work with AfWA, donors,
and USAID to promote scaling of promising interventions. As part of the project activities, MuniWASH
will collaborate with AfWA to hold consultations with local and national institutions, review their
respective mandates and activities, and propose to USAID/West Africa how the Activity shall work
effectively with institutions identified.
The Abidjan-based Chief of Party (COP) will continue to lead overall stakeholder coordination efforts.
The Deputy Chief of Party (DCOP), based in Cotonou, will provide specific support to coordination in
Bénin. During Year 3, both the COP and DCOP will continue to work through existing structures to
increase sustainability and will participate in existing working groups to reduce duplication, leverage
synergies, and learn from relevant programming.
MuniWASH will also continue to use partners with relevant technical experience and relationships in
West Africa and draw support from additional subcontractors and grantees for discrete tasks such as
feasibility assessments, small business acceleration, and public outreach campaigns. The Tetra Tech
home office and the COP will continue to manage international subcontracts and ensure clear oversight
of activity partners with evident lines of communication and authority. The COP will continue to
oversee and approve all partner deliverables. PSI’s long-term technical assistance staff members are co-
located with the MuniWASH team and report to the respective Country Managers/Governance
Advisors (CMs), which harmonizes implementation and full participation of PSI staff. The COP will
continue to oversee all PSI short-term technical assistance (STTA), who will coordinate as appropriate
with technical advisors. Similarly, while SEGURA STTA will report to the COP, day-to-day engagement
will be delegated to the Finance and Investment Advisors (F&IAs) and Enterprise Support/Business
Performance Advisors (ES/BPAs), depending on the focus of the task.
1.5 KEY ACHIEVEMENTS DURING YEAR 2

Project activities for Year 2 focused primarily on municipal capacity assessments and development of the
institutional strengthening plans (ISPs), location-specific feasibility studies, baseline assessments, and key
training. The team successfully positioned MuniWASH in the WASH sector in both countries and
consolidated the relationship with stakeholders including national-level partners and their decentralized
bodies, municipalities, and civil society organizations (CSOs), as well as the private sector (primarily, the
sanitation service providers) in both countries. This was achieved through active one-on-one meetings,
workshops, and participation in WASH Sectoral Group’s meetings. MuniWASH made significant
progress on the implementation of activities under IR1 through IR3. The team completed 16 municipal

capacity assessments using the Institutional Strengthening Index (ISI) matrix and their related ISPs, which
were validated with municipal stakeholders. During the period, MuniWASH also completed and
submitted nine reports for review to USAID as part of the baseline feasibility study and engaged
stakeholders to validate the reports in both countries.
Under Intermediate Result 4, Year 2 progress included the finalization of the household survey in the
two countries. MuniWASH gained baseline information on key performance indicators (KPIs) from the
household survey. Gender equity training sessions were held for the Ministry of Water Resources in
Côte d’Ivoire and government, municipal, and civil society partners in Bénin. These two sessions helped
build capacity for 46 participants (63 percent of participants were women). MuniWASH trained 23
people in Benin (including 17 females and seven males) and 23 people in Cote d’Ivoire (including 12
females and 11 males). In terms of knowledge sharing, three Learning Notes have been finalized and co-
branded with the African Water Association (AfWA). In partnership with AfWA, MuniWASH organized
a webinar with its 16 target municipalities to share lessons on the ISI process in Bénin and Côte d’Ivoire.
MuniWASH also coordinated participation with some of its key partners to the Fecal Sludge
Management 6 Conference, which included four project stakeholders (Association Nationale des
Communes du Bénin [ANCB], Direction de l’Assainissement et de la Voirie Urbaine [DAVU], Office National
de l’Assainissement et du Drainage [ONAD], and Union des Villes et Communes de Côte d’Ivoire [UVICOCI])
along with MuniWASH staff. In addition, project activities and events received robust media coverage in
both countries. MuniWASH disseminated information through different channels (TV, radio, internet,
and social media) and produced communication tools (kakemonos, factsheets, and flyers) to support
project communications with partners. The MuniWASH Management Plan update, Grants Manual
update, and Year 1 and Year 2 Work Plans were approved during Year 2.
Challenges and issues faced during Year 2 of MuniWASH include the following:
• Global COVID-19 pandemic and related disruptions: MuniWASH organized all in-person workshops
and meetings in compliance of restrictions measures provided by local authorities in the countries
and by USAID, such as limiting attendees to a maximum of 25 persons, social distancing, and wearing
masks. This presented some challenges in the case of certain workshops such as the validation of the
feasibility studies where municipalities could not attend by were represented only by their umbrella
association.
• Limits in building partnership: MuniWASH faced challenges in forming working relationships with
some key partner from WASH sector, especially ONAD in Côte d’Ivoire, who often has limited
responses to MuniWASH requests for meetings. ONAD declined the invitation to participate in the
feasibility validation workshops; continued behavior of this type will increase the difficulty of Activity
implementation in the sanitation sector. Potential impacts from this limited partnership for
MuniWASH include the following:
- The lack of collaboration and support from ONAD will create challenges to achieve
expected results. This lack of support could pose difficulties in obtaining critical
information and inputs from ONAD that MuniWASH can use to plan program activities
and to inform recommendations. Without ONAD’s inputs and support, the project
cannot access key information and key stakeholders including fecal sludge treatment
plants operations, vacuum trucks, and sanitation service providers.
- Mobilizing funding for the construction of large infrastructure for fecal sludge treatment
is contingent on a joint collaboration with ONAD, which is the sectorial agency
mandated for sanitation infrastructure.

- Difficulties in creating a functional consultation group at the municipal level between the
local authorities and the representatives of the sectorial ministries and agencies, which is
necessary to improve the provision of WASH services.
• Access to data for indicators: MuniWASH faced challenges in accessing reliable data for water and
sanitation indicators, especially given the restrictions due to the pandemic. Difficulties of accessing
data and information at all levels (ministries, national agencies, and at municipal level) is a challenge
in both countries. Although data is available in certain cases, accessibility is limited and administrative
formalities are often necessitated to obtain it. For instance, MuniWASH faced challenges accessing
investment projects pipeline information as well as related documents in both countries, especially in
Côte d’Ivoire.
• Delay by the government of Côte d’Ivoire to issue a tax exoneration for MuniWASH. The tax
exemption decree was issued to the project more than a year after submission to the authorities,
which affected operations in both Year 1 and Year 2.
• Difficulties to gain traction with Office Nationale de l’Eau Potable (ONEP) and Société des Eaux de Côte
d’Ivoire (SODECI).
Opportunities during Year 2 of MuniWASH include the following:
• Reform guidelines announced by the government in Bénin: On June 2, 2021, the Council of Ministers
announced structural reforms to the decentralization sector. Based on the observed weaknesses
that negatively impact the development of the municipalities and to promote local development, the
Council of Ministers decided to strengthen the separation of political and technical functions; put in
place an operational system for relaying public services among the central, communal, and sub-
communal levels; improve the mechanisms for financing communal investments; and create synergies
of action among the communal council, its branches, development associations, and non-
governmental organizations (NGOs). The reform announced by the government will potentially
tackle some of the weaknesses identified during the ISI and the feasibility studies. It is an opportunity
for MuniWASH to do advocacy for critical decisions to be considered by the government including
but not limited to citizen participation, accountability, advocacy for WASH, and gender
mainstreaming.
• Participatory budget bill in Côte d’Ivoire: Direction Générale de la Décentralisation et du Développent
Local (DGDDL) is developing the bill on the participatory budget (“Budget Participatif”) that will
organize citizen engagement in municipal budgeting process, which aligned with MuniWASH capacity
building under ISP.
• USAID-SONEB Meeting: Meeting between USAID and SONEB facilitated by MuniWASH increased
and strengthened SONEB’s relationship with MuniWASH. SONEB is more responsive to
MuniWASH.
• Development of a capacity building plan: The development of municipal capacity building plan was an
opportunity to promote appropriate services with qualified and skillful personnel, regardless of
changes in the political environment.

2.0 IMPLEMENTATION PLAN
This section provides a description of the major activities MuniWASH will undertake in the third year of
the contract under each IR. The timing and sequencing of these activities are based on the Performance
Work Statement (PWS) in Section C of the MuniWASH Task Order contract and are also presented in
the Gantt chart in Appendix 1. The activity numbering is consistent with the numbering in the PWS.
The global COVID-19 pandemic requires adaptive management to mitigate health and safety risks while
moving forward implementation activities. Generally, the project contingency plan consists of maximizing
virtual engagement to the extent possible, outsourcing field activities when possible (e.g., surveys);
reducing the duration and number of participants in key stakeholder meetings held in-person; using
social distancing, masks, sanitizers, and other protective measures during in-person meetings; and
replacing field visits and STTA with online training when feasible. When changes are made to adapt for
working during the pandemic, MuniWASH will inform stakeholders in advance of proposed changes and
obtain their agreements and buy-in.
2.1 FEASIBILITY STUDIES AND PRE-IR ACTIVITIES
2.1.1 TASK 0.2: PREPARE FEASIBILITY STUDIES

The MuniWASH team completed nine studies in Year 2 and submitted them to USAID. The team
consulted in-country stakeholders during a two-day workshop in both countries to validate the study
reports. The team will incorporate comments gathered during the consultation workshops and from
USAID’s review and will finalize the study reports. Upon final approval from USAID and per the
recommendations of stakeholders in both countries, the MuniWASH team will prepare summary
documents (factsheets) that will be disseminated in Year 3, Quarter 1 (Y3QI) to create awareness on
specific issues that need to be addressed within the sector.
2.1.2 TASK 0.3: NEGOTIATE MEMORANDA OF UNDERSTANDING

The cooperation between MuniWASH and the municipalities is framed by Memoranda of Understanding
(MOUs) signed on December 8, 2020 in Côte d’Ivoire and December 15, 2020 in Bénin. On the
anniversary date of the signing of the MOUs in Y3QI, MuniWASH will produce a report on the progress
made in the implementation of the MOUs in the two countries.
Table 2.1: Pre-IR Activities and Scheduling
Partners: PSI, SEGURA, AfWA, and Local Subcontractors
Task Description Year Quarter
0.2 Feasibility studies finalized and disseminated to stakeholders 3 Q1
0.3 Annual progress reports for municipalities completed based on MOUs 3 Q1
2.2 SERVICE AREA 1: FINANCIAL SUSTAINABILITY AND PRIVATE SECTOR INVESTMENT

MuniWASH will build on the study of the organization and financial performance of water and sanitation
service providers in Bénin and Côte d’Ivoire completed as part of the feasibility study reports in Year 2.
The studies revealed that, in urban areas, the private sector has little to no participation in urban water
service delivery. Therefore, MuniWASH will focus support on private sanitation service providers in
Year 3. MuniWASH will reassess this approach as the situation evolves and when new private sector
investments are identified in the water sector. Leveraging work from the USAID Sanitation Service

Delivery (SSD) Project to improve financial performance and facilitate investment for the entire
sanitation service chain, MuniWASH will engage value chain actors, identify leverage points to overcome
market constraints, and develop private sector-driven interventions (business accelerator programs,
results-based financing through performance-based grants, and market sounding) to create investment
opportunities. In water, MuniWASH will focus its efforts to finalize the capacity assessment of the urban
water utility in Bénin (SONEB) and develop the related Performance Improvement Plan (PIP) that will
fine-tune the scope of the intervention and areas where MuniWASH can make significant impact.
2.2.1 TASK 1.1: ASSESS FINANCIAL PERFORMANCE AND BUSINESS MODELS

SANITATION
The recent study of the organizational and financial performance of water and sanitation service
providers in Bénin and Côte d’Ivoire revealed business performance gaps, and the MuniWASH team
drafted general PIPs for sanitation service providers to identify areas for financial performance capacity
building. In Y2Q4, MuniWASH will finalize, validate, and start implementing the PIPs with sanitation
service providers. MuniWASH will apply eligibility criteria defined during Y2Q4 to select and segment
providers to be strengthened, and the team will organize a PIP validation workshop in each country with
key state actors and representatives from various categories of sanitation service providers. During Q1–
Q4 of Year 3, the level of financial performance of each selected provider will be assessed as part of the
drafted Enterprise Capacity Building Tool (ECBT) to identify the appropriate strengthening modules for
each provider. Related capacity building and training activities are found below under Task 1.3, Improve
Financial Viability of WASH Utilities and Service Providers.
WATER
For SONEB in Bénin, the PIP currently under development by SEGURA in Year 2 will provide a
preliminary description of the actions SONEB can implement to enhance its performance. The
identification of these actions and their initial descriptions require further study before implementation.
Under this task, MuniWASH will support the prioritization and design of specific measures to enhance
performance along the adopted performance indicators. In particular, MuniWASH will support activities
to improve bill collection, augment revenue, and facilitate investment in coverage expansion and service
improvement. Supported by the existing arrangements between MuniWASH and SONEB, a detailed
implementation plan will be developed following the ongoing participatory process. Following the
recommendations of the organizational capacity self-assessment, MuniWASH will carry out a financial
review, an analysis of the management system, and an analysis of the human resources (HR) system (if
identified as a priority action by the self-assessment). Related capacity building activities are found below
under Task 1.2, Build Capacity of Water Utilities.
2.2.2 TASK 1.2: BUILD CAPACITY OF WATER UTILITIES

During Year 3, MuniWASH will continue to focus on SONEB’s capacity building. With the support of
SEGURA, MuniWASH will encourage active participation of the personnel and will promote ownership
of the PIP. MuniWASH will work alongside the African Water Association’s Regional Institutional
Capacity Building Program (AfriCap II) to promote the exchange of experiences among utilities on best
practices and ensure active participation of SONEB. These exchanges will include open discussions on
implementation strategies, barriers, and actions taken for successful performance improvement. These
exchanges will complement the performance enhancing activities.
MuniWASH will advise and train SONEB on best practices for commercial performance along with
gender equity and leadership training, including the following:

