jica · ii . table of contents. location map. table of contents. abbreviation. 1 outline of the...
TRANSCRIPT
Water and Sanitation Corporation (WASAC) The Republic of Rwanda
PROJECT FOR STRENGTHENING OPERATION AND
MAINTENANCE OF RURAL WATER SUPPLY SYSTEMS
IN RWANDA
FINAL REPORT
December 2019
JAPAN INTERNATIONAL COOPERATION AGENCY（JICA）
Kokusai Kogyo Co., Ltd.
GE
JR
19 - 080
i
Location Map of Target Area
ii
Table of Contents
Location Map
Table of Contents
Abbreviation
1 Outline of the Project ......................................................................................... 1
Background ........................................................................................................................................ 1
Project Framework ........................................................................................................................... 2
Project Area ....................................................................................................................................... 3
List of Targeted Water Supply Facilities for the Project .............................................................. 4
Rural Water Supply Systems (Piped Water Supply Facilities) ............................................................... 4 Point Water Supply Facilities (Boreholes with Hand Pumps and Improved Springs) ............................ 4
Project Implementing System .......................................................................................................... 7
Composition of Counterpart .................................................................................................................... 7 JICA Expert Team ................................................................................................................................... 7 Implementation Structure ........................................................................................................................ 8
Overall Processes of the Project ....................................................................................................... 9
2 Results of the Project ...................................................................................... 11
Project Inputs .................................................................................................................................. 11
Japanese Side ......................................................................................................................................... 11 Rwandan Side ........................................................................................................................................ 12
Project Outputs ................................................................................................................................ 13
Achievements of the Project Purpose and Outputs ...................................................................... 14
Achievements of the Project Purpose .................................................................................................... 14 Achievement of the Outputs .................................................................................................................. 15
Achievements of the Project Activities .......................................................................................... 26
Approach to Solutions of Key Challenges ............................................................................................ 26 Activities of Output 0 ............................................................................................................................ 34 Activities of Output 1 ............................................................................................................................ 39 Activities of Output 2 ............................................................................................................................ 42 Activities of Output 3 ............................................................................................................................ 48 Activities of Output 4 ............................................................................................................................ 53
iii
History of PDM Modification ........................................................................................................ 80
Project Design Matrix (PDM) ............................................................................................................... 80 Plan of Operation (PO) .......................................................................................................................... 85
3 Results of Joint Review ................................................................................... 86
Results of Review based on DAC Evaluation Criteria ................................................................ 86
Evaluation Criteria ................................................................................................................................ 86 Summary of Results of the Mid-Term Review (MTR) ......................................................................... 86 Terminal Monitoring Evaluation ........................................................................................................... 89 Self- Assessment by the Project ............................................................................................................ 89
Key Factors Affecting Implementation and Outcomes ............................................................... 91
Factors That Have Increased the Project’s Efficiency .......................................................................... 91 Factors That Have Decreased the Project’s Efficiency ......................................................................... 93
Lessons Learnt ................................................................................................................................ 94
4 For the Achievement of Overall Goals after the Project Completion........... 98
Prospects to Achieve Overall Goal ................................................................................................ 98
Overall Goal .......................................................................................................................................... 98 Prospects to Achieve Overall Goal ....................................................................................................... 98
Plan of Operation and Implementation Structure of the Rwandan Side to Achieve Overall
Goal ................................................................................................................................................ 100
Recommendations for the Rwandan Side .................................................................................. 101
Recommendations by Terminal Evaluation Team .............................................................................. 101 Recommendations by Project Team .................................................................................................... 102
iv
Annexes
Annex 1: List of the Counterpart
Annex 2: Certificate of Provision for the Equipment
Annex 3: Operation and Maintenance Manuals for each Water Supply System in the 4 Model Districts
(Stored on a CD-ROM)
Annex 4: Rural Water Supply Inventory and Mapping Reports in the 4 Model Districts
(Stored on a CD-ROM)
Annex 5: Minutes of the Steering Committee (SC) Meeting
Annex 6: Presentation material for the Project Closing Seminar on November 20, 2019
Annex 7: Minutes of the Water and Sanitation SWG (Sector Working Group)
Annex 8: Challenges of Delegated Management in Rural Water Supply Services (December 2018)
(Stored on a CD-ROM)
Annex 9: Recommendations for Further Strengthening the Current O&M Framework (August 2018）
(Stored on a CD-ROM)
Annex 10: Project Design Matrix (PDM)
Annex 11: Plan of Operation (PO)
v
Abbreviations
AWS Amazon Web Service
C/P Counterpart
CA Capacity Assessment
CBM Community Based Management
CD Capacity Development
CEO Chief Executive Officer
CM Community Mobilization Unit
D-CEO Deputy Chief Executive Officer
DDP District Development Plan
DF District Forum
DM or DWM Delegated Water Management Unit
DWB District WASH Board
DWSSE District Water and Sanitation Support Engineer
EIA Environmental Impact Assessment
EICV Integrated Household Living Conditions Survey
EU European Union
EWSA Energy, Water and Sanitation Authority
FEPEAR Forum des Exploitants Prives pour l’Eau et l’Assainissement en milieu Rural
Frw Rwandan franc
FY Fiscal Year
GIS Geographic Information System
GPS Global Positioning System
GTZ Deutsche Gesellschaft für Technische Zusammenarbeit
IC/R Inception Report
IPRC Integrated Polytechnic Regional Centre
IT Information Technology
JICA Japan International Cooperation Agency
JMP Joint Monitoring Programme
JOCV Japan Overseas Cooperation Volunteer
LAN Local Area Network
M&E Monitoring and Evaluation
MINALOC Ministry of Local Government
MINECOFIN Ministry of Finance and Economic Planning
vi
MININFRA Ministry of Infrastructure
MINIRENA Ministry of Natural Resources
MIS Management Information System
MoH Ministry of Health
NST National Strategy for Transformation
O&M Operation and Maintenance
ODA Official Development Assistance
OJT On-the-Job Training
OM Operation and Maintenance Unit
PDCA Plan・Do・Check・Action
PDM Project Design Matrix
PE Polyethylene
PIC Project Implementation Committee
PO Plan of Operation
POs Private Operators
PPP Public–Private Partnership
PVC Polyvinyl chloride
R/D Record of Discussions
RM Rural Resource Mobilization Unit
RSB Rwanda Standards Board
RURA Rwanda Utilities Regulatory Authority
RWASOM Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda
Rwf Rwandan franc
RWS Rural Water Services
RWSS Rural Water and Sanitation Services
SC Steering Committee
SusWAS PPP for increased access to Sustainable Water Services in Rwanda
SWG Sector Working Group
TM Tap Manager
TSM Technical Support Manual
TWG Thematic Working Group
UNICEF United Nations Children's Fund
WASAC Water and Sanitation Corporation
WASH Water, Sanitation and Hygiene
WATSAN Water and Sanitation
vii
Web-GIS Web-Geographic Information System
WSP Water and Sanitation Programme
WSPs Water Service Provider
WSS Water Supply System
WUC Water Users Committee
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
1
1 Outline of the Project
Background
The Government of Rwanda (hereinafter referred to as “GoR”) set the mid- to long-term national
development programme “VISION 2020” and set the target of full coverage of safe water supply to the
people by 2020. In fact, the rate of access to safe water was estimated at 74.2% as of 2011 (The Third
Integrated Household Living Conditions Survey (EICV3) 2010/11). However, the actual rate of access to
safe water was considered to be much less than the statistical data because only 60 % of the total number of
water supply systems were functioning (as of 2012). One of the reasons why the rate of functioning was
very low was the weakness of the framework for the operation and maintenance (hereinafter referred to as
“O&M”). The operation costs of the rural water supply systems were much higher and O&M techniques
equivalent to urban water supply systems are required because most of the piped water supply systems in
rural areas in Rwanda are pumping up water from the bottom of the valley to a ridge where houses are
concentrated and the difference in elevation is around 200 m. But the skills level of Water Service Providers
(hereinafter referred to as “WSPs”) was mostly very poor and water fee collection was not carried out
properly. Once the pumping system was broken, it was abandoned due to lack of budget and technical skills.
In such a situation, the GoR established the Water and Sanitation Corporation (hereinafter referred to as
“WASAC”) which was the entity setup to manage the water and sanitation services in Rwanda as a result of
the decision of the GoR to unbundle the national utility of the former Energy, Water and Sanitation Authority
(EWSA) and the Rural Water and Sanitation Services Department of WASAC (hereinafter referred to as
“WASAC RWSS”), with the latter being responsible for rural water supply in 2014. Although the O&M
framework for rural water supply systems was improving steadily, there were several issues that still
remained, such as defining the roles of WASAC RWSS, forming organizations and institutions and capacity
development (hereinafter referred to as “CD”) for the staff.
Between 2007 and 2011, Japan International Cooperation Agency (hereinafter referred to as “JICA”)
executed a technical cooperation project aiming to improve the capacity for O&M of WSPs in four model
Districts in Eastern Province (hereinafter the “Districts”), where access to safe water was very low.
Moreover, other donors and agencies had also conducted similar projects to develop the capacity for O&M
of the Districts or WSPs inside and outside of Eastern Province. However, due to the O&M framework,
standards, guidelines, manuals, etc., had not yet been developed properly at the national level, the impacts
of cooperation and donor projects had not reached other districts and WSPs. Thus, in order to enhance the
O&M of rural water supply systems in Rwanda and to improve the functionality of water supply facilities
and the water supply service coverage, it was necessary to establish and reinforce the system for CD of the
WSPs through the districts from WASAC RWSS, concerning technical, organizational and institutional
aspects.
Considering the situation above, the GoR had requested the assistance by technical cooperation of the
government of Japan in order to develop the capacity for O&M of rural water supply systems. JICA
conducted a Detailed Design Survey in September 2012. Based on the organizational change from EWSA
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
2
that was planned as executing agency in 2012 to WASAC in 2014, both sides signed the Record of
Discussions (hereinafter referred to as “R/D”) in November 2014. Thus, this technical cooperation project,
the “Project for Strengthening Operation and Maintenance of Rural Water Supply Systems” (hereinafter, the
“Project”; period of cooperation: from March 2015 until December 2019) had come to fruition.
Project Framework
This Project intends to implement the technical assistance in the framework according to Table 1-1.
Table 1-1：Framework of the Project
Purpose Outputs Activities Overall Goal
Sustainable framework for the operation and maintenance of rural water supply systems is implemented in Rwanda.
Project Purpose
Sustainable framework for the operation and maintenance of rural water supply systems in Rwanda is established.
Outputs Output 1: Effective and sustainable institutional framework for the operation and maintenance of rural water supply systems is developed.
1-1 Existing laws, policies, frameworks, institutional capacity and interventions regarding the operation and maintenance of rural water supply systems, are studied and assessed to clarify the issues and problems.
1-2 A country-wide consultation with private and public stakeholders on the results of the study and assessments is conducted in (1-1).
1-3 Based on (1-2), an institutional framework for effective and sustainable operation and maintenance is drafted.
1-4 The draft institutional framework is submitted to the TWG for validation. 1-5 The approval of the draft institutional framework is processed within SWG.
Output 2: National Guidelines and manuals necessary for operation and maintenance of rural water supply systems are developed.
2-1 Existing standards, guidelines and manuals for the operation and maintenance of rural water supply system are collected and analysed.
2-2 Plan for development and improvement of guidelines and manuals are shared with the WASAC and Districts.
2-3 Based on (2-2), guidelines and manuals are drafted. 2-4 The guidelines and manuals are reviewed and evaluated based on the
workshops and trainings implemented in Activities 3 and 4. 2-5 Based upon the evaluation, the manuals and guidelines are revised. 2-6 The draft national guidelines and manuals are submitted to the TWG for
validation. 2-7 The approval of the draft national guidelines and manuals is processed
within SWG. Output 3: The capacity of WASAC-RWSS to support the Districts in their operation and maintenance of rural water supply systems is developed.
3-1 Based on Activities 1 and 2, WASAC RWSS's annual action plan (including capacity development plan) is developed.
3-2 Necessary technical support manuals for Districts are developed. 3-3 A training programme to strengthen WASAC RWSS’s institution and
personnel’s capacities is developed. 3-4 Based on the training programme, workshops and trainings are conducted to
the staff of WASAC RWSS. 3-5 The training programmes and technical support manuals are revised. 3-6 The approval of training programmes and technical support manuals are
processed within WASAC.
Output 4: The proposed
4-1 The criteria and parameters for the baseline survey are agreed with the 4 model Districts.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
3
Purpose Outputs Activities operation and maintenance framework is improved through testing in the four model Districts from Eastern Provinces.
4-2 Implement a baseline survey of the rural water supply systems in the 4 model Districts.
4-3 Support the 4 model Districts to develop actions and timeframes to correct negative findings.
4-4 Based on Activities 1 and 2, a training programme to strengthen the capacities of District staffs (and POs) is implemented.
4-5 A training programme to strengthen the capacities of District staffs on management of the point water sources in the 55 model sites is implemented.
4-6 Support Districts (and POs) to implement its responsibilities under the proposed framework.
4-7 Support Districts (and POs) to monitor the operation and maintenance activities and evaluate the proposed framework.
4-8 Based on the monitoring results, recommendations for further strengthening operation and maintenance framework are drawn up.
4-9 End-line survey is conducted.
Note: This PDM is based on the PDM ver.4 approved by the 6th SC on March 15, 2019.
The overall Project framework shown in the table above is summarized in the figure below.
Figure 1-1：Overview of the Entire Project
Project Area
JICA has conducted grant aid, development studies and technical cooperation projects for Eastern Province,
which has the lowest water supply access rate in the country and is regarded as a priority area for
interventions related to water and sanitation. With the aim of making effective use of the assets of these
existing JICA projects, the target areas of this Project are Kigali City (WASAC headquarters) and four model
Districts (Rwamagana, Kayonza, Ngoma, and Kirehe)) in Eastern Province.
Afterthe Project
Project Period
Sust
aina
bilit
y
High
Output 3
Nationwide dissemination
Overall Goal
Sustainable O&M Framework
Ｐ
Ｄ
Ｃ
Ａ
Ｐ
Ｄ
Ｃ
Ａ
1st Phase（2015 - 2016）
2nd Phase（2016 - 2018）
3rd & 4th Phase（2018-2019）
Outputs 1&2
Output 4
Outputs 1&2
Draft
Revise / Improve
Finalize / Validate
Low
Project Purpose
Capacity Development to WASAC RWSS
Sustainable O&M Framework
Sustainable O&M Framework
Capacity Development to the 4 Model Districts & POs
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
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Figure 1-2：Project Area
List of Targeted Water Supply Facilities for the Project
Rural Water Supply Systems (Piped Water Supply Facilities)
Table 1–2 shows the rural water supply systems (systems operated under a delegated contract) in the four
model Districts covered by activities in the third phase of the Project.
Point Water Supply Facilities (Boreholes with Hand Pumps and Improved Springs)
Table 1–3 shows point water supply facilities in the four model Districts targeted for point water supply
pilot activities (Activities 4–5) that have been underway since the second phase of the Project.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
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Table 1-2：List of the Water Supply Systems Targeted by the Project
No. PJID Water Supply System District Private Operator
1 1 MKM Rwamagana MKM Ubuzima Bwiza Cooperative2 2 Byimana Pumping Rwamagana Ayateke Star Company3 3 Kabare - Nyabisindu (Musha) water scheme Rwamagana Ayateke Star Company4 4 Fumbwe Gahengeli water scheme Rwamagana MKM Ubuzima Bwiza Cooperative5 5 Kirehe water scheme Rwamagana MKM Ubuzima Bwiza Cooperative6 8 Munyiginya Rwamagana MKM Ubuzima Bwiza Cooperative7 76 Gatare - Mabare - Byinza Rwamagana Ayateke Star Company8 9 Nyabombe Kayonza Ayateke Star Company9 10 Gatare Kayonza Ayateke Star Company
10 11 Rwazana Kayonza Ayateke Star Company11 17 Nyankora Kayonza Ayateke Star Company12 18 Kabonobono Kayonza Ayateke Star Company13 19 Karongi Kayonza Ayateke Star Company14 20 Migera 1 Kayonza Ayateke Star Company15 22 Migera 2 Kayonza Ayateke Star Company16 23 Migera 3 Kayonza Ayateke Star Company17 25 Kanyetonga 1 Kayonza Ayateke Star Company18 26 Kanyetonga 2 Kayonza Ayateke Star Company19 27 Kamushikuzi 1 Kayonza Ayateke Star Company20 28 Kamushikuzi 2 Kayonza Ayateke Star Company21 30 Nyakabingo Kayonza Ayateke Star Company22 31 Gikombe Kayonza Ayateke Star Company23 32 Cyanyiramuhaya Kayonza Ayateke Star Company24 71 Rukira East Kayonza Ayateke Star Company25 75 Murama Kayonza Ayateke Star Company26 12 Karembo-Zaza-Mugesera Ngoma WATRESCO27 14 Kamfonyogo-Gisenyi Ngoma WATRESCO28 15 Kagoma-Tunduti-Murinja Ngoma WATRESCO29 16 Nyamuganda-Mahango Ngoma WATRESCO30 21 Kagoma-Kazo-Mutenderi Ngoma WATRESCO31 33 Rwamugende-Gashanda Ngoma WATRESCO32 34 Gasetsa- Sake-Jarama-Rukumberi Ngoma WATRESCO33 35 Rwamugende-umukamba Ngoma WATRESCO34 36 Gasoko-Rukira-Murama-Mushikiri Ngoma WATRESCO35 37 Nyaruvomo-Rugese-Kiyanja Ngoma WATRESCO36 38 Kayanja Ngoma WATRESCO37 70 Nyamuganda-Sakara Ngoma WATRESCO38 72 Rukira West Ngoma WATRESCO39 73 Rurenge Ngoma WATRESCO40 57 Gashanga IA Kirehe Ayateke Star Company41 Gashanga IB Kirehe Ayateke Star Company42 56 Gashanga II Kirehe Ayateke Star Company43 47 Gasarasi Kirehe Ayateke Star Company44 60 Nyagashankara Kirehe Ayateke Star Company45 63 Cyanyiranyonza Kirehe Ayateke Star Company46 49 Mayizi Kirehe Ayateke Star Company47 48 Cyitambogo Kirehe Ayateke Star Company48 44 Kamombo Kirehe Ayateke Star Company49 42 Nyakiziba Kirehe Ayateke Star Company50 54 Nyakagera Kirehe Ayateke Star Company51 62 Gakirarugo II Kirehe Ayateke Star Company52 67 Rwakibira-Murambi-Rubaya Kirehe Ayateke Star Company53 53 Gakirarugo I Kirehe Ayateke Star Company54 43 Kamusare Kirehe Ayateke Star Company55 39 Kigina Kirehe Ayateke Star Company56 46 Gahararo Kirehe Ayateke Star Company57 50 Rubona Kirehe Ayateke Star Company58 66 Nyakijima Kirehe Ayateke Star Company59 65 Kagese Kirehe Ayateke Star Company60 45 Samuko Kirehe Ayateke Star Company61 58 Nyamigano Kirehe Ayateke Star Company62 59 Gashyuha Kirehe Ayateke Star Company63 61 Nyakagera I Kirehe Ayateke Star Company64 52 Gahezi Kirehe Ayateke Star Company65 64 Kabahimba(Gikombe) Kirehe Ayateke Star Company66 68 Kayanga-Mishenyi Kirehe Ayateke Star Company67 55 Nyagahanga Kirehe Ayateke Star Company68 51 Mushikiri Kirehe Ayateke Star Company69 41 Muguruka Kirehe Ayateke Star Company70 74 Kahene Kirehe Ayateke Star Company71 40 Kirehe Kirehe Ayateke Star Company
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
6
Table 1-3：List of Point Water Sources for the Project Pilot Test
No. ID Name of Water Point District Sector Cell Village1 2 Kamurindi Rwamagana Gahengeri Rweri Kamurindi2 11 Mataba Rwamagana Munyaga Nkungu Mataba3 15 Kwa Kanyankore Rwamagana Munyaga Nkungu Rushangara4 49 Kibombwe Kayonza Gahini Juru Nyabugogo5 53 Buriba Kayonza Rukara Rwimishinya Mirambi 36 72 Kwa Gerevase Kayonza Murundi Ryamanyoni Kaneke7 76 Cyamburara I Kayonza Murundi Buhabwa Cyamburara8 77 Cyamburara II Kayonza Murundi Buhabwa Cyamburara9 89 Mayikondo ya Gisunzu Kayonza Mwili Kageyo Gisunzu
10 91 Ipompo ya kazeneza Kayonza Rwinkwavu Mukoyoyo Kazeneza11 92 Nayikondo ya Mukoyoyo Kayonza Rwinkwavu Mukoyoyo Twibanire12 94 Kwa sumayire Kayonza Rwinkwavu Mbarara Mbarara 113 95 Kwa karori Kayonza Rwinkwavu Mbarara Mbarara 114 96 Kwa barahinyuza Kayonza Rwinkwavu Mbarara Mbarara 215 97 Ku kagari Kayonza Rwinkwavu Mbarara Mbarara 216 98 Icyuma cyo ku mutembo Kayonza Rwinkwavu Mbarara Mutembo17 99 Kwa Nkubana Kayonza Rwinkwavu Mbarara Kingogo18 103 Ku cyuma cya Muganza Kayonza Rwinkwavu Nkondo Muganza19 105 Nayikondo ya kinihira Kayonza Rwinkwavu Nkondo Kinihira20 106 Nayikondo ya seka Kayonza Rwinkwavu Nkondo Seka21 110 Nayikondo ya rugunga Kayonza Rwinkwavu Gihinga Rugunga22 119 Kabucyeye Kayonza Mwiri Nyamugari Kabucyeye23 125 Rugeyo 3 Kayonza Mwiri Kageyo Rugeyo24 171 Gituza Ngoma Rukumberi Gituza Gituza25 173 Nayikondo Y'inunga Ngoma Mugesera Nyange Inunga26 183 Kwa Rwahama Ngoma Rurenge Akagarama Urugazi27 189 Nayikondo Ngoma Murama Mvumba Gitesanya28 202 Kucyuma Ngoma Murama Sakara Kavumu29 206 Kabungo Kirehe Gatore Cyunuzi Kabungo30 207 Rurembo 1 Kirehe Gatore Rwabutazi Rurembo 131 216 Kanyinya I Ngoma Murama Rurenge Kanyinya32 217 Kanyinya II Ngoma Murama Rurenge Kanyinya33 218 kukanyinya Ngoma Murama Rurenge Kanyinya34 223 kumunini Kirehe Nyamugari Nyamugari Kumunini35 232 Nayikondo ya Bweranka Kirehe Kigarama Kiremera Bweranka 136 238 Kuri Nayikondo Kirehe Kigina Rugarama Rugando
No. ID Name of Water Point District Sector Cell Village1 5 Gikono Rwamagana Gahengeli Mutamwa Ryasenteteri2 113 Poroji Rwamagana Muhazi Karambi Gahengeri3 136 Kayenzi Rwamagana Muhazi Karambi Kayenzi4 115 Nyakagezi Rwamagana Muhazi Nyarusange Akatorero5 118 Kajorora Rwamagana Muhazi Nyarusange Akagarama6 119 Cyoferwa Rwamagana Muhazi Nyarusange Umubuga7 142 Gatare Kayonza Mukarange Nyagatovu Gatagara8 151 Nyakera Kayonza Mukarange Rugendabari Nyakagarama9 155 Kwa Gahiza Kayonza Mukarange Rugendabari Karambo 1
10 152 Nyakera Kayonza Nyamirama Musumba Musenyi11 185 Kagende Kayonza Nyamirama Rurambi Ruvumu12 219 Gaseke Ngoma Kibungo Gatonde Nyakabungo13 248 Kamusega Ngoma Mugesera Nyamugari Nyamabuye14 252 Gisenyi Ngoma Mugesera Nyamugari Gisenyi15 319 Gasebeya Ngoma Mugesera Nyamugari Nyamabuye16 412 Kwa Mariya Ngoma Murama Sakara Kavumu17 414 Mwa kinomberi Ngoma Murama Sakara Kavumu18 458 Gahama Kirehe Kirehe Gahama Byimana19 535 Nyagasozi Kirehe Kigina Ruhanga Nyagasozi20 537 Kamenabibindi Kirehe Kigina Rwanteru Gasarasi21 562 Nyakagezi1 Kirehe Kigina Gatarama Efemu
Boreholes with handpump
Improved Spring
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
7
Project Implementing System
Composition of Counterpart
Counterpart Agency
The organization chart of WASAC RWSS, the counterpart agency (C/P), is shown below.
Source：WASAC (Revised on October 2018)
Figure 1-3：Organization Chart of WASAC RWSS
Counterpart
The Rwandan side has allocated a total of thirty-eight members of the C/P. See Annex 1: List of Rwandan
Counterparts.
JICA Expert Team
The members of the JICA Expert Team are as shown in the table below.
Table 1-4：JICA Experts List Position Name
(Affiliation) Remark
Chief Advisor/ Organizational Management/ Guideline & Manuals Development
Mr. Takeshi Yoshikawa (Kokusai Kogyo Co., Ltd.)
Vice Chief Advisor/ O&M 2/ Water Supply Facility Management
Mr. Satoshi Ishida (Kokusai Kogyo Co., Ltd.)
O&M 1/ WSPs Management/ Data Management
Mr. Masahiko Ikemoto (Kokusai Kogyo Co., Ltd.)
Mr. Ikemoto was not able to carry out his duties from September 2015
Deputy CEO / Rural Water & Sanitation Services
Head of Operation & Maintenance Unit/ 27
District Support Engineers
Head of Delegated Water Management
Unit/ 4 DWM-Officers
Head of Community Mobilization Unit/ 4
CM-Officers
Director of Rural Water and Sanitation Services
MIS Specialists
M&E Specialists
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
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Position Name (Affiliation)
Remark
Mr. Toshiyuki Matsumoto (Kokusai Kogyo Co., Ltd.)
to March 2016 due to personal reasons. Therefore Mr. Matsumoto was appointed as his successor.
Community Sensitization/ Training Course Planning
Mr. Shoichi Toyoi (Kokusai Kogyo Co., Ltd.)
Water Quality Control and Management
Mr. Masaaki Sato (Kokusai Kogyo Co., Ltd.)
Training Course Management Mr. Masahiro Kawamoto (Kokusai Kogyo Co., Ltd.)
GIS Mr. Jin Igarashi Assigned from 3rd phase. (From June 2018).
Training in Japan Mr. Takeshi Yoshikawa (Kokusai Kogyo Co., Ltd.)
Implementation Structure
Regarding the implementation structure of this Project, as defined in the R/D at the beginning of the Project,
three platforms were established: the Steering Committee (SC), the Project Implementation Committee
(PIC) and the District Forum (DF), which enabled us to reach decisions together with the parties involved.
Subsequently, in order to avoid duplication of functions with the District WASH Board (DWB), the District
Forum decided to integrate the DF into the DWB during the 3rd SC on March 27, 2017.
Figure 1-4：Project Implementation Structure (April 2015 to March 2017)
Project Implementation Committee (PIC)
Steering Committee (SC)
Experts in various areas
Chief Advisor
Project Team in WASAC
RWS Staff
Project Manager
Project Director
RWS
JICA
Officers in Charge of
WSPs (Private
District Forum (DF)
Officers in Charge of
WSPs (Private
District Forum (DF)
Officers in Charge of
WSPs (Private
District Forum (DF)
Model Districts
SWB: Sector Working Group
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
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Figure 1-5：Project Implementation Structure (April 2017 to November 2019)
Source: Record of Discussions (2014)
Figure 1-6：Roles of Each Committee of the Project
Overall Processes of