«Annual Report 2011-2012 WaterAid in Madagascar WaterAid à Madagascar – Rapport annuel 2011-2012 Executive summary With the efforts of all the ...»
The Country Programme recorded a budget absorption rate of 105%. Regarding fund raising (661ED) WaterAid Madagascar in collaboration with PFU has submitted project proposals to European Union, Bill and Melinda Gates Foundation, Stone Charity Foundation, Gerard Leigh Charity, Asteria Club, GDS Trust, Guernsey, Rotary Club. We were granted funds from Stone Charity Foundation, de GDS Trust, Guernsey, and Rotary Club. For the rest we were not successful. In total we were able to raise £ 207,649 at the end of the fiscal year. Those funds have shaped the contours of funding and redefined the zones of intervention of WaterAid Madagascar for the next years.
6. Partnership with other stakeholders
In twelve years presence in Madagascar the number of partners of the implementation of drinking water, sanitation, and hygiene services of WaterAid went from 3 to 9 organizations. The number of partners who signed an agreement with WaterAid in 2011 is 20 including partners for advocacy, research, capacity building, and networking. In other words the country programme provides support for 22 regional committees of Diorano-WASH, the Ministry of water and its related departments, the Ministry of education and Ran’Eau network. Other donors such as UNICEF and USAID, JICA, and WSSCC also co-finance campaign and advocacy activities with WaterAid. WaterAid is a member of the technical and financial group under the chairmanship of African Development Bank and composed of UNICEF, the World Bank, WaterAid, European Union, USAID, and JICA.
This fiscal year WaterAid Madagascar did a review of its partnership process. The results of this review show the efforts of WaterAid and challenges that are addressed. In this vein WaterAid has developed collaboration with partners to better target the poorer and more vulnerable such as local civil society organizations (OSC), scouts, the Platform of the federation of people with disabilities (PFFH). WaterAid Madagascar continues to develop partnerships with networks and coalitions with actors in Drinking Water Provision, Sanitation, and Hygiene at national level (Ran‘Eau network, WSUP …) to strengthen the role of the sector nationally and locally levels. However, the report recommended the extension of the relations between WaterAid and its partners beyond aspects of project management and also putting emphasis on well defined topics and exchanges on some of the preoccupations of partners. It would be appropriate to WaterAid à Madagascar – Rapport annuel 2011-2012 update the partnership guide for a participatory process by paying attention to the concept of accountability among the parties.
Given the evaluation result, changes were brought to the existing partnerships this year; for instance, the revision of the partnership agreement, the modification of the form and composition of the review process of projects and the respect of the confidentiality of partners’ projects.
In any case the results of this evaluation of the partnership process will provide a basis for thinking on the existing relations between the two parties and the future orientations of the approach and strategy of the partnership will be formulated.
In order to implement the « everyone is a fundraiser » principle, from now on, WaterAid and its partners will emphasis collaborations in the form of consortiums or partnerships with the government at different levels to optimize fund raising strategies.
Case studies and good practice are available in the semester report.
7.1 Female leadership: when gender mobilizes (Objective 1) The very committed beneficiaries in Tsindranolahy North needed no sensitization given the important task for realizing their drinking water supply system under the leadership of Mrs Lalao, chairperson of the project committee. At the beginning of the construction work two working groups were formed and they quickly adopted the approach “General interest labor requesting the participation of all” or “rodobe”. “Rodobe” was easily preferred to “work parties” and only 14 days were needed to complete the construction that was initially planned for 25 days.
Community leaders also took steps to alleviate the impact of the contributions in cash of households for the management of the water supply infrastructures. Hence the beneficiaries contributed 2 kapoaka of rice per household, which allowed them to organize parties (songs, concert with flute and small restaurants) and people were invited to participate. At the beginning they made a 180,000 ariary profit. They did not stop there and also took the initiative to build fences with bricks around their public standpipes. Each water point community (BF) had constructed was embellished they desired. The brick fences were strengthened with other fences made with wood.
Empowerment generates effectiveness of community management (Objective 2)
Top on left: fence with bricks and cement. The gate opens inside for access. (661RM) Top on right: fence with tree logs horizontal and vertical (661RM) Below on left: Fences with bamboo supported by tree logs. This more common (661RI) Below of right: fences with traditional dirt fence (661RM)
7.3 « Madagascar is committed to Africa San 3 » (Objective 1) Madagascar attended the first two Africa San conferences that were held respectively in Johannesburg in 2002 and in Durban in 2008. The country approved the Declaration of e-Thekwini in 2008 and took steps for the implementation of the commitments.
AfricaSan 3 was a platform for Malagasy delegation composed of the ministers of water and health, WaterAid, UNICEF, World Fund for Sanitation, and the private sector to lay the groundwork for the implementation of the National Policy for Sanitation. At Kigali the Malagasy delegation made presentations on their flagship experiences: the reconciliation of data, World Fund for Sanitation, the innovating approaches as regards hygiene education, experiences in the domain of equity and inclusion.
On their return from Africa San 3 the Malagasy delegation took make the two following decisions before the press conference to share information: the creation of an Inter ministerial committee for sanitation and defining the development process of the national plan for sanitation.
WaterAid à Madagascar – Rapport annuel 2011-2012
7.4 Drinking water provision, sanitation, and hygiene improves access to the commune and opens up to development (Objective 1) Rural association advocacy in remote areas By partnering with remote rural area associations, local government, and a regional water and sanitation network, Governance and Transparency Fund in Madagascar is promoting innovative approach. WaterAid is used to work with NGOs which are delivering water and sanitation services and raising awareness on hygiene.
Remote rural area associations carried out rooted advocacy and citizen action at local level. The Analamanga Region strengthens its relationships with civil society by (i) giving them space to express their voices and concerns, (ii) improving water and sanitation data and information management, and (iii) prioritizing and mainstreaming “equity and inclusion” in planning process. The regional Diorano-WASH Analamanga committee is advocating at regional level to raise the profile of water and sanitation by involving the local Civil Society Organisations (CSO). The CSOs organized events to raise awareness on the challenges related to the access to water and sanitation that communities are facing.
As a result the Analamanga Region has organized the first Civil Society Workshop which was attended by many local CSOs - and GTF partners were among those - to start identifying ways of working together for mutual benefits. This workshop was a space to define the rationale behind project formulation which informs the regional authority decision making. It allowed also to understanding the pros and cons of civil society involvement in decision making process, particularly in water and sanitation sector.
The regional authorities are now more opened to hear community queries.
The local authorities are aware of the sort of support that the GTF project provide to our partners, of the outputs that we want to deliver, but above all they understand that what we are aiming to set up equity and inclusion. These local authorities are now confident on WaterAid and GTF CSO’s partners’ neutrality and impartiality.
Access to safe water is still a challenge for communities living in rural area like Ambolotarakely As a result of lobbying lead by a local GTF CSO partner TAFAFI, the local authority of Ambolotarakely Commune has facilitated project implementation and TAFAFI gets involved in this water and sanitation project. Based on the lesson learned from GTF project, WaterAid in Madagascar is now exploring new ideas to deepen and extend its partnerships with civil society organizations and with local authorities in other regions.
7.5 Urban Master Plan (UMP) (Objective 3) The results of the research of the small cities of Mahanoro and Vatomandry recommended the importance of the formulation of a plan for the development of those cities. If that condition is not met all efforts to be undertaken will be vain and will have only little impact on the target population. Water, sanitation, and hygiene sector being transversal it needs to be integrated in the development plan to maximize its impact on the improvement of the living conditions of the population. In fact, WaterAid has decided to design a plan for the urban commune of Mahanoro for future actions to meet the actual needs of the population and in integrated in a long term vision.
The urban master plan (UMP) indicates the strategic development orientations of a town as integrated in a global study showing the interdependence of its different spaces in economic, social and environmental terms. The urban plan is a management tool for urban spaces. It includes: (i) graphics (maps); (ii) written documents indicating the outline of the strategic vision of development, the needs of the city, the main objectives to achieve, a priority programme plan (5 years); (iii) regulations: rules and obligations justifying land use as well as civil protection or the functioning of public services.
By the time the decision on UMP is taken by decree in cabinet meeting there is a strong obligation that applies to all. Ownership by the commune is a sine qua non for the implementation UMP process. Given the weak capability of the commune and the fact that its elected representatives belong to political groups WaterAid à Madagascar – Rapport annuel 2011-2012 the formation of a commune-level commission for town planning, composed of the mayor as chairman, commune counselors, representatives of technical services (land survey, property of the commune, …), fokontany chiefs, and traditional leaders is more than necessary. This is an inclusion and a greater consultation strategy. During the launch workshop of UMP process the mayor had set up la CMU by involving all actors (public and private), at grassroots (fokontany) and district levels. As the strategy developed the mayor assumed his responsibilities and CMU took in charge the logistic aspects for the organization of different workshops for consultation and validation. Service providers Iktus and WaterAid facilitated the coaching of the mayor during the process.
The members of CMU were able to establish mutual trust illustrated by strict respect of the pre established monthly planning. Beside the investigation among the different actors and the population, intermediary results were presented in official documents: land and property service documents and land and area maps. Before moving to the next step all previous results were discussed with CMU members during the different workshops. Discussion sessions and radio programmes on the urban master plan were organized with the mayor, CMU members and NGO Manorintsoa staff. This way the population understood the whole urban master plan process and general interest started to grow.
As manager of the entire urban master plan process on the national territory the involvement of the local services to the Ministry of land-use was a strong point of this project. After the validation of the plan the staff of the Ministry facilitated a training session for local actors on the rules pertaining to urban master plan.
It should be noted that the urban plan process has a 5-year programme and a 15-year projection. The success of the plan will depend on the political will of local leaders.
7.6 Water works (Objective 3)
during this event :“Stop to fire, we need rain for the whole agricultural seasons”. She was followed by a pregnant women who stated clearly “I need water for delivering safely my baby”. A pupil reinforced this message by saying “latrine for our dignity” and a pastor said “Yes, we agree that we are in charge of education but need support from all of you!”. An hotel owner continued the calls to say “Thermal waters in Antsirabe are well-known but we still need to maintain our reputation and business by managing it properly”. The regional director of Ministry of Water closed the calls to say “More financing for Objective based Regional Plan and Budget”.
The similar advocacy messages were echoed during the inuaguration of a water supply leasing of Miandrivazo lead by the Minister of water. It is worth noting that WaterAid financed the water supply system of Minadrivazo and this event actually was a golden opportunity to reinforce all the “water works” calls.
Meanwhile, the scout movements organised their Dobodoboka preceded by a camp fire and followed by an exhibition and street animation.
All of these events were covered widely by media especially national TV and radio station.
8. Human resources and development of competencies This fiscal year WaterAid Madagascar has decided to fill the post of Human Resources Officer (RHO) by hiring Lalao Rakotondramanga. Based on the agreement between the Country Programme and the department of human resources of WaterAid Uk the human resource adviser from Uk came on mission to Madagascar to train the new human resource officer on basic elements on human resource and competence development. This training continued in the form of distance advising until the end of the fiscal year. The visit in Madagascar was an opportunity to discuss the performance of some of the managers.