• Providing training and resources to change procedures including equipment, information technology
(IT) support, and improvements in data collection and analysis and reporting.
• Defining targets using internationally accepted KPIs. MuniWASH, through SEGURA, will support the
study of past performance—at least the last three years, but if possible, the last decade—by
estimating core KPIs and analyzing its trends over time.
• Designing the PIP implementation strategy with the participation of various employees throughout
the organization and develop corporate mechanisms to listen to their voices, support their needs,
and provide guidance and leadership.
MuniWASH will coordinate targeted activities to advise utilities on cost-reducing measures from non-
revenue water, asset management, operations and maintenance (O&M), energy efficiency, and
information systems with the AfDB-funded program. The program is supporting SONEB to achieve the
following objectives: (i) reduce non-revenue water and help to improve SONEB’s operational and
financial performance, and (ii) boost the viability and sustainability of services provided.
2.2.3 TASK 1.3: IMPROVE FINANCIAL VIABILITY OF WASH UTILITIES AND SERVICE PROVIDERS
As part of the capacity building support to sanitation service providers, MuniWASH will award Grants
Under Contract (GUCs). (See Section 2.6.1 Grants Under Contract). Starting in Y2Q4 and continuing
throughout Year 3, MuniWASH will apply the eligibility criteria defined during Y2Q4 to the segmented
service providers to ensure the grants are implemented in accordance with their needs through the
process described in Task 0.4. The DCOP, with the support of the ES/BPAs, will lead the identification
of GUC opportunities to implement financial viability improvements as well as reliability improvements
under IR2.
Led by the ES/BPAs and supported by the F&IA in Y3QI, MuniWASH will develop and implement a
coaching plan in collaboration with DAVU in Bénin and with ONAD in Côte d’Ivoire to deliver business
and financial strengthening services for service providers who have adequate capacity for coaching based
on the ECBT. MuniWASH will utilize national training and business coaching institutes, such as the
Centre de Promotion et d’Encadrement des Petites et Moyennes Entreprises (CePEPE) in Bénin and the Agence
Côte d’Ivoire des Petites et Moyennes Entreprises (PME) in Côte d’Ivoire. The ES/BPAs will develop and
execute an ongoing monitoring plan for the reinforced providers as part of the implementation of the
coaching plan. The coaching plan includes on-site visits to these providers to verify the effective
implementation of good practices and/or the effective use of the management tools made available to
them during the training sessions, as well as to ensure the supervision and coaching of the
implementation of the demand creation based on the Résultat = Attitude + Compétence + Efforts (RACE)
approach. These field visits will serve to correct any inaccuracies and further motivate the service
providers being coached. Coaching supervision visits are planned in Year 3 in each country. As part of
the training and coaching plan, each individual enterprise will have annual performance reviews. The
team will assess the mode of delivery on a case-by-case basis. MuniWASH will promote women in
trainee selection, and the Gender and Social Inclusion (GESI) Specialist will provide appropriate tools to
conduct this promotion.
2.2.4 TASK 1.4: PROVIDE FINANCIAL SUPPORT TO THE SANITATION SECTOR

MuniWASH will assist service providers to prepare business plans and access financing (business plan
and business model). The ES/BPAs will assist the F&IA during Y3Q2 to address challenges of developing
their businesses. The team anticipates working with approximately five water and sanitation service
providers in each country to prepare a business plan and mobilize financing. This activity will be
conducted with the support of two independent Business Advisors (one per country). As a response to

one of the main problems identified in the water and sanitation sector, namely informal management,
MuniWASH will strengthen capacity in business management to equip private service providers with
effective and strategic business management skills to improve organizational and financial performance.
The topics covered will include the following aspects: planning, HR, operations management, simplified
accounting, taxation, financial intelligence, quality assurance, and Gérez Mieux votre Entreprise (Better
Manage Your Business [GERME]), among others. It will be developed based on capacity building needs
identified through administration of the EBCT.
Led by the ES/BPs Advisors, MuniWASH will organize information and orientation sessions on the
financial support mechanisms available (e.g., conditions of eligibility and access). This activity will present
the support measures set up by the Beninese and Ivorian governments within the framework of their
strategy for the development of small and medium enterprises (SMEs), as well as by the financing
structures. The sessions will be conducted with the support of the competent technical services/
directorates. In Bénin, these are the Agence Nationale de Promotion des Petites et Moyennes Entreprises,
Fonds National de Garantie et d’Assistance aux Petites et Moyennes Entreprises (FONAGA), Fonds Africain de
Garantie et de Coopération Économique (FAGACE), and Agence de Promotion des Investissements et des
Exportations (APIEx). In Côte d’Ivoire, these include the Agence Côte d’Ivoire PME and the Fonds de
Garantie et de Crédit des Petites et Moyennes Entreprises. This sub-task will be implemented from Y3Q2
through Y3Q4.
2.2.5 TASK 1.5: FACILITATE INCREASED INVESTMENT IN WASH SERVICES

Taking into account the conclusions of the feasibility study as well as the opportunities for resource
mobilization, the activities for Year 3 are as follows:
• To initiate funding and investment discussions with potential investors formally, MuniWASH will
negotiate its mandate to fundraise on behalf of the government of Benin in Y3QI. This step is
essential for the project to mobilize funds with government authorization. To this end,
MuniWASH will hold discussions with the various entities involved in the resource mobilization
process, namely the Ministry of Economy and Finance (and its branches), Ministry of Investment
Advisory, and Bureau of Analysis and Investigation. This action will support the initiatives
underway in the sectoral ministries. In Côte d’Ivoire, the same approach will be initiated with
similar entities.
• The feasibility study in Bénin revealed that, for the most part, water and wastewater
infrastructure projects are still at the idea stage and therefore should be structured to initiate
the formal resource mobilization process. However, the various public entities in charge of
these different projects do not necessarily have the financial, technical, and human resources to
achieve investment readiness. Thus, MuniWASH will assist in mobilizing funds for the
preparation and structuring of projects and identify the technical and financial partners likely to
finance this initial phase of the resource mobilization cycle. In Côte d’Ivoire, MuniWASH will
carry out additional diligence to identify infrastructure projects.
• MuniWASH will create partnerships with financial institutions in the form of MOUs to
strengthen leadership and visibility in the investor ecosystem through project origination
support. This approach, in addition to providing legitimacy, will allow access to more in-depth
project documentation. Similarly, to improve the chances of success of project interventions,
MuniWASH will adopt a targeted and personalized approach in line with the strategic interests
of the identified institutions. This approach will refine the deal process and optimize deadlines of
potential deals. The intervention is part of a learning and improvement process of the practices
necessary to achieve investment objectives. MuniWASH will leverage lessons learned from
similar projects and refine strategies accordingly in a continuous improvement process.

• Some technical and financial partners (i.e., donors) use a call for projects mechanism to allocate
funding, generally in the form of grants. Throughout Year 3, MuniWASH will identify grant
opportunities available through a call for proposals by actively monitoring and identifying the
actors likely to participate and accompanying them throughout the process from preparation to
submission. Funds mobilized through this process will serve as a catalyst for the mobilization of
private investments. Similarly, MuniWASH will leverage lessons learned from other projects and
refine strategies accordingly in a continuous improvement process.
2.2.6 TASK 1.6: IMPROVE GOVERNMENT FINANCIAL PLANNING AND OVERSIGHT

The main objective of Task 1.6 is to strengthen the planning and financial control capacities of ONEP
and Direction Générale des Infrastructures de l’Hydraulique Humaine (DGIHH) in Côte d’Ivoire and Direction
Générale de l’Eau (DG Eau) in Bénin in the water sector. With the current reforms in the water sector,
DG Eau is taking an integrated management approach to water resources throughout Benin. From this
point of view, MuniWASH support is not relevant for this institution. However, MuniWASH is providing
planning support partly by SEGURA’s institutional strengthening activities with SONEB, which is
responsible for urban water supply. In Côte d’Ivoire, the feasibility studies revealed the weakness of the
supervision and regulatory role of ONEP and the DGIHH in relation to SODECI, which reports directly
to the highest level of government. MuniWASH will provide technical assistance to raise awareness on
the importance of supervision and how to perform effective monitoring and evaluation. The reform of
the tariff system in the sector is more of a political issue and therefore beyond the control of
MuniWASH interventions in both countries. After the evaluation of the feasibility studies, activities
related to this Task 1.6 are not relevant at this time.
2.2.7 TASK 1.7: EXPAND SERVICE PROVIDER AND CUSTOMER ACCESS TO FINANCIAL
PRODUCTS
MuniWASH will organize training for microfinance institutions (MFIs) and commercial banks in sanitation
service business model viability starting in Y3Q2. The training sessions organized under this activity will
improve the understanding of the sanitation service business model by banks and MFIs and aim to
enhance the analysis of financing applications submitted to them by service providers. MuniWASH will
advocate for financial products dedicated to the WASH sector and will encourage funding institutions to
either relax their funding conditions or develop funding products tailored to the WASH sector. The
F&IAs will sensitize MFIs to review consumer credit products to develop and promote sanitation credit.
Market research revealed that households are reluctant to use bank loans due to misinformation and
fear of harassment in the process of collecting credit. During Y3Q1 and Y3Q2, the Sanitation Markets
Advisors (SMAs) with the support of the ES/BPA, F&IA, and CMs will organize sensitization sessions for
MFIs so that they can better communicate with clients on sanitation credit. In addition, opportunities to
finance the private sanitation sector will be presented to encourage MFIs to study the implementation of
financial products for micro-, small-, and medium enterprises (MSMEs).
Table 2.2: IR1: Activities and Scheduling
Partners: PSI, AfWA, SEGURA, Local STTA, and Financial Institutions
PIPs finalized, validated, and implemented 3 Q1
1.1 Level of financial performance of each selected provider assessed as part of the
3 Q1–Q4
drafted ECBT
SONEB trained on best practices for commercial performance along with gender
1.2 3 Q1–Q4
equity and leadership
Providers assisted to prepare a business plan and business model to mobilizing
1.3 3 Q1–Q4
financing

Simplified guide on writing business plans Q1
Simplified guide on writing business models Q1
GUCs awarded for capacity building support to sanitation service providers to
Q1–Q4
implement financial viability improvements as well as reliability improvements
1.4 Exchanges held, staff trained, business plans prepared, and capital mobilized 3 Q7–Q8
Mandate negotiated to fundraise on behalf of the government; 3 Q1
Technical and financial partners identified to finance initial project preparation
1.5 3 Q1–Q2
phase
Funds mobilized for the preparation and structuring of projects 3 Q2–Q4
WASH Sector Manual to explain financing opportunities produced and edited 3 Q1–Q2
Sensitization sessions organized for MFIs so that they can better communicate
with clients on sanitation credit; MFIs and commercial banks trained in sanitation 3 Q1-4
1.7
service business model viability
De-risking products for sanitation loans and lines of credit developed (training
3 Q1-Q2
workshop report; WASH funding outputs)
2.3 SERVICE AREA 2: OPERATIONAL RELIABILITY

Operational reliability will produce better-quality services, higher customer satisfaction, and stronger
financial performance to unlock financial markets and new investment in IR1. The ES/BPAs and SMAs
with support from PSI and SEGURA will facilitate peer-to-peer and customer-client interaction and use
GUC and other methods to strengthen WASH value chain enterprises, including capacity to collect and
use data to measure and manage performance, improve customer service, and test and scale new
products and services. For sanitation, building on SSD’s achievements, MuniWASH approaches to
strengthen service delivery will adapt to the lower technical capacity and limited resources of masons,
plumbers, and vacuum truck operators and focus on strengthening operational performance and
operators of fecal sludge treatment plants. MuniWASH will encourage new entrants into WASH service
provision among interested entrepreneurs, businesses, and nonprofit organizations.
2.3.1 TASK 2.2: DEVELOP TOOLS AND RESOURCES TO SUPPORT SERVICE PROVIDER
BUSINESS PROCESSES
Task 2.2 is oriented toward developing tools and resources to support service provider business
processes and is linked to the capacity building activities in Task 1.3. Working with subcontractor
SEGURA, the ES/BPAs, SMAs, and the Sanitation Service Delivery Specialist (SSDS) will use the market
mapping, customer satisfaction surveys, and business process assessments from Task 2.1 and the needs
assessments to inform plans to improve business practices toward the end of the feasibility studies. The
Knowledge Sharing and Learning Advisor (KSLA) and the Communications Specialist will also begin to
develop hands-on training and technology- and video-based applications.
SANITATION
In Year 3, MuniWASH will support the formalization of water and sanitation companies including the
groups of economic interest (groupement d’intérêt économique) and limited liability companies, which will
be a prerequisite for future support to sanitation enterprises. This task, led by the ES/BPAs, will consist
of facilitating access to all documentation, procedures, and the institutional structures responsible for
formalizing businesses. MuniWASH will also provide technical assistance to formalize their businesses
through the creation of formal companies.
Additionally, MuniWASH will provide support to sanitation micro-entrepreneurs set up by the SSD
project to promote and sell sanitation products by defining new sales mechanisms based on the lessons

learned from SSD. The SMAs, SSDS, and ES/BPA will work with the providers to build the new model
that will consider their role (identified by the providers themselves to create demand) and communal
actors (social intermediation agents, hygiene agents, sanitary police agents) who will indirectly create
demand by ensuring the respect of hygiene and sanitation regulations by the households. MuniWASH
will use the RACE approach to build capacity of the actors on the new model.
The MuniWASH team, led by the ES/BPAs, will support the private sector in the process of importing
raw materials (SaTo Pans, etc.). SaTo Pans are an essential component in the supply of sanitation
products developed by the SSD project, which will end its activities in September 2021. To ensure the
continuity, MuniWASH will engage the private sector in marketing of SaTo Pans (which are until now
imported to Bénin and Côte d’Ivoire by SSD). SSD staff have taken steps to identify a private operator
to import SaTo Pans. At the same time, WC Mimin-branded entrepreneurs are in the process of
creating a company to take over this activity. MuniWASH will provide technical assistance to the various
actors involved in this process to import and market SaTo Pan products effectively in Bénin and Côte
d’Ivoire. This support includes assistance in completing the formalities for the establishment of their
company and in their operations management.
MuniWASH will train and provide follow up training sessions to entrepreneurs, their business partners,
social change agents, and mobilizers on demand creation following the RACE approach. The RACE
approach is a demand creation strategy based on identifying and costing the customer’s needs (e.g.,
possession of unimproved latrines or lack of a sanitation facilities) in order to bring the customer a
solution (e.g., an improved sanitation product) to meet those needs. It’s an innovative approach that
helps generate a high rate of client purchases. This training will be conducted in Bénin and Côte d’Ivoire
under the lead of the ES/BPA of Bénin with the support of an external consultant following the
standards of the RACE approach methodology, which integrates a classroom training followed by field
coaching. MuniWASH will also train the ES/BPAs on the GERME program to succeed in coaching and
assisting the targets for a better organization and management of the business.
Led by the Communications Specialist, the MuniWASH team will develop and deliver hands-on training
and technology-based trainings (tools and software to help small business owners track operations,
customers, inventory, accounting, and cash flow); and video (e.g., Kinemaster, Facebook Live, etc., for
making short promotional videos) for service providers in Year 3. MuniWASH will also train MFI agents
who promote sanitation-based financial products (see Task 1.7).
WATER
This activity is strongly related to Task 1.1, Assess Financial Performance and Business Models, on the
support provided to utilities to implement the PIPs. In Year 3, MuniWASH will use the results of
SONEB’s capacity assessment, and the related PIP developed by SEGURA, to build the capacity of
SONEB on its core functions and increase its performance, including the business practices.
2.3.2 TASK 2.3: IMPROVE SERVICE DELIVERY AND QUALITY OF CUSTOMER SERVICE
Under the lead of the Country Managers/Governance Advisors with the support of ES/BPAs,
MuniWASH will engage with sectoral ministries in redefining the criteria for emptying services in Bénin
to promote strong sanitation enterprises capable of supporting high-quality customer service. This is
part of the support to structuring and regulating the profession of emptying trucks. Benin needs to
create a license for these services with attached criteria to obtain the license. The project will work
with providers to publish a job description to try to curb the high turnover of sanitation service
providers, which was shown in the results of the market study. The turnover could be attributed, among
other reasons, to poor management of human resources by the providers, which will be addressed by
the improvement of their managerial capacities. High turnover limits the effectiveness of capacity

trainings to operational staff of these providers, which influences both operational reliability and viability
of sanitation service providers.
MuniWASH will support private providers to improve the quality of their products and services. Led by
the ES/BPAs, emptying service providers and their operational staff will be retrained on safe and hygienic
emptying practices and coordinated with the institutional actors (Direction de la Promotion de l’Hygiène de
l’Assainissement de Base [DPHAB], DAVU, ONAD) in charge of capture, storage, and sludge
management. MuniWASH will support these actors (especially in Bénin) to develop a high-quality
emptying guide/protocol that will serve not only as a training manual for emptying workers, but also as a
guide for evaluating the quality of emptying services. In Year 3, MuniWASH will further facilitate this
process by empowering institutional actors to train and monitor emptying providers.
MuniWASH will build the capacity of communal and governmental actors to supervise and coach
sanitation micro-entrepreneurs on quality control norms and standards for sanitation products. This
support will consist of providing quality control tools and training on their use. MuniWASH will also
facilitate unannounced inspections of sanitation service providers (see IR3). To improve the quality of
service provided by sanitation service providers and the demand for sanitation services by households,
the SSD project established a multi-stakeholder committee composed of la Police Municipale de la ville de
Cotonou, la Police Sanitaire du Ministère de la Santé et la Brigade de Protection du Littoral et de la lutte anti-
Pollution—a specialized unit of the national police—to carry out unannounced visits to monitor
compliance with the standards of hygienic and quality emptying by service providers and the emptying of
pits in households. Facilitated under the lead of the Country Managers/Governance Advisor and assisted
by SSDS, SMA, and ES/BPA, MuniWASH will support budget planning for the committee and advocate
for a line for its operating costs. To promote better sanitation service, the SSD project developed a call
center to connect households and service providers. MuniWASH, through ES/BPAs, will take over the
support of the emptying call center and strengthen the technical and operational capacities of the
identified private operator.
MuniWASH, led by the ES/BPAs, will work with PSI to utilize SSD’s experience in sanitation products
sales and marketing. The GESI Specialist will provide support for gender mainstreaming in the trainings
and tools that may be developed to address specific gender sensitive needs. GUCs may include funds for
marketing, customer management, and investments in business systems and processes. As part of
improving providers’ customer service, MuniWASH will undertake initiatives to develop mobile
applications that facilitate customer relationship management to improve the quality of services provided
by service providers and address customer complaints as well as support private providers to improve
the quality of their products and services.
2.3.3 TASK 2.4: EXPAND AND DIVERSIFY PRO-POOR SERVICES

The market study conducted in Year 2 showed that there is a potential market for the biodigester and
septic tank technologies in Bénin and Côte d’Ivoire. The MuniWASH team will support a product
development methodology based on a thorough understanding of user needs to create innovative,
affordable, and high-quality solutions. This methodology will use iterative validation tests to create
and/or propose improvements in the design of the latrines while considering the suggestions of public
and private partners who will be involved from start to finish in the process. It will therefore include
SSD’s experience as well as that of private suppliers and users of low-cost sanitation products. It will aim
to include innovations in the way components are constructed, assembled, packaged, displayed,
delivered, procured, upgraded, operated, and/or maintained. Table 2.3 below presents the operational
approach and implementation activities.

Table 2.3: Product Development Methodology
Research Step Rough Prototype Step Final Prototype Step Pilot Phase Step Scaling Step
WHAT • Field research • Identify potential • Demonstration test • Installation/ • Extend the
HAPPENS to understand modifications to be (supply & demand) complete business
AT THIS the market gaps introduced on existing • Acceptability and execution of the scope of
STEP? and the needs / products in order to technical feasibility prototype/ model the model
preferences of match user preferences • Desirability to find out if it to include
consumers? or design a product • Financial viability works new
• How can we that meets their value • Integration of the • Test the entire customers
explain the propositions necessary model (i.e., and
failures • Design the product and modifications to the supply, demand markets
observed? test elements of the prototype taking into creation and • Identify
concept by quickly account user feedback distribution) opportuniti
collecting user feedback es and
threats for
scaling
HOW ? • Using theory of • Develop the product • Update the product • Update of the • Update the
change development development canvas product product
• Define framework • Update the product development requiremen
marketing • Develop the product development form template t form
strategy requirement form from • Define the sales • Update of the • Market
• Development of a technical point of strategy product Monitoring
the research view requirement form tools
protocols • Develop a prototyping • Market
• Field survey guide Monitoring tools
• Results
WHY ? • To define the • Conceptualize • Build and redefine the • Identify the • Extend the
areas of products/services prototype/business opportunities and product to
intervention • Validate or invalidate model gaps of the other
• Explore the assumptions and • Demonstration test of prototype/busines customers,
existing players, suggestions the prototype with the s model and other user
products and • Quickly iterate participation of all move towards segments
services • Build knowledge stakeholders scaling and other
• Understand the without resorting to a • Validate or invalidate • Redefine and constraints
functioning of physical installation of the hypotheses and optimize the
the market the prototype identify the promising prototype based
• Identify the user • Develop an in-depth prototype model to be on the installation
segments understanding of the introduced and the evidence
market obtained
Based on the results of the product development work, MuniWASH will expand the catalog of
technological innovations while highlighting the conditions, plans, and construction manuals as well as the
areas of implementation, priority user segments, and acquisition costs.
2.3.4 TASK 2.5: IMPROVE ENABLING BUSINESS OPERATING ENVIRONMENT

Using the results from the enabling environment feasibility
Diversification in the Sanitation Service Chain:
study report, MuniWASH will improve coordination by
• Bio-digester;
helping ministries designate a leader for the sector, • Septic tank;
disseminate the texts and regulations at the decentralized • Alternative interfaces to reduce water
level, and advocate for more government funding (e.g., usage and improve cleanability; and
creation of a WASH budget of funds allocated by the • Emptying technologies.
government to the municipalities), which will be pursued
under IR3.
In Year 3, MuniWASH will support the organizational and institutional structuring of existing service
provider associations (UNEAM BENIN, AViPro Bénin, FENAVICI, GIE SAVB, etc.) by improving their

level of formalization and organization performance. Using both grouped and individualized technical
assistance, the organizations will learn basic concepts and tools of planning and supervision of their
members. Concurrently, the project will ensure that private water and sanitation service providers have
a better knowledge of the regulations governing their activities and can comply with the law in the
delivery of their services. MuniWASH will also disseminate the law on the promotion and development
of SMEs and the provisions of the finance laws that promote private investment. The feasibility study
revealed a chronic lack of knowledge of the regulatory framework as well as the state’s support
provisions for providers. This gap will be filled in Year 3 through the organization of knowledge sessions
for the benefit of the service providers. Within this framework, the team will edit a handbook on the
laws and regulations, which promote private investment.
Partners: PSI, AfWA, SEGURA, and Grantees
Capacity assessed, processes re-engineered, and training of trainers developed with 3 Q1–Q3
training centers
Supported companies formalized 3 Q1–Q3
New sales model defined for sanitation products 3 Q1
2.2
Two capacity building sessions for entrepreneurs and their business providers on the 3 Q2–Q4
RACE approach
Training of ES/BPAs on the GERME program 3 Q1
Develop hands-on training; technology- and video-based trainings for providers 3 Q2–Q3
Emptying job description drafted and validated 3 Q3–Q4
2.3 Guide and protocols for hygienic and safe emptying drafted and validated 3 Q1–Q2
Tools for quality control of sanitation products delivered to the municipalities 3 Q2–Q3
Technical feasibility and financial viability of prototypes 3 Q1–Q3
2.4
Catalog of emerging innovations 3 Q3–Q4
Enabling business diagnostics and strategies developed to stimulate pro-poor services Q2–Q3
2.5 Information booklet on WASH legislation for entrepreneurs published 3 Q2–Q3
Workshop for entrepreneurs on WASH laws and regulations 3 Q2–Q3
2.4 SERVICE AREA 3: MUNICIPAL GOVERNANCE AND MANAGEMENT

MuniWASH will work with AfWA to build municipal and government capacity in WASH planning and
budgeting; managing, regulating, and monitoring WASH service delivery, testing, modifying, and scaling
approaches; and making use of financial and technical resources that ministries and donors have
allocated to improve services for the poor and underserved. Given the changing landscapes of the water
and sanitation authorities and the limited decentralization, MuniWASH will support municipalities to
provide oversight and monitoring of community satisfaction for WASH service delivery. MuniWASH will
build WASH capacity and facilitate collaboration with national and municipal associations ANCB and
UVICOCI to improve their ability to offer trainings, advisory services, and advocacy skills. MuniWASH
will also support civil society groups to hold utilities and service providers accountable for service
quality and expanded service to the poor and underserved. Under the direction of the DCOP, Country
Managers/Governance Advisors will lead IR3 with support from GESI and Communications Specialists
and the KSLA.
2.4.1 TASK 3.1: IMPLEMENT MUNICIPAL WASH INSTITUTIONAL STRENGTHENING INDEX (ISI)
In Year 3 of MuniWASH, MuniWASH will support the municipalities to implement the approved ISPs,
which were derived from the ISI self-assessment. The Country Managers/Governance Advisors, in
collaboration with the DCOP, will also carry out the second round of the ISI self-assessment sessions to
measure progress against the initial assessment. The rating of the ISI implemented during Year 3 of

MuniWASH will establish the percentage of municipalities that have improved their performance as per
Indicator 3.1.
Municipal Councils and Services, DGDDL, UVICOCI, Direction Générale des Collectivités Locales (DGCL),
ANCB, SONEB, Deconcentrated State Services, and CSOs will participate in the ISI sessions. In total,
MuniWASH will hold 16 ISI sessions (8 in Bénin and 8 in Côte d’Ivoire). The results of the ISI self-
assessment will contribute to adjusting and adapting the ISPs the following year.
2.4.2 TASK 3.2: BUILD MUNICIPAL CAPACITY IN PLANNING AND BUDGETING

The results of the ISI self-assessments conducted in Year 2 revealed that the municipalities do not
conduct a situational assessment of the WASH sector prior to or during the preparation of planning and
budgeting documents. It was also noted that there was a lack of coordination between municipalities and
water companies (SONEB and SODECI) with regard to the planning of the expansion of water services
in the communes. In the ISPs developed and validated by the municipalities, capacity building activities
are designed to overcome these weaknesses. Thus, the Country Managers/Governance Advisors, with
input from the DCOP, will undertake the provision of technical assistance and training with each of the
municipalities during Y3Q1 to strengthen their capacity to convene stakeholders; review gaps in access
to WASH services; and produce annual and multi-year plans, budgets, and monitoring plans for scaling
up WASH services. This exercise will cover the legal framework and guidelines for planning and
budgeting and will include a trial phase in two municipalities per country followed by an expansion to the
rest of the municipalities in subsequent years. The MuniWASH team will help municipalities collect and
analyze data, statistics, and maps from utilities and ministries on service coverage, service interruptions,
customer complaints, repair and rehabilitation plans, and water quality tests. This capacity building will
take into account gender and social inclusion and citizen participation.
2.4.3 TASK 3.3: SUPPORT COLLABORATION BETWEEN CENTRAL AND MUNICIPAL LEVELS
In the first quarter, after the activities under Task 3.2 are completed, the Country Managers/
Governance Advisors will organize collaborative workshops to clarify municipal budgeting and planning
processes, ensure harmonization between municipal and national WASH budget development, and
provide an opportunity for municipal governments to defend their plans and funding needs. The ISI
analyses revealed a weak linkage between central and communal programmatic frameworks, resulting in
a poor appreciation of the needs of municipalities. The objective of Task 3.3 is to structure a dialogue
between the two levels for better budgeting of state allocations to the municipalities. The Country
Managers/Governance Advisors will consider existing collaborative systems and processes involving the
deconcentrated state services, as well as the advocacy initiatives led by ANCB and UVICOCI for
increased central government support. In Bénin, with financial support from the Hygiene and Sanitation
Fund (formerly the Water Supply and Sanitation Collaborative Council), ANCB recently organized an
advocacy workshop to obtain increased funding from the Fonds d’Appui au Développement des Communes
(FADeC). In Côte d’Ivoire, this activity should take into account the national sanitation strategy
currently being developed.
2.4.4 TASK 3.4: IMPROVE MUNICIPAL SERVICE DELIVERY CAPACITY

Strengthening the enforcement of sanitation and environmental standards and laws is an essential activity
that helps increase community participation and demand for better services. In this context, the Country
Managers/Governance Advisors will work with the support of the DCOP and the Communications
Specialist to coach local elected officials on the effective application of the sector’s regulatory texts in
their territory by helping them plan and coordinate awareness campaigns on standards and laws, in
concert with other relevant administrations. In both countries, MuniWASH will advocate for the passage

of the public hygiene law and the adoption of the national urban wastewater and excreta sanitation
strategy. For example, in Benin MuniWASH will help ANCB carry out an advocacy campaign with the
authorities and the lawmakers. MuniWASH will also support the organization and facilitation of ANCB
and UVICOCI committees in charge of WASH on themes related to the needs identified in the target
communes ISPs, including gender and social inclusion aspects. MuniWASH will assist municipal
administrations and leaders in preparing year-end workshops for local stakeholders and an annual
progress report on the status of the sector.
2.4.5 TASK 3.5: INCREASE MUNICIPAL CAPACITY TO OVERSEE AND CONTRACT WITH
SERVICE PROVIDERS
A significant part of this task was accomplished with the implementation of the ISI process. The
feasibility studies also revealed that the municipalities have little or no role pertaining to the contracting
and overseeing of the contract with the service providers. The contracts are under the responsibility of
SONEB in Bénin and ONAD and ONEP in Côte d’Ivoire. The co-management of public water
distribution between the SONEB and the municipality is no longer pursued because of the inadequacy of
the business model of the private water service operators selected by the municipality. As for Côte
d’Ivoire, the contract between SODECI and the NGO Eau et Vie came to an end, and Eau et Vie is about
to close their activity by September 2021. This task is therefore partially moved under Task 3.1 and the
remaining addressed during the feasibility studies.
2.4.6 TASK 3.6: INCREASE CIVIL SOCIETY ENGAGEMENT IN WASH SERVICE DELIVERY
Civil society should play a central role in advocating for improved WASH service delivery with
municipalities and the central government, raising awareness, facilitating participatory decision-making,
and holding the government and service providers accountable. To better perform this role in such a
specific area as WASH, civil society needs to be strengthened in sector stakeholder identification and
communication and in demand generation and advocacy. Civil society engagement in WASH is also a
response to citizen participation in the formulation, implementation, monitoring, and oversight of local
development policies and initiatives. Under the supervision of the DCOP, Country Managers/
Governance Advisors will identify CSOs, including women’s organizations, to accompany them in
conducting advocacy on water and sanitation service delivery. With the support of consultants, they will
train the identified CSOs on civic engagement and gender and social inclusion planning. They will
organize workshops with CSOs on topics of common interest involving WASH stakeholders, as well as
training on advocacy and awareness campaigns. MuniWASH will build on the experiences of ANCB and
UVICOCI in conducting and coordinating capacity building in advocacy.
2.4.7 TASK 3.7: CONDUCT SOCIAL AUDITS OF WASH SERVICES

During Year 3, MuniWASH will use social audits to ensure that service delivery is equitable and
transparent and serves the needs of poor and underserved populations. Social audits enable citizens to
evaluate government performance and increase transparency in use and management of public resources
while officials who are monitored feel pressure to respond to constituent demands. MuniWASH will
advocate for women and youth on social audit teams, collect citizens feedback, and invest in community
empowerment to hold providers responsible for service quality. In Bénin, the Partenariat National de
l’Eau, a key stakeholder of MuniWASH, in coordination with Social Watch, has been implementing social
audits (accountability) in various municipalities for the rural WASH sector. While the rural approach is
different from urban approach, lessons learned from these activities will inform the MuniWASH social
Audits. In Bénin, MuniWASH will also work with the Commission Environnement, Eau et Assainissement of
ANCB that also provides meaningful insights and guidance in the sector. In Côte d’Ivoire, MuniWASH

will work with the DGDDL, UVICOCI, and targeted municipalities to implement social audits of WASH
services through the community-based organizations and advocate for its mainstreaming into laws.
This implementation of this task is under the leadership of Country Managers/Governance Advisors in
coordination with the project subcontractor PSI. The home office along with the GESI Specialist will also
support the implementation of this task.
2.4.8 TASK 3.8: CLARIFY AND STRENGTHEN THE WASH REGULATORY FRAMEWORK
Task 3.8 is related to Task 3.3 to support collaboration between central and municipal levels and is led
by the Country Managers/Governance Advisors. Through problem-solving sessions, stakeholders will
clarify WASH regulatory framework and identify required actions to strengthen it. Findings from the
feasibility study on the enabling environment will be used as supporting material to inform the sessions.
The activities will bring together WASH stakeholders to clarify their responsibilities and how to work
together to strengthen the WASH regulatory framework.
2.4.9 TASK 3.9: ENHANCE REGULATIONS GOVERNING MUNICIPAL MANAGEMENT OF

SERVICE PROVIDERS
Led by Country Managers/Governance Advisors, this activity is already covered by ISI and Task 3.2
focusing on strengthening municipal capacities in planning and budgeting.
Partners: ANCB, ARDCI, UVICOCI, Local Civil Society, and Training Organizations
3.1 Municipal WASH ISI assessment; annual monitoring 3 Q3–Q4
3.2 Municipal planning/budgeting training and WASH scale-up plans generated 3 Q1–Q4
annually
3.3 WASH advocacy workshops harmonize municipal planning processes with 3 Q1–Q4
central government
3.4 Municipal WASH plans monitored/coordinated and annual progress 3 Q2–Q4
reports/workshops
3.5 Combined with Task 3.1
3.6 CSO and networks trained and civil society engaged in WASH service delivery 3 Q1–Q3
3.7 Social audits of WASH services for poor and underserved communities 2 Q5–Q7
3.8 Clarify and strengthen the WASH regulatory framework (see Task 3.3) 3 Q1–Q4
3.9 Policy/regulatory frameworks strengthened to improve enabling environment 2 Q7–Q8
2.5 SERVICE AREA 4: REGIONAL LEARNING AND KNOWLEDGE SHARING

In Year 3, the MuniWASH Knowledge Management and Sharing team will focus on activities that bring
clear results in relation to the project’s indicators and disseminate that information with stakeholders
and wider audiences.
2.5.1 TASK 4.2: COLLECT AND DOCUMENT LESSONS LEARNED

The activities of collecting and documenting lessons learned will improve the production and
dissemination of learning notes on a large scale for the benefit of water and sanitation sector
professionals as well as the scientific community. The activities will be organized in two steps:
1. Support data collection through the MEL Plan (MELP), and answers questions defined by the
Learning Agenda; and

2. Develop and disseminate Municipal WASH Learning Notes.
Based on the Learning Agenda developed by the KSLA, the IR2 MuniWASH team will develop a Learning
Note on issues related to the operational reliability of water and sanitation providers. This Learning
Note, with the support of the Communications Specialist, will be disseminated on the different
platforms identified by the Project.
The first sub-activity will collect data to inform the learning questions in the Learning Agenda. The MEL
Specialist and KSLA will support the F&IA; Country Managers/Governance Advisors; ES/BPA in charge of
IRs1, 2, and 3; and the GESI Specialist to answer learning questions linked to each IR following the work
plan developed for Year 3. These activities will run from Q1–Q4. The data collected on the learning
topics will be used to produce Learning Notes that will be disseminated in partnership with AfWA.
Topics of interest to other sector actors identified by MuniWASH will also be addressed to contribute
to knowledge sharing activities. The KSLA and MuniWASH Communications Specialist, in partnership
with their AfWA counterparts, will work together to produce deliverables to be posted on the website
throughout the year. Task 4.2 will result in approximately 19 Learning Notes produced, validated, or in
progress by the end of the year. This corresponds to the expected target.
2.5.2 TASK 4.3: DOCUMENT AND DISSEMINATE INVESTMENT OPPORTUNITIES

This activity summarizes opportunities for the mobilization of funding. The documentation and
dissemination of investment opportunities will evolve according to the outcomes of IR1. A feasibility
study on the investment pipeline was conducted in Year 2; the results of this study revealed an absence
of mature projects ready for the pursuit of funding. Based upon the conclusions and the findings of the
feasibility study, MuniWASH will develop a new approach to support the mobilization of resources. The
project approach in Year 3 will center around the negotiation of a mandate, support the origination of
new projects, capitalize on calls for proposals and use benchmarking. These steps will address the
challenge of the identification of infrastructure projects which could be funded.
The KSLA will work with the F&IA to prepare mini-guides and prospectuses on investment
opportunities and financial models to be promoted to national, regional, and international partners. The
activity will begin in Q3 and run through the end of Year 3 (Y3Q3–Q4). As a result of the study, the IR2
team, with the support of the Communications Specialist, will develop a brochure to promote the
sector’s investment and profitable opportunities.
2.5.3 TASK 4.4: IMPLEMENT AN EFFECTIVE COMMUNICATION AND OUTREACH STRATEGY

During Year 3, the Communications Specialist will continue to implement the activities outlined in the
communication strategy developed during Year 1. This strategy identified target audiences and proposed
specialized types of content related to these audiences to increase the visibility of the project’s activities
while participating in the effective dissemination of learning materials produced by the MuniWASH
project according to the learning agenda developed by the KSLA.
Therefore, the Year 3 communication activities will focus on highlighting the impact of the MuniWASH
project in relation to the first three IRs of increased financial sustainability, improved operational
reliability, and improved governance and municipal management in the two target countries. For each IR,
the Communications Specialist will produce at least one blog post or success story each quarter on
project activities as well as on cross-cutting issues such as gender mainstreaming. These written
communication products will be published on the AfWA channels (AfWA website, AfWA Social
Networks, and AfWA News), the knowledge sharing platform, and “Share Water” magazine for learning
materials. MuniWASH will share the content developed with USAID missions including in Bénin and
Côte d’Ivoire for publication. The project will also assess the possibility of publishing the developed

content on additional channels such as websites and/or newsletters of MuniWASH stakeholders
(ministries, service providers, agencies, etc.). In line with the communications strategy, MuniWASH’s
Sustainable Sanitation Alliance (SuSanA) account will serve as secondary publishing channels for all
content produced and published on platforms such as AfWA and USAID. This approach aims to increase
the audience for these publications in order to reach a wider audience.
The Communications Specialist will lead the production of materials such as how-to guides for decision
makers on sector investment opportunities, the sector innovation catalog (Y3Q4), and more. During
Y3Q1, the Communications Specialist will oversee the production of the brochures and retail flyers
whose mock-ups were completed in Y2Q4 to increase MuniWASH’s visibility.
Based on the results of IR2 on improving the operational reliability of water and sanitation companies
and service providers, MuniWASH will produce a short impactful video in Y3Q4 that shows the
improved organizational and financial performance of water and sanitation operators and service
providers in Bénin and Côte d’Ivoire who benefited from the capacity building plan.
To generate interest in the water and sanitation sector among press and media professionals,
MuniWASH will organize an information workshop on key WASH sector concepts for networks of
journalists specializing in WASH issues in Bénin and Côte d’Ivoire (Y3Q2–Q3). These meetings will
serve to inform media actors the results achieved according to the project indicators for each IR to
demonstrate the gains made and raise questions about the gaps to be filled through the involvement of
journalists. The media has a key role to play in raising awareness and in the power of the information it
uses. Sustained media support to inform the general public but also to challenge decision-makers on
sector issues can serve to influence decision-makers to take greater ownership of water sector issues
and move the needle. The media can serve as a counterforce that places pressure on decision-makers.
2.5.4 TASK 4.5: PROVIDE OPPORTUNITIES FOR FORMAL LEARNING

Formal learning opportunities are detailed MuniWASH MELP. In Year 3, MuniWASH will organize
and/or participate in WASH sector events primarily in the African region or internationally. The team
will organize two national (at least one event in each country) and support two AfWA regional (at least
one involving stakeholders in two target countries, Bénin and Côte d’Ivoire) events. While the themes
to be disseminated during these learning events will be identified from MuniWASH’s activity calendar,
priority will be given to the following topics:
• Difficulties in accessing financing for sanitation providers;
• Municipal governance;
• Improving the performance of sanitation service providers; and
• Household satisfaction with services provided.
In partnership with AfWA, UVICOCI, and ANCB, the KSLA and the Communications Specialist (in
collaboration with the Country Managers/Governance Advisors, DCOP, and COP) will facilitate these
events.
In addition to national and regional events, MuniWASH will engage the networks of journalists in the
water and sanitation sector on communications and dissemination of its best practices. Public exchange
conferences will be organized in both countries with the participation of USAID. The events will be
organized under the leadership of MuniWASH. However, to give more visibility and get its message
across, MuniWASH will invite and promote these activities with AFWSA, PSI, and others. The events
will allow MuniWASH to share its experience and learn from other projects in water and sanitation
service delivery.
Organizing or participating in the formal learning events will contribute to the goal of organizing 19
events in Year 3 and providing three deliverables to USAID on the events. Of these events, 12 will be
dedicated to formal learning opportunities and will take place throughout Year 3.
2.5.5 TASK 4.6: FACILITATE PEER-TO-PEER LEARNING

In Year 3, MuniWASH will foster formal peer learning among municipalities through the
operationalization of the Municipal Community of Practice in partnership with UVICOCI and ANCB. As
municipalities are the main beneficiaries of the project, special attention is given to facilitating exchanges
between them. In addition to municipalities, service provider companies are also expected to learn from
each other. For better coordination between project teams, the KSLA supported by the Country
Managers/Governance Advisors (for improving municipal governance) and the ES/BPAs (for improving
the operational reliability of water and sanitation service providers) will ensure that from Y3Q2
onwards the target actors are engaged in organizing and participating in peer learning sessions.
For these municipal actors and service providers, MuniWASH will provide opportunities to share
experiences on successful and unsuccessful practices. For each actor, good practices will be documented
and disseminated for continuous improvement in their area of expertise. The project is planning seven
events to be organized for this peer learning activity during Year 3.
Partners: AfWA, ANCB, UVICOCI, Municipalities
4.2 WASH Learning Notes/how-to guides disseminated; communications products 3 Q1–Q4
created and distributed
4.3 Investment pipeline tracker developed, and investment opportunities 3 Q3–Q4
documented/shared
4.4 Communications and outreach strategy implemented with AfWA and 3 Q1–Q4
lessons/products shared
4.5 Opportunities for formal learning 3 Q1–Q4
4.6 Peer-to-peer learning 3 Q1–Q4
2.6 CROSS-CUTTING ASPECTS
2.6.1 GRANTS UNDER CONTRACT

MuniWASH will continue to manage the GUC funds to support grants that complement its technical
approach. Based on the findings of the feasibility studies and the ISI assessment, MuniWASH will
continue to identify the opportunities for GUC. The GUC fund will use diverse grant types (standard,
simplified, fixed award amount, and in-kind) based on grant dollar value, duration and nature of activity,
and grantee capacity.
During Year 3, MuniWASH will support service providers that have attained a certain level of maturity
in order to accelerate their development and growth. MuniWASH, with the support of the PSI team,
will define selection criteria that are gender-sensitive to select the list of businesses and activities that
are potentially eligible to GUC. This selection will be carried out on the database of service providers
whose capacity were strengthened under SSD. On the utility side, MuniWASH will work with SEGURA
to identify potential grant activities for the utilities, especially deriving from the SONEB PIP. As a result
of the needs identified in the ISPs, MuniWASH will continue the in-kind grant process started to provide
IT equipment to the 16 municipalities and the two umbrella associations in both countries.

This activity will be led by the COP to determine where grants will best contribute to the Activity
objectives. The Grants and Subcontracts Manager will oversee their management to ensure grantees
have needed systems and capacity in place. The COP will obtain approvals from USAID before awarding
grants. The GUC will have a special focus on evidence-based research on women.
2.6.2 GENDER EQUALITY

The recommendations of the institutional gender analysis in Côte d’Ivoire and Bénin were used to
create a gender strategy by MuniWASH’s Gender Specialist, which was then translated into an action
plan linked to the IR activities. Implementation of this document began in Year 2 in collaboration with
key project partners (technical ministries in charge of gender, WASH, decentralization; ANCB;
UVICOCI; and AfWA).
REVITALIZATION/ESTABLISHMENT OF GENDER UNITS
During the Year 3, with the support of the KSLA and the Country Managers/Governance Advisors,
MuniWASH will provide technical support to the gender units and gender focal points of public and
municipal services to foster gender-responsive governance. MuniWASH will continue to implement
work plans with the Gender Units of the Ministry of Hydraulics of République de Côte d’Ivoire (RCI),
the Ministry of Living Environment and Sustainable Development of Bénin (MCVDD), and the Gender
and Citizen Participation Commission of the ANCB.
MuniWASH’s GESI Specialist will develop trainings of trainers (ToT) on best practices in gender
mainstreaming and social inclusion in collaboration with the ministries in charge of gender issues in the
two countries of intervention and the AfWA. MuniWASH will conduct a capacity building needs
assessment of the Gender Units of the DGDDL and the Ministry of Water in Bénin. Based on the
results of the assessments, the project will work with these key partners to develop a work plan for
implementation in the last quarter of the Year 3. In addition, MuniWASH will support the ANCB’s
Gender and Citizen Participation Commission in organizing an annual session on gender, water, and
sanitation with local elected officials during the second quarter of Year 3. This task will strengthen the
gender and social inclusion capacities of 38 members of the Gender Units and gender focal points of the
public and municipal services.
TRAINING AND AWARENESS IN ENTREPRENEURSHIP AND TECHNICAL SKILLS FOR WASH SERVICE
PROVIDERS
Women have limited access and control over productive economic resources, which are barriers to
their success in the water and sanitation value chain. MuniWASH will seek to encourage more gender-
balanced participation in the provision of WASH services by targeting specific actions to benefit women
in the sector. To do this, the Gender Specialist will support the Business Performance and Support
Advisors in the first quarter of Year 3 to establish an updated gender database of WASH service
providers in the 16 municipalities in Bénin and Côte d’Ivoire. This database will allow us to better
understand gender gaps and adapt our approach as needed. MuniWASH will develop specific programs
for these women based on their needs to strengthen their technical and entrepreneurial skills. To
contribute to the achievement of the IR2 indicators, MuniWASH will work to deconstruct harmful social
norms that limit women’s participation in water and sanitation sector governance, both in terms of their
numbers and the quality of their participation. The gender specialist will design a module on gender and
social inclusion to be included in the training of WASH service providers. This will be done in line with
Task 2.2, Develop Tools and Resources to Support Service Providers’ Business Processes. These
activities will support the Year 3 target of improving the capacity of 15 percent of female WASH service
providers in Bénin and Côte d’Ivoire contributing toward a life of project target of 30 percent.

DEVELOP GENDER INITIATIVES IN WASH PUBLIC SERVICES AND MUNICIPALITIES TO PROMOTE GENDER
EQUALITY
MuniWASH’s GESI Specialist, KSLA, and Country Managers/Governance Advisors will work closely
together to implement gender initiatives for the promotion of gender equality in public and municipal
services.
The GESI Specialist will continue the initiative to operationalize the Ministry of Hydraulics’ Gender Unit
in Côte d’Ivoire. It will provide post-training coaching in order to promote a better appropriation of
gender mainstreaming approaches. Starting in Y3Q1, MuniWASH will provide technical support to the
Gender Unit to develop an Action Plan. In order to monitor progress on gender equality better,
MuniWASH will support the establishment of a monitoring, evaluation, and reporting mechanism. The
GESI Specialist, with the support of MEL Managers, will organize a training session and a series of
coaching sessions for members of the Gender Unit on the monitoring and evaluation component.
In addition, MuniWASH will work closely with the DGDDL Gender Unit and the Direction de la
Promotion du Genre et de l’Equité (DPGE) to establish gender focal points in the RCI’s eight municipalities.
MuniWASH will ensure that the gender focal points are trained in the best approaches to gender
mainstreaming and social inclusion; have a concrete mandate, a gender action plan, and adequate
resources; and are supported by senior management.
Given the male-dominated landscape of the water and sanitation sector, the Gender Specialist, the
ES/BPAs, and the F&IAs will develop an initiative to promote women’s entrepreneurship in WASH. As
formalization is a prerequisite for business support and performance, MuniWASH will work to facilitate
women entrepreneurs’ access to all the documentation, procedures, and toolkit structures in place to
lead them towards effective formalization. Informal management is one of the main challenges identified
within the WASH sector; the project will seek to build capacity in effective and strategic business
management to improve organizational and financial performance. In order to increase access to finance
for women entrepreneurs, MuniWASH will organize information sessions on the financial and/or
technical support mechanisms put in place by both the Beninese and Ivorian governments as part of
their SME development strategy, as well as by financing structures.
This task will be carried out in connection with Task 1.4 of IR1 and Task 2.1 of IR2. These activities will
contribute to the realization of one gender initiative out of three planned for the life of project.
2.6.3 SUSTAINABILITY
Sustainability will be achieved when regional and local systems continue to provide improved WASH
services beyond the life of Activity. MuniWASH will ensure sustainability by fostering investment,
strengthening service provider business practices, ensuring local ownership and government
participation, and supporting human and institutional capacity development. Whenever possible,
MuniWASH will work through and strengthen existing institutions rather than creating parallel
structures. MuniWASH will support USAID’s top-down and bottom-up approach that fosters regional
support to local entities and learning transfer from local entities to regional platforms for greater impact.
2.6.4 MANAGEMENT OF MISSION BUY-INS

The overall MuniWASH budget includes a $5 million buy-in to expand Activity’s service to other
countries in sub-Saharan Africa who are members of AfWA. Once USAID progresses in attracting
interest in the mission buy-ins from other regional countries, MuniWASH will leverage its Senior
Management Team and field additional long- and short-term technical assistance as needed, in
consultation with USAID. While non-senior management, long-term staff primarily focus on Côte
d’Ivoire and Bénin interventions, they will be available, as appropriate, for short-term assignments to

support buy-in tasks. Following introductions facilitated by the MuniWASH Task Order Contracting
Officer’s Representative (TOCOR), MuniWASH, led by the COP, will mobilize to coordinate additional
interventions with other interested USAID missions. Following USAID’s approval of a scope of work
developed with MuniWASH support for a buy-in request from the TOCOR, the MuniWASH team will
conduct at least one mission to a country for an assessment and design to ensure common
understanding with USAID Missions and host governments. Each buy-in will have an implementation plan
with deliverables, budget, and a management plan. Since activities will be diverse in scope, MuniWASH
will tailor the management structure for each additional country. The Activity will phase and layer
interventions that coincide with other partners and will participate in coordination bodies and working
groups to plan and leverage interventions effectively (e.g., World Bank and KfW infrastructure
investments).
2.6.5 ENVIRONMENTAL REVIEW, ENVIRONMENTAL MITIGATION AND MANAGEMENT PLAN,

AND CONSTRUCTION RISK REVIEW COMPLETED
MuniWASH interventions are mainly carried out in the 16 municipalities in Bénin and Côte d’Ivoire. As
the Activity does not directly build any infrastructure, the risks of environmental impact are greatly
minimized. However, with regard to the support to operators for the construction of latrines,
MuniWASH will ensure that environmental issues are taken into account in operator capacity building.
This approach will foster services providers’ awareness about environmental issues and its integration
into their intervention at households level. During Year 3, MuniWASH will update the Environmental
Review Report and related documents, including the Environmental Mitigation and Management Plan
(EMMP), and will include a summary of the site-specific environmental situation and host-country
requirements for tasks that are determined to have a moderate risk once intervention sites are
determined.
Annually, as part of the update to the MuniWASH MELP, MuniWASH will prepare an Environmental
Mitigation and Monitoring Report to be submitted to the TOCOR and the USAID Environmental
Compliance Database. This report will summarize the effectiveness of mitigation measures, issues
encountered, resolutions, and lessons learned. As appropriate, attachments such as site photos,
verification of local inspections, and product warranties should also be included. Additionally,
MuniWASH will report to USAID any developments associated with effective action relating to
environmental mitigation including with grantees throughout the year. Grantees under the MuniWASH
GUC program will be required to report on an EMMP specific to each grant. MuniWASH will also
include grantee environmental reporting in the annual MELP updates.
The MuniWASH EMMP table in the MuniWASH Monitoring, Evaluation and Learning Plan identifies
MuniWASH tasks from the PWS that are considered moderate environmental risks and have a negative
determination with conditions according to the initial environmental examination (IEE) Amendment #1.
These tasks include:
• Task 0.4, Implement GUC;
• Task 2.3, Improve Service Delivery and Quality of Customer Service; and
• Task 2.4, Expand and Diversify Pro-Poor Services.
The remaining tasks from the PWS are recommended for categorical exclusion pursuant to the
appropriate Reg. 216 citations (refer to Section 3.0 of IEE Amendment #1), thus excluding these
activities from further environmental review. MuniWASH will prepare site-specific EMMPs for each
construction site for approval of the TOCOR and Mission Environment Officer.

2.6.6 PLANNING AND REPORTING
COACHING AND MENTORING FOR PARTNERS
To ensure the quality of the data collected, the MEL team, in collaboration with the actors involved in
the production and consolidation of project data, will organize periodic monthly or quarterly coaching
sessions. These sessions will begin in February 2022 after the data collection tools have been provided
to water and sanitation service providers in the supported municipalities. The sessions will allow them
to discuss challenges and benefit from the experiences and good practices of others. Joint programmatic
site visits will also be organized for service providers. During these visits, the data collection tools will
be reviewed with the focal points, simulations will be carried out, and experiences of improving data
quality will be shared with each manager. By the end of Year 3, the focal points participating in these
sessions will be able to provide a document detailing the impact of the coaching on their ability to
collect and manage data.
ANNUAL PERFORMANCE REVIEW AND ACTIVITY PLANNING
At the end of Year 3, MuniWASH and all other stakeholders will review project progress with
representatives from the local USAID Missions and the USAID/West Africa Mission. The evaluation will
be based on the review of project reports, results from the monitoring system, and surveys of a sample
of target groups. The results of the annual performance review will be incorporated into the annual
report submitted to USAID. In addition, planning for the following year will be carried out.
Table 2.7: Cross Cutting Activities
Partners: PSI, SEGURA, AfWA, and Local Subcontractors
Description Year Quarter
Revitalization/establishment of gender units 3 Q1–Q4
Training and sensitization in entrepreneurship and technical skills for WASH 3 Q1–Q4
service providers
Development of three gender initiatives 3 Q1–Q4
Planning and reporting 3 Q2–Q4
Annual performance review 3 Q3–Q4

3.0 SCHEDULE AND MAJOR EVENTS
Table 3.1 summarizes MuniWASH’s key tasks and events through September 2022 that may require or
involve USAID participation or inputs. A Gantt chart of Year 3 tasks and activities by component with
responsible parties is provided in Appendix 1. Milestone activities and Year 3 contract deliverables are
presented in Appendix 2.
Table 3.1: Major MuniWASH Events in Fiscal Year (FY) 2022
Anticipated
Major Task/
Brief Description of Purpose Timing Support Required
Event
from USAID
Municipal Grant • IT equipment to municipalities in Côte d’Ivoire January 2022 Approve agenda and
Ceremony and in Bénin as part of the implementation of participant lists and
the ISPs attend the event at a
high-level
representation
(Ambassador, USAID
Country
Representative)
Municipal WASH • Re-assess capacity of municipalities using ISI August–
ISI methodology to measure progress September 2022
Municipal progress • Municipal progress report workshops October 2021–
report workshops • Planning and budgeting training (IR3) September 2022
• Contracting of WASH service providers
training
• Strengthening of WASH regulatory framework
Service providers • Bookkeeping/financial management training October 2021–
and utilities • Operational reliability workshops September 2022
trainings
CSO training • Civil society engagement October 2021–
September 2022
Social audit • WASH social audit October 2021–
September 2022
Financial institution • Business models for water and sanitation October 2021–
training • MFI staff training in Bénin September 2022
Develop and • Ensure that any operational or technical best October 2021– Review and approve
disseminate practices or lessons learned to promote September 2022 final Municipal WASH
municipal WASH WASH services are effectively synthesized and learning notes
learning notes distilled
Learning events • AfWA outreach strategy meetings October 2021–
• Intra-and inter-country learning events September 2022
• Annual learning event
• Conference on infrastructure investment
opportunities
Revitalization/ • Gender and social inclusion training in RCI January–March
establishment of with the DGDDL Gender Unit 2022
Gender Units • Gender and social inclusion training in RCI
with the municipalities’ gender focal points
• Support the organization of an annual session
on gender, water, and sanitation of the ANCB
Gender and Citizen Participation Committee

4.0 ANTICIPATED RISKS AND MITIGATION
Table 4.1 details anticipated MuniWASH risks in Year 3 and proposed mitigation measures. The
mitigation measures identify specific methods and interventions that MuniWASH will implement to
address potential risks and vulnerabilities. The team expects to identify additional risks and provide
mitigation measures throughout the life of the activity and will report on them in subsequent progress
reports. As the Annual work plan is updated each year, the MuniWASH team will assess the risks
anticipated for the next year’s tasks and associated activity indicators and provide updates to Table 4.1
as appropriate.
Table 4.1: Key Anticipated Risks for Year 3
Anticipated Risk Brief Description of Mitigation
COVID-19 pandemic The global pandemic that started to impact the project in March 2020 continues as of
the writing of this work plan. Most events and in-person activities were canceled or
postponed and all travel was initially canceled. The pandemic raises a lot of uncertainty
in the planning for Year 3 because the impact to activities, travel, meetings, workshops,
subcontracts, other direct costs, and mission buy-ins may all be affected. While the
infection rates remain relatively low in both Côte d’Ivoire and Bénin, the new variants
are serious threats and MuniWASH is taking the necessary measures to safeguard the
safety of the staff and continue to progress in the implementation of the project.
MuniWASH will maximize virtual engagements to the extent possible; outsource some
field activities when possible (e.g., surveys); reduce the duration and number of
participants in key stakeholder meetings held in-person; use social distancing, masks,
sanitizers, and other protective measures during in-person meetings; conduct in-person
meetings in outdoor or open-air settings when possible; and replace field visits and
STTA with online training when feasible. MuniWASH staff will also use Activity vehicles
to the maximum extent possible and will avoid riding in public transportation.
Sector corruption and Beginning with the municipal selection process, MuniWASH promoted a transparent
weak accountability approach for selection and engagement with municipalities. The MOUs signed with
municipalities define roles, responsibilities, and protocols for interaction. The activity
engages stakeholders to increase reform demand, work with champions to root out
predatory actors, and highlight successes.
Lack of buy-in and As mentioned, MOUs signed with municipalities define responsibilities and protocols for
political will interaction including requirements for municipal counterparts to engage with the
activity. The MOUs include a termination clause if the municipality shows a lack of
commitment and willingness after signing the agreement. Furthermore, MuniWASH will
be flexible, seize chances to positively influence the political process, engage partners
early in planning, and support opportunities to achieve early gains.
Inability to serve the The Activity took into account municipal selection criteria that prioritized the Activity’s
poor and underserved ability to impact poor and underserved populations. MOUs signed with municipalities
also specify goals to reach the poor and underserved. MuniWASH will advocate for
women, the poor, and underserved; provide technical assistance and material resources
to connect households with services; strengthen empowerment training and skills
development; and identify and support champions to lead their cause.
Instability associated MuniWASH will communicate frequently with USAID regarding impacts of upcoming
with political changes elections and possible changes in government counterparts.
and upcoming elections
Difficulties to recruit Retaining critical technical staff such as the Country Managers/Governance Advisors and
and retain qualified F&IAs is essential for keeping the technical activities moving forward, especially as
personnel at a MuniWASH operates during the global pandemic.
reasonable cost

Anticipated Risk Brief Description of Mitigation
Challenges working Working with the two utilities is key to make improvements in the water sector in both
with the government countries. In Côte d’Ivoire, the private company SODECI is implementing an exclusive
counterparts government concession to provide water and some sanitation service delivery in urban
areas. The company is overseen by the national potable water agency (ONEP) but has a
lot of latitude to implement their services. It appears to be indifferent to external
technical assistance, and it has been difficult for MuniWASH to gain traction with them.
The water sector in Bénin is in the middle of ongoing reform. The Ministry of Water
plans to use a management contract to run the national utility providing water and
sanitation services, SONEB. While not much has changed so far, MuniWASH remains
cognizant that the relationship with the contractor will affect how MuniWASH engages
with the utility.
To achieve its objective, the collaboration with ONAD is critical to MuniWASH. A lack
of buy-in, collaboration, or support from ONAD will create challenges to achieve the
expected results. MuniWASH believes that it is beneficial for the USAID missions and
the Ministry of Sanitation to intervene. A high-level meeting or advocacy will help
overcome this major obstacle.
Value-Added Tax VAT exemption in Côte d’Ivoire was put on hold while the government agency in
(VAT) exoneration charge of overseeing it de-prioritized foreign tax exonerations during the COVID-19
pandemic. The VAT exoneration process in Bénin is arduous, as there is no blanket tax
exemption provided through a bilateral agreement with the United States Government
(USG) and the Government of Bénin. Procurements often need an additional three to
four weeks of lead time to have USAID process each individual procurement for the
vendor. MuniWASH tries to use vendors that agree to remove VAT before delivery of
goods, but it is not always possible.

5.0 MONITORING, EVALUATION, AND
LEARNING
The MELP will be revised and updated annually in conjunction with the annual work plan. However, at
the writing of the Year 3 work plan, the initial MELP was formally approved. Therefore, the anticipated
first review of the MELP will be completed in conjunction with the annual work plan for Year 3.
Following the selection of municipalities and the feasibility study, the project will take a broad view of
the actual activities to be undertaken for each of the 16 intervention municipalities and will be used to
examine the environmental risks associated with its intervention. The EMMP will be updated as needed
considering the environmental impact anticipated during the conduct of specific activities. Updates will
be described in the quarterly reports.
5.1 TRAINING OF STAFF AND PARTNERS FOR THE DEPLOYMENT OF THE MEL SYSTEM
To ensure a good understanding of the MEL system and to guarantee the correct use of data collection
tools, the MEL Managers will review and validate the routine data collection tools and identify the
service providers and focal points responsible for the data with the technical staff. The realization of
these different tasks will be followed by the assessment of the partners’ data management systems and
tools (registers, tablets, internet data, etc.). Before the start of the data collection process, MuniWASH
staff and partners responsible for data collection (service providers) will be trained in the application of
the project’s MEL system. At the end of training, each partner will understand the data production
process.
5.2 INTERNAL DATA REVIEW

This activity applies a collaborative, learning, and adaptive (CLA) approach to project management.
MuniWASH will conduct quarterly data reviews prior to quarterly reporting. This review will be
organized by the MEL managers with the participation of the technical team and the focal points
responsible for data collection. This activity will allow them to discuss any issues or concerns that may
affect data quality. The analysis will also focus on the limits of the data for a better contextualization and
interpretation. During these quarterly data validation sessions, a specific theme on CLA management
may be identified and capacities will be strengthened as needed. The organization of these quarterly
reviews with the technical staff will promote a better quality of service delivery. MuniWASH will then
obtain more precise, complete, and consistent information, thus strengthening the reliability and
integrity of the reports that will be produced based on the monitoring results.
5.3 PERFORM ROUTINE DATA COLLECTION AND REPORTING

Data collection will focus on project indicators. The MEL team will use the Solstice platform to manage
the data collected. As part of this activity, a routine collection mission will be organized on a monthly or
quarterly basis by the MEL team or the data collection focal points. A routine collection mission will be
organized monthly by the MEL team in order to make available data from the services of WASH
partners. The data to be collected will cover the period from the 21st of the previous month to the 20th
of the current month. The collection will be followed by the clearance and validation of data with those
responsible for primary collection. The MEL team will calculate the project performance indicators on
the basis of the validated data. This data will be used to develop and update a dashboard to share
information useful for management and decision-making. It will be shared with the technical team to
improve the quality of the WASH intervention.

In addition, interactive sessions for updating face-to-face and online will be organized periodically to
strengthen the capacities of the actors involved in the production of data. They will be recorded and a
link will be shared with all collection agents so that they can access them if necessary.
5.4 CONDUCTING THE DQA WITH SERVICE PROVIDERS

This activity is part of the quality assurance of the project data. It will be organized biannually with
companies in the water and sanitation sector to prepare the internal data quality assessment (DQA)
conducted by the Director of Monitoring, Evaluation, and Learning at headquarters. It will begin with a
preparatory phase during which the MEL team will take care of administrative tasks (sampling, updating
tools, etc.) Then, it will carry out a field trip to verify compliance (internal and external consistency
where applicable) of data shared with a sample of service providers. A data quality assessment report
will be produced. The identified corrective actions will be used to update the data collection system.
5.5 EVALUATION SURVEY

This activity will determine the improvement in the indicators, as well as their disaggregation in relation
to the development of the activities of IRs 1 and 2. It will be carried out on an annual basis with the
involvement of the municipalities. Thus, MuniWASH will carry out the household and household
satisfaction survey as well as performance evaluations of companies providing water and sanitation
services.
5.6 ANNUAL PARTICIPATORY PLANNING AND PERFORMANCE REVIEW OF THE PROJECT

This is an activity of accountability to the institutional partners of the project. It is part of the use of key
practices developed by MuniWASH throughout the project cycle through the encouragement of CLA
recommended by USAID. Organizing this activity annually will also allow all stakeholders to reflect with
MuniWASH staff more deliberately on how to plan and implement WASH interventions in accordance
with changes in the context. To prepare for this activity, the MEL team will collect and consolidate
annual data and calculate project performance indicators. The analysis of achievements will make it
possible to share with partners the levels achieved as well as the lessons learned. The feedback from the
organization of this knowledge sharing and learning event will allow the project to improve management
in light of the changing context.
TABLE 5.1: INDICATORS AND TARGETS FOR YEAR 3
Indicator Disaggregation Baseline Year 3 Target
Objective: Improved and expanded urban water and sanitation services in Bénin and Côte d’Ivoire that fill critical
needs and reach poor and underserved populations through support to city governments, sanitation
directorates, utilities, and other relevant institutions
CIV: 17250
O.1 # of people receiving improved service Men: 8453
quality from an existing basic drinking or Women : 8798
Country, Sex, Age, 25,000
safely managed water service as a result of 0
Wealth Quintile
USG assistance Bénin: 7750
(HL.8.1-3) Men: 4030
Women: 3720
CIV: 13800
Men: 6762
O.2 # of people receiving improved
Country, Sex, Age, 20,000 Women : 7038
sanitation service quality from an existing 0
Wealth Quintile
limited or basic service (HL.8.2-7)
Bénin: 6200
Men: 3224

Women: 2976
O.3 # of water and sanitation sector
institutions strengthened to manage water Country, Sector, CIV: 9
18
resources or improve water supply and Institution Scale, 0 Bénin: 9
sanitation services as a result of USG Municipality
assistance (HL.8.3-3)
CIV: 19
O.4 # of persons trained with USG
Male:
assistance to advance outcomes consistent
Female:
with gender equality or female Country, Sex, Age, Job 38
0
empowerment through their roles in Type
Bénin: 19
public or private sector institutions or
Male:
organizations (GNDR-8)
Female:
O.5 % of female participants in USG-
CIV: 10%
assisted programs designed to increase Country, Age,
access to productive economic resources Numerator, 0 10%
Bénin: 10%
(assets, credit, income, or employment) Denominator
(GNDR-2)
O.6 # of initiatives, programs, and
practices implemented by utilities and CIV: 1
Country, Stage 0 1
WASH sector entities to promote gender Bénin: 1
equality
IR 1: Increased financial sustainability of and private sector investment in water and sanitation utilities/service
providers
CIV: 15%
1.1: % increase in water utility and Country, Municipality,
TBD 15% Bénin: 15%
sanitation service delivery revenue Service
1.2: Water utility and sanitation enterprise Country, Municipality, CIV: 85%
80% 85%
collection rate Service Bénin: 85%
Sector, Country,
Funding Source
1.3: Value of new funding mobilized to the W: $0 W: $0
(domestic or 0
water and sanitation sectors as a result of S: $0 S: $0
international), Funding
USG assistance (HL.8.4-1) E: $0M E: $0M
Type (public, donor, or
private)
IR 2: Improved operational reliability of water and sanitation utilities/service providers
Country (CIV or CIV: 5%
2.1: % improvement on Customer Service
Bénin), Sector, TBD 5% >BL Bénin: 5%
Survey baseline
Municipality
Country (CIV or
2.2: # of sanitation and water enterprises CIV: 50
Bénin), Sector, TBD 100
strengthened Bénin: 50
Municipality
IR 3: Enhanced water and sanitation sector governance and management capacity at the municipal level
Country (CIV or
Bénin), Municipality,
3.1: Percent of USG-assisted organizations CIV: 50%
Numerator, 0% 50%
with improved performance (CBLD-9) Bénin: 50%
Denominator, Type of
organization
3.2: % change in budget appropriations for Country (CIV or
TBD TBD NA
WASH by targeted local governments Bénin), Municipality
IR 4: Increased regional learning and knowledge sharing to replicate successful approaches
4.1: # of learning events to discuss CIV: 10
Country 0 20
learning, practice adaptive management, Bénin: 10

and increase dissemination of lessons
learned
4.2: # of Municipal WASH learning notes
CIV: 4
and how-to guides co-branded with AfWA Country 0 8
Bénin: 4
disseminated

6.0 STAFFING AND PROJECT
MANAGEMENT
The following section describes the approach to staffing and management of the MuniWASH Activity
during Year 3 including the proposed personnel and the overall project management approach.
6.1 ORGANIZATIONAL CHART AND SENIOR PROGRAM STAFFING PLAN

The organizational chart below (Figure 6.1) depicts the roles, lines of reporting, and physical location of
all full-time staff. Staff titles and major duties are outlined in the MuniWASH Management Plan. Team
members performing parallel functions in Côte d’Ivoire and Bénin will work closely with the DCOP to
coordinate efforts as appropriate and tailor activities to country-specific needs.
Figure 6.1: Staffing Plan of Senior Technical Staff
As of mid-July 2021, MuniWASH has recruited most of the full-time technical and support positions
based in Abidjan and Cotonou. Only the position of the Finance and Investment Advisor in Côte d’Ivoire

is vacant. The MuniWASH team continues to look for options and a backup plan to be fully staffed by
September 2021.
6.2 CONSULTANTS AND IN-HOUSE STTA

In Year 3, MuniWASH anticipates engaging international and/or local STTA to provide strategic technical
guidance and produce discrete deliverables in several technical areas. These include:
• Utility Performance Expert: An expert in water service provider capacity building will build the
capacity of the utility using the results of the PIP;
• Sanitation Market Expert: An expert in market dynamics analysis will investigate and estimate target
market size and review supply and demand issues;
• Policy and Regulatory Expert: Local experts to support advocacy for target policy and regulatory
reforms needed in the sector;
• Knowledge Management and Communication Expert;
• Civil Society Engagement Expert: Local consultant to accompany and build the capacity of CSOs on
civic engagement and implementation of advocacy on WASH;
• Social Audit Expert;
• Consultant to facilitate the multi-party agreements: Organize discussion and the establishment of a
collaboration framework with a roadmap/workplan;
• Consultant RACE approach: Training to service providers;
• Service Providers Performance Expert; and
• Facilitators for major technical workshops and events.
6.3 SUBCONTRACTING PARTNERS

MuniWASH will continue to use partners with relevant technical experience and relationships in West
Africa including PSI and SEGURA Consulting. MuniWASH will also draw support from additional
subcontractors and grantees for discreet tasks, such as surveys, small business acceleration, and public
outreach campaigns.
6.4 COMMUNICATION WITH USAID AND AFWA

The COP continues to be the main point of contact for all USAID offices to maximize collaboration and
ensure regular consultation with USAID/West Africa and USAID/Bénin and to be accessible to
USAID/Côte d’Ivoire. When not meeting in person, communications will be anchored by regular contact
through email, phone, etc. MuniWASH will invite USAID stakeholders, including AfWA, to annual work
planning meetings to ensure alignment with other USAID priorities and activities. The KSLA, based in
Abidjan, continues to serve as the main point of contact with AfWA.
MuniWASH maintains regular bi-weekly check-in meetings between the COP and the TOCOR,
Alternate COR, as well as the USAID Mission points of contact for Côte d’Ivoire and Bénin. These calls
provide USAID updates on progress (management and technical), anticipate any Contracting Officer
(CO) or TOCOR approvals that are in the pipeline, share lessons learned, and ensure the Activity is in-
tune to other happenings within the Mission.

7.0 BUDGET
[Redacted]

APPENDIX 1: SCHEDULE OF ACTIVITIES, OCTOBER 2021–
SEPTEMBER 2020
Collaborators (MuniWASH Responsible Party
Task O N D J F M A M J J A S
Partners, Government, Etc.) (MuniWASH Team Lead)
1 IR 0 - SERVICES/TASKS REQUIRED
1.01 Task 0.2. Prepare feasibility studies
Incorporate Comments, finalize and disseminate Project stakeholders, USAID DCOP, CMs
Task 0.3. Negotiate memoranda of understanding
1.02
(MOUs)
Annual Municipality Progress Report (due each December) - Selected municipalities, ANCB,
DCOP, CMs
Include in Q1 Report UVICOCI
IR 1: INCREASED FINANCIAL SUSTAINABILITY OF AND PRIVATE SECTOR INVESTMENT IN WATER AND SANITATION
2
UTILITIES/SERVICE PROVIDERS
Task 1.1. Assess financial performance and business
2.01
models
Sanitation
Finalize and validate the Performance Improvement Plans Private service providers, AfWA, RCI CM, Bénin CM, F&IAs,
(PIP) for services providers PSI ES/BPAs, GESI Specialist
Finalize the Enterprise Capacity Building Tool - ECBT (in MELs, ES/BPA; CMs, DCOP;
Y2Q4) SMA; SSDS
Organize the selection of services providers that will
ES/BPAs, DCOP, CMs, SMA,
benefit from MuniWASH support using the ECBT (Starts Private service providers
SSDS
in Y2Q4)
Review and validate the PIP (Starts in Y2Q4) Private service providers;
ONAD, DAUD in Côte d’Ivoire ES/BPAs, DCOP, CMs, SMA,
and DAVU in Bénin, SONEB, SSDS
SGDS, Min. of Health in Bénin
Water
Finalize the capacity assessment of the water and sanitation
utility in Bénin - SONEB (to be completed in Y2Q4)
Assist SONEB in formulating Performance Improvement Plan
2.02 Task 1.2. Build capacity of water utilities
Facilitate multi-party agreements among utilities, Selected municipalities, SODECI, COP, DCOP, RCI CM, Bénin
municipalities, and asset owners SONEB CM
Develop the scope of work with stakeholders including
the municipal decentralized service units
Organize discussion and the establishment of a Utilities, municipalities, FI, ESBPA, CMs, DCOP,
collaboration framework with a roadmap/workplan decentralized service units Consultants

Advise and train utilities on best practices for commercial SODECI, SONEB, SEGURA, ES/BPAs, F&IAs, GESI
performance, including gender equity and leadership training STTA Specialist
Performance Improvement Plan - Implementation
Task 1.3. Improve financial viability of WASH
2.03
utilities and service providers
Develop and implement a coaching plan for partner
entrepreneurs (Field coaching to monitor modules Training centers, CePEPE ES/BPAs, SMA
dispensed)
Task 1.4. Provide financial support to the sanitation
2.04
sector
Assist providers to prepare a business plan and mobilizing
financing (Business plan et business model) Fonds de Garantie et de Crédit aux
Development of TORs for the recruitment of PME (Ministère des PME) /
firms/consultants APSFD-CI /Microfinance
F&IA, ESBPAs, SMAs
Publication and selection of the firm/consultant Institutions/ Islamic Finance
Training and assistance in the development of business Institutions; FONAGA,
plans FAGACE, CePEPE, Consultants
Assistance/coaching in finance mobilization
Strengthen business management capacities (Planning, HR,
Operations management, Simplified accounting, Taxation,
GERME (Gérez Mieux votre Entreprise), financial
intelligence, quality assurance, etc.)
Development of training modules on the themes UNEAM BENIN, AviPro Bénin,
selected in the PAPs Services communaux de promotion ESBPA, SMAs, Consultants
des PME
Recruit a firm for capacity building (HR, Simplified
PSI ESBPAs
accounting, Operations management, etc.)
Logistics preparation and implementation of training
UNEAM BENIN, AviPro Bénin,
sessions (series of training workshops related to the
Services communaux de promotion ESBPA, SMAs, Consultants
effective and strategic management of companies) by
des PME
municipality
Post-training follow-up (see line 54) UNEAM BENIN, AviPro Bénin,
Services communaux de promotion ESBPA, SMAs, Consultants
des PME
Organize information sessions on the financial support Fonds de Garantie et de Crédit aux
mechanisms available (eligibility conditions, access, etc.) PME (Ministère des PME) /
APSFD-CI /Microfinance/ F&IA, ESBPAs, SMAs, CMs
Finance islamique, Fonds
National de la Microfinance
Task 1.5. Facilitate increased investment in WASH
2.05
services

Negotiate mandate to fundraise on behalf of the government Sectoral ministries, Ministry of
Economy and Finance (and its
F&IA
branches), SONEB, DAVU,
ONAD, ONEP
Create partnerships with financial institutions for projects
F&IA
origination, structuring, technical assistance
Map DFI strategies for the sector for both countries F&IA
Monitor and Identify calls for proposals F&IA
Benchmark of similar initiatives in the sub region Water, Sanitation, and Health
Finance (WASH-FIN) Project, F&IA
SONEB, DAVU, ONAD, ONEP
Task 1.7. Expand service provider and customer
2.06
access to financial products
Organize training for MFIs and commercial banks in MFIs, commercial investors,
F&IAs
sanitation service business model viability STTA
Organize three (3) information workshops for MFIs and APSFD-CI; Consortium ALAFIA,
commercial banks on the opportunities and business all available microfinance F&IAs, ESBPAs/SMAs/CMs
model of companies in the WASH sector institutions, commercial banks
Conduct advocacy for the effectiveness of financial products
PSI, DAVU, ONAD
dedicated to the WASH sector
Organize a meeting with the microfinance umbrella to (i)
APSFD-CI, Consortium Alafia,
discuss the opportunity to design specific products
Agence de Surveillance des F&IAs, ESBPAs/SMAs/CMs
dedicated to the WASH sector and (ii) seek its support
Systèmes Financiers Décentralisés
for the mobilization of DFSs on the issue.
Organize a brainstorming workshop on the design of
APSFD-CI, Consortium Alafia,
financial products dedicated to WASH with all
Agence de Surveillance des F&IAs, ESBPAs/SMAs/CMs
microfinance companies, with the support of the
Systèmes Financiers Décentralisés
umbrella organization.
Follow up for the implementation of products
Sensitize MFIs to re-study consumer credit products to
PSI, DAVU, ONAD
develop and promote sanitation credit
3 IR 2: IMPROVED OPERATIONAL RELIABILITY OF WATER AND SANITATION UTILITIES/SERVICE PROVIDERS
Task 2.2. Improve service provider business
3.01
processes
Support the formalization of water and sanitation companies
(GIE, SARL, etc.)
Organize workshops to (i) sensitize on the importance
and advantages of formalization, and (ii) present the
CM/SMA, ES/BPA
creation procedure, as well as the specificities of the
different legal forms (one workshop per municipality)

Monitor and educate providers to formalize APIEx; Support services for the
promotion of micro-enterprises ES/BPA
in the municipalities; SMA; CM
Support service providers to promote sanitation products
Define a new sales model for sanitation products (Find
an alternative to the CCA-based model + involve health MPME, Mairies PSI
police officers and social intermediation agents)
Support the private sector in the process of importing COP, DCOP, CMs, SGPM,
ES/BPAs
raw materials (SatoPan, etc.) SMAs, PSI
Train / retrain entrepreneurs, their business providers,
social intermediation agents and mobilizers on the
MPME, Mairies PSI
creation of demand following the RACE approach (Result
= Attitude + Competence + Efforts)
Post-training follow-up on the creation of demand
RACE consultant trainer ES/BPAs
following RACE
Organize a proximity campaign with VSEs and their Mairies, Decentralized Service
SMA
mobilizers to encourage the creation of demand Units
Support the State in its policy of improving the quality of
works with a precision of attributions, roles,
responsibilities, capacities and the expression of the Municipalities, Decentralized
needs of municipal and government actors (decentralized Service Units, Ministries, SMA
services) in the supervision / coaching of VSEs on the ONAD, DAR, DAUD, UVICOCI
control of norms and quality standards of sanitation
products
Train ES / BPAs on the GERME program ES/BPAs, SMAs, CMs
Involve ES / BPAs in the GERME training program
COP, CMs, DCOP, ES/BPAs,
(Objective: to equip them for the training and support of
SMAs
service providers in business management)
Develop hands-on training and technology- and video-based
AfWA, PSI KSLA, ES/BPAs, SMAs, SSDS
trainings for service providers
Train MFI agents who promote sanitation-based financial KSLA, SMAs, F&IAs, Comms
MFIs, PSI
products (See Task 1.7) Specialist
Establish women’s task force/gender focal points to Utilities, service providers, PSI, ES/BPAs, SMAs, GESI
review hiring/promotion criteria/other disparities AfWA Specialist
Identify capacity needs to improve business practices of Utilities, service providers,
ES/BPA, SMAs, SSDS
water and sanitation utilities and service providers SEGURA
AfWA, training centers,
KSLA, ES/BPAs, SMAs, SSDS
Develop ToT programs with training centers and AfWA SEGURA
Task 2.3. Improve service delivery and quality of
3.02
customer service

Contribute to the popularization and redefinition (if
necessary) of the criteria for exercising the emptying activity
(job description, approval)
Support private providers to improve the quality of their
products and services
Develop and edit a hygienic and secure emptying guide /
DAVU, DPHAB, SGDS PSI, ES/BPAs,
protocol
Recycle / train emptiers on hygienic and secure emptying DAVU, DPHAB, SGDS PSI, ES/BPAs,
Provide and train municipal stakeholders (Technical
ANCB, DPHAB, Mairies; COP,
Service) with quality control tools for sanitation PSI, ES/BPAs,
DCOP, CMs
products
Set up the directory of operators of sanitation products / Mairies, operateurs de vidange,
services in the municipalities of the project services deconcentrés, ONAD
Experimentation with an application (mobile platform) to Mairies, operateurs de vidange,
facilitate sanitation services services deconcentrés, ONAD
Facilitate unannounced checks of emptying service providers
CMs ESBPA, SSDS et du SMA
(See IR3)
Facilitate the transfer process of the emptying call center and
strengthen the technical and operational capacities of the
identified private operator
Carry out an in-depth diagnosis of the technical
AViPro, Allo Bénin Vidange, PSI, ES/BPAs,
capacities of the private operator
Support the improvement of the business model and
AViPro, DAVU, Allo Bénin
facilitate negotiations between emptiers and the private PSI, ES/BPAs,
Vidange,
operator
Strengthen the gaps of the private operator in terms of AViPro, DAVU, Allo Bénin
PSI, ES/BPAs,
technical and operational capacities Vidange,
Assist service providers to explore mobile technologies for
MPME, Mairies PSI, ES/BPAs,
customer complaints
3.03 Task 2.4. Expand and diversify pro-poor services PSI
Development Of A Sanitation Product: Biodigester / Septic
DPHAB, MPME, Mairie PSI
Tank
BIODIGESTER / SEPTIC TANK TECHNICAL FEASIBILITY TEST DPHAB, MPME, Mairie PSI
Consult with sectoral ministries on the introduction of
biodigesters in the range of sanitation technologies to be DPHAB, MPME, Mairie PSI
promoted
Contact and discuss with the promoters of the
biodigester in Ghana
Initiate a learning mission on biodigesters in Ghana DPHAB, MPME, Mairie PSI
Develop technical data sheets (biodigester / septic tank)
and a test protocol

Organize a workshop to validate the test protocol with
government and municipal stakeholders
Install 2 to 3 prototypes in pilot households DPHAB, MPME, Mairie PSI
ACCEPTABILITY TEST DPHAB, MPME, Mairie PSI
Develop monitoring and observation sheets for installed
prototypes
Organize joint supervision visits with government and
municipal actors
Follow the pilot households over 6 months and make the
necessary adjustments to the prototype
Develop the prototype acceptability report DPHAB, MPME, Mairie PSI
FINANCIAL SUSTAINABILITY TEST DPHAB, MPME, Mairie PSI
Develop a viable business model for the biodigester /
plastic septic tank (Develop commercial and financial DPHAB, MPME, Mairie PSI
model projects in collaboration with TPEs)
Elaborate the profit and lost of the implementation of
prototypes
CATALOG OF TECHNOLOGICAL INNOVATIONS DPHAB, MPME, Mairie PSI
Task 2.5. Improve enabling business operating
3.04
Environment
Support the organizational and institutional structuring of
existing service provider associations (UNEAM BENIN,
AViPro Bénin, FENAVICI, GIE SAVB, etc.)
Organize a training seminar on effective association ONAD, AVIPro Bénin, UNEAM
ESBPAs/SMAs/CMs
organization and management Bénin
Organize a workshop on administrative formalities, ONAD, AVIPro Bénin, UNEAM
ESBPAs/SMAs/CMs
rights and obligations, etc. NGOs Bénin
Coach association managers in the formalization of their ONAD, AVIPro Bénin, UNEAM
ESBPAs/SMAs/CMs
NGO creation project Bénin
Contribute to the popularization of legislation on water,
hygiene and sanitation and the law on Promotion and
Development of SMEs as well as the provisions of finance
laws that promote private investment for the benefit of
service providers and their associations.
Organize information sessions on water and sanitation
ESBPAs/SMAs/CMs
sector regulations
ONAD, DAUD, DGDU, AVIPro
Organize the popularization of the Law on Promotion
Bénin, UNEAM Bénin; APIEx,
and Development of SMEs as well as the provisions of ESBPAs/SMAs/CMs
finance laws that promote private investment
4 IR 3: ENHANCED WATER AND SANITATION SECTOR GOVERNANCE AND MANAGEMENT CAPACITY AT THE MUNICIPAL LEVEL

Task 3.1. Implement Municipal WASH Institutional
4.01
Strengthening Index (ISI)
Annual Monitoring and update of the ISP Selected Municipalities, OSC,
DGCL, DGDDL, UVICOCI, CM, DCOP
ANCB, SDE, SONEB, SODECI
Workshops in 16 Municipalities
Task 3.2. Build municipal capacity in planning and
4.02
budgeting
4 municipalities, SONEB, ANCB,
Train municipalities to convene stakeholders, review water DAUD, DGDU, DPHAB,
DCOP, RCI CM, Bénin CM
and sanitation access gaps, and create budgets and DGEau, CONAFIL, Directions du
monitoring plans Budget
Assist municipalities to generate service scale-up plans, Selected municipalities, DGDDL,
including testing in underserved areas Ministère de la Décentralisation et
de la Gouvernance Locale, SONEB,
DCOP, RCI CM, Bénin CM
ANCB, DAUD, DGDU, DPHAB,
DGEau, CONAFIL, Directions du
Budget
Support the ANCB and UVICOCI in setting up WASH
projects (training workshop in collaboration with the ANCB, UVICOCI, Consultants CM, DCOP
umbrella organizations)
Conduct an advocacy to increase State allocations to Municipalities, CONAFIL,
CM, DCOP
municipalities, in the WASH sector ANCB, UVICOCI
Exchange and define the advocacy strategy with
stakeholders (Register as a theme for the EA / Advocacy
commission session of the ANCB and UVICOCI to be
organized) along with a roadmap
Implement the roadmap ANCB, UVICOCI CM, DCOP, Comm Specialist
Task 3.3. Support collaboration between central and
municipal levels
Conduct collaborative workshops to provide clarity on Municipalities, DGIHH, DAUD,
municipal budgeting (WASH advocacy workshops harmonize DGDDL, DG Eau, DGCL,
DCOP, RCI CM, Bénin CM,
4.03 planning processes with central government) AfWA, SONEB, SODECI,
Facilitators
DGDU, CONAFIL, UVICOCI,
ANCB, ONAD, ONEP
Identify existing frameworks
Organize collaborative workshops and provide them
with a work plan
4.04 Task 3.4. Improve municipal service delivery capacity

Advocate for the passage of the law on public hygiene and
Selected municipalities, ANCB,
the national strategy for sanitation of wastewater and
UVICOCI, ONAD
excreta in urban areas
Coaching of Municipalities for the application of texts Selected municipalities, STTA,
regulating the management of wastewater and faecal sludge Services Deconcentres de l’Etat, CM, DCOP, SMA, SSDS
(ODF) ANCB, UVICOCI
Support the Water, Hygiene and Sanitation commissions of
UVICOCI, ANCB, Selected
the ANCB, UVICOCI in improving the WASH services of CM, DCOP, SMA, SSDS
Municipalities
the Target Municipalities
Task 3.6. Increase civil society engagement in WASH
4.06
service delivery
Train CSOs and networks on civil engagement activities, Selected municipalities, RCI CM, Bénin CM, Comms
integrating gender and social inclusion planning (plaidoyer) UVICOCI, ANCB, STTA Specialist, GESI Specialist
Enhance civil engagement in the municipalities involving Selected Municipalities, CSOs,
WASH consumer associations ACEP, Faitieres
Organize workshops with CSOs for stakeholder mapping Selected municipalities, RCI CM, Bénin CM, GESI
and for training on advocacy and awareness UVICOCI, ANCB, STTA Specialist
4.07 Task 3.7. Conduct social audits of WASH service
Conduct social audits of water and sanitation services to
Selected municipalities, utilities, RCI CM, Bénin CM, GESI
evaluate accessibility and equity in poor and underserved
service providers Specialist, home office STTA
areas, emphasizing gender disparities
IR 4: INCREASED REGIONAL LEARNING AND
5.00 KNOWLEDGE SHARING TO REPLICATE
SUCCESSFUL APPROACHES
5.01 Task 4.2. Collect and document lessons learned
Support data collection useful to end users through MELP,
KSLA, MEL
and answers questions defined by the learning agenda;
Develop Municipal WASH Learning Notes USAID, AfWA KSLA, Comms Specialist
Develop and disseminate Municipal WASH Learning Notes USAID, AfWA KSLA, Comms Specialist
Task 4.3. Document and disseminate investment
5.02
opportunities
MFIs, development finance
F&IA, KSLA, Comms
Prepare investment opportunity pipeline documents and institutions, commercial
Specialist
tracker and disseminate to potential investors investors, service providers, PSI
F&IA, KSLA, Comms
Prepare documents and prospectuses on investment institutions, commercial
Specialist
opportunities and financial models investors, service providers, PSI
F&IA, KSLA, Comms
Investment opportunities on Fecal sludge Management institutions, commercial
Specialist
documentation investors, service providers, PSI

F&IA, KSLA, Comms
Investment opportunities on water treatment and analysis institutions, commercial
Specialist
documentation investors, service providers, PSI
Task 4.4. Develop and implement an effective
5.03
communication and outreach strategy
Comms Specialist, COP,
USAID, AfWA
Production of communication materials and tools KSLA
Publication (articles or blog) on project activities USAID, AfWA KSLA, Comms Specialist
Produce an updated version of the factsheets in two copies USAID, AfWA KSLA, Comms Specialist
Produce 2 success stories from the project’s achievements USAID KSLA, Comms Specialist
Produce 2 videos with successful sanitation companies (One
USAID KSLA, Comms Specialist
in Bénin and one Côte d’Ivoire)
Disseminate one learning note per quarter USAID, AfWA KSLA, Comms Specialist
Organization / Participation in sector events promoted by
USAID, AfWA KSLA, Comms Specialist, PSI
MuniWASH
5.04 Task 4.5. Provide opportunities for formal learning
Selected municipalities, utilities,
KSLA, Comms Specialist
Participate to (two) regional WASH Events in Africa service providers
Convene one national workshop in Bénin and RCI and two AfWA, selected municipalities,
municipal WASH conferences with AfWA utilities, service providers, PSI
Organize one West African regional Municipal WASH AfWA, selected municipalities,
workshop/event utilities, service providers
Organize workshop to engage Bénin and CIV journalist on Bénin and CIV WASH Journalist
WASH issues Network
5.05 Task 4.6. Facilitate peer-to-peer learning
Selected municipalities,
operationalize MuniWASH Municipality CoP UVICOCI, ANCB
Organize two mentor to mentee training with municipalities Selected municipalities, DGDDL,
in Bénin (01) and CIV (01) UVICOCI, ANCB
5.06 Task 5.3. Gender Equality
Institutional Gender Analysis developed and acted upon
Revitalization / establishment of gender units
GESI Specialist, KSLA, RCI
DGDDL, UVICOCI
Evaluation of capacity building needs CM,
GESI Specialist, KSLA, RCI
DGDDL, UVICOCI
Elaboration of work plans with public partners CM
Organize two training sessions on gender and social
DGDDL, UVICOCI, DPGE, GESI Specialist, KSLA, Comm
inclusion in RCI (01 session with the DGDDL and 01
AfWA Spec., MEL, RCI CM
with the Municipalities

Support for the organization of an annual session on
GESI Specialist, KSLA, Comm
gender, water and sanitation of the Gender and Citizen ANCB
Spec., CM Bénin
Participation Committee of the ANCB
Technical support for the communication activities of the ANCB, Ministère Hydraulique, GESI Specialist, Comm Spec.,
gender units MCVDD KSLA, CM Bénin, RCI CM
ANCB, Ministère Hydraulique, GESI Specialist, KSLA, Comm
Evaluation and documentation of lessons learned MCVDD, DGDDL, UVICOCI Spec.
Training and sensitization in entrepreneurship and technical
skills for WASH service providers
Support for the identification of women WASH service GESI Specialist, ES/BPA, MEL
RIFPEA, RBFPEA, AfWA
providers (Task2.2) Manager
Water Ministry RCI, DGDDL,
GESI Specialist, KSLA,
Integration of a gender module in training with WASH DPGE, RBFPEA, RIFPEA,
ES/BPA
service providers (Task 2.2) UVICOCI
Development of 03 gender initiatives by the MuniWASH
project
Support to the development of the action plan of the GESI Specialist, KSLA, CM
Water Ministry RCI, DPGE, AAE
Gender Unit of the Ministry of Water of RCI RCI, MEL
Organization of one training session on the monitoring,
evaluation and reporting mechanism of the gender unit
of Water Ministry RCI
Establishment of gender focal points in the RCI DGDDL, UVICOCI, DPGE, GESI Specialist, KSLA, CM
Municipalities selected municipalities RCI
Organization of one training session on gender and social DGDDL, UVICOCI, DPGE, GESI Specialist, KSLA, CM
inclusion in RCI for the gender focal points AAE, selected municipalities RCI, COM, MEL
Provide the gender focal points of the municipalities with DGDDL, UVICOCI, DPGE, GESI Specialist, KSLA, CM
a roadmap AAE, selected municipalities RCI, COM, MEL
Support for the promotion of women’s entrepreneurship MCVDD, Ministry of Finance GESI Specialist, KSLA,
in WASH Bénin, APIEx, RBFPEA ES/BPA, MEL, Comm Spec.
1.03 Task 0.4. Implement grants under contract (GUC)
Identify GUC opportunities Private sector organizations,
COP, DCOP, Grants and
utilities (SONEB), Apex
Subcontracts Manager
organizations
Identify potentially matured service providers (define
selection criteria that are gender-sensitive and come up
with a list building on SSD experience) and activities
With training/coaching plans identify GUC opportunities
to implement in utilities (moved here from Task 1.3):
Work with SEGURA to identify activities for potential
grant activities for the utilities, from the capacity needs
assessment of SONEB

Implement Grants
Implement and Monitor IKGs for Municipalities and
Umbrella Associations
Implement GUC for identified service providers and
Utilities - according to GUC lifecycle
Prioritize evidence-based research on women via GUC GESI Specialist
Task 5.5 Environmental Review, EMMP, and
5.07
construction risk screening conducted
Environmental Review, EMMP, Construction Risk Screening -
Year 3
EMMP - included in quarterly reports
Task 5.5 Risk Management Plan prepared and
5.08
operational
Anticipated and risk management in Workplan
Specific Risk Management Plan for municipalities and utilities
(feasibility study)
Review of Risk Management Plan
5.09 Monitoring Evaluation and Learning
Training of staff and partners for the deployment of the MEL
MEL Manager, technical staff
system
Review, validation of routine data collection tools
Utilities, service providers ES/BPA
including EBCT
Identification of providers and focal points responsible
Utilities, service providers MEL Manager, technical staff
for data
Diagnosis mission of partners’ data management systems
MEL Manager, Procurement
in Côte d’Ivoire & Bénin
Acquisition of tools (registers, tablets, internet data...)
MEL Manager, technical staff,
for partners responsible for data collection in Côte
Procurement
d’Ivoire and Bénin
Organize one staff training in Côte d’Ivoire and one in
Bénin
Organize two training of partners (Bénin & Côte
d’Ivoire)
Provision of tools in Côte d’Ivoire & Bénin
Internal data review MEL Manager
Clearance of databases and Data validation workshop MEL Manager, technical staff
Elaboration of the performance report of the indicators
Annual participatory performance and planning reviews utilities, service providers MEL Manager
Consolidation of annual data MEL Manager, technical staff
Calculation of project performance indicators

Evaluative survey Municipalities, MEL Manager, CMs
Household and satisfaction survey in Côte d’Ivoire and
utilities, service providers ES/BPA
Bénin
Company (SONEB/SODECI and sanitation enterprise)
performance evaluation in Côte d’Ivoire and Bénin
Perform routine data collection and reporting utilities, service providers, MEL Manager, technical staff
Collection of complementary data to the surveys utilities, service providers MEL Manager, technical staff
Routine data collection mission in Côte d’Ivoire and
utilities, service providers MEL Manager
Bénin
Clearance and validation of data utilities, service providers MEL Manager
Coaching and support of partners in Côte d’Ivoire and
Bénin partners
Calculation of project performance indicators MEL Manager
Production of the dashboard MEL Manager
Conducting the DQA with WASH service providers MEL Manager
Preparation of administrative tasks (letter, sampling,
development of tools etc.)
Data matching mission of WASH service providers in
MEL Manager
Côte d’Ivoire and Bénin
Reporting, feedback and recommendations and updating
MEL Manager
of the system
6.00 Coordination with other partners
Status of partnership MOUs with AfWA and others, as
appropriate
Coordinate with other donors and partners
Coordination meeting minutes
USAID coordination meetings (bi-weekly)
MOUs with SONEB and ANCB
Legend:
INTERMEDIATE RESULT
Task
Sub Task Level 1
Sub Task Level 2

APPENDIX 2: SUMMARY OF FISCAL YEAR
(FY) 2021/2022 CONTRACT DELIVERABLES
Deliverable Timeframe Language Notes
Branding and Marking Plan Draft due 30 calendar days after award English Submitted on Oct 9, 2019
Approved on Nov 6, 2019
Initial Annual Work Plan Draft due 60 calendar days after Task English Submitted Nov 15, 2019
(AWP) Order award date Approved on Feb 10, 2020
Summary AWP Draft due 15 business days upon French Submitted Feb 26, 2020
receipt of Task Order Contracting Approved on Feb 26, 2020
Office Representative (TOCOR)
acceptance of Final Work Plan
Annual Work Plan for English Year 2: Submitted Aug 15, 2020
subsequent Years (AWP) Draft due 30 calendar days prior to the Approved on Dec 9, 2020
expiration of each Activity year (Aug Year 3: Due Date Aug 15, 2021
15 of each fiscal year
Year 2: Submitted Dec 23, 2020
Within 15 business days upon receipt French Approved on Apr 21, 2021
of TOCOR acceptance of Final Work Year 3: TBD
Plan
MELP, including gender Draft due 30 calendar days after English Year 1 submitted on March 11,
analysis TOCOR approval of the Initial Work 2020 / Approved on Aug 12,
Plan 2020
Year 2: Due Date Aug 12, 2021
Management Plan Draft due 30 calendar days after English Year 1: Submitted on Mar 11,
TOCOR approval of the Initial Work 2020 / Approved on May 10,
Plan 2020
Year 2: Submitted on May 10,
2021 / Awaiting USAID’s
Approval
Environmental Review, Draft due 30 calendar days after English Submitted on March 11, 2020
EMMP, Construction Risk TOCOR approval of the Initial Work Approved on Aug 12, 2020
Screening Plan
Status of partnership Include status in Annual Reports English Year 1: See Annual Report
MOUs with AfWA and Year 2: To be included in Annual
others, as appropriate Report
Location Selection Criteria Draft due no later than 3 months after French and Submitted on Dec 16, 2019
Task Order award start date English Approved on Mar 6, 2020
Needs Assessment Draft due within the first 9 months English Submitted on Jun 15, 2020
after Task Order award date Approved on Oct 29, 2020
French Submitted on Nov 18, 2020
Within 20 business days upon receipt Approved on Feb 23, 2021
of TOCOR acceptance of final English
version
Feasibility Study Draft due 6 months following location English Submitted on April 30, 2021.
selection approval Awaiting USAID’s Approval.
Within 20 business days upon receipt French

of TOCOR acceptance of final English
version
Grants Manual Draft due within 3 months of Task English Submitted on Dec 16, 2020
Order award Approved on Feb 20, 2020
Quarterly Progress Draft due 10 calendar days after the English Y1Q1 submitted on Jan 10, 2020
Reports and Financial end of each quarter / approved on Feb 10, 2020
Reports Y1Q2 submitted on Apr 10, 2020
/ approved on Jun 22, 2020

Deliverable Timeframe Language Notes
Y1Q3 submitted on Jul 11, 2020
and approved on Oct 6, 2020
Y2Q1 submitted on Jan 9, 2021
and approved on Mar 30, 2021.
Y2Q2: on Apr 9, 2021. Awaiting
USAID’s approval
Y2Q3: submitted on Jul 10, 2021
Within 20 business days upon receipt French Y1Q3 submitted on Oct 20, 2020
of TOCOR acceptance of final English / approved on Oct 21, 2020
version Y2Q1: Due on 27 Apr 2021
West African regional
French and
Municipal WASH Annually Y2Q2 – 1 regional event
English
workshop/event
Annual Report Year 1 Draft due no later than 15 calendar
Submitted on Oct 15, 2020
days after the end of the fiscal year English
Approved on Nov 27, 2020
(FY)
Submitted on Dec 13,2020 /
French
Approved Apr 16, 2021

U.S. Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523
Tel: (202) 712-0000
Fax:
USAID WEST (202)
AFRICA 216-3524
MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 50
www.usaid.gov

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CÔTE D’IVOIRE - MUNIWASH

USAID WEST AFRICA MUNICIPAL

This report was prepared by:

Tetra Tech Contacts: Safaa Fakorede, Chief of Party

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) ii

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) iv

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) v

1.2 THEORY OF CHANGE

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 1

1.3 WORK PLAN ORGANIZATION

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 2

1.5 KEY ACHIEVEMENTS DURING YEAR 2

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 3

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 4

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 5

2.1 FEASIBILITY STUDIES AND PRE-IR ACTIVITIES

2.1.1 TASK 0.2: PREPARE FEASIBILITY STUDIES

2.1.2 TASK 0.3: NEGOTIATE MEMORANDA OF UNDERSTANDING

2.2 SERVICE AREA 1: FINANCIAL SUSTAINABILITY AND PRIVATE SECTOR INVESTMENT

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 6

2.2.1 TASK 1.1: ASSESS FINANCIAL PERFORMANCE AND BUSINESS MODELS

2.2.2 TASK 1.2: BUILD CAPACITY OF WATER UTILITIES

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 7

2.2.4 TASK 1.4: PROVIDE FINANCIAL SUPPORT TO THE SANITATION SECTOR

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 8

2.2.5 TASK 1.5: FACILITATE INCREASED INVESTMENT IN WASH SERVICES

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 9

2.2.6 TASK 1.6: IMPROVE GOVERNMENT FINANCIAL PLANNING AND OVERSIGHT

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 10

2.3 SERVICE AREA 2: OPERATIONAL RELIABILITY

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 11

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 12

2.3.3 TASK 2.4: EXPAND AND DIVERSIFY PRO-POOR SERVICES

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 13

2.3.4 TASK 2.5: IMPROVE ENABLING BUSINESS OPERATING ENVIRONMENT

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 14

2.4 SERVICE AREA 3: MUNICIPAL GOVERNANCE AND MANAGEMENT

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 15

2.4.2 TASK 3.2: BUILD MUNICIPAL CAPACITY IN PLANNING AND BUDGETING

2.4.4 TASK 3.4: IMPROVE MUNICIPAL SERVICE DELIVERY CAPACITY

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 16

2.4.7 TASK 3.7: CONDUCT SOCIAL AUDITS OF WASH SERVICES

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 17

2.4.9 TASK 3.9: ENHANCE REGULATIONS GOVERNING MUNICIPAL MANAGEMENT OF

2.5 SERVICE AREA 4: REGIONAL LEARNING AND KNOWLEDGE SHARING

2.5.1 TASK 4.2: COLLECT AND DOCUMENT LESSONS LEARNED

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 18

2.5.2 TASK 4.3: DOCUMENT AND DISSEMINATE INVESTMENT OPPORTUNITIES

2.5.3 TASK 4.4: IMPLEMENT AN EFFECTIVE COMMUNICATION AND OUTREACH STRATEGY

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 19

2.5.4 TASK 4.5: PROVIDE OPPORTUNITIES FOR FORMAL LEARNING

2.5.5 TASK 4.6: FACILITATE PEER-TO-PEER LEARNING

2.6 CROSS-CUTTING ASPECTS

2.6.1 GRANTS UNDER CONTRACT

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 21

2.6.2 GENDER EQUALITY

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 22

2.6.4 MANAGEMENT OF MISSION BUY-INS

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 23

2.6.5 ENVIRONMENTAL REVIEW, ENVIRONMENTAL MITIGATION AND MANAGEMENT PLAN,

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 24

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 25

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 26

USAID WEST AFRICA MUNICIPAL WASH: WORK PLAN YEAR 3 (FY2021–2022) 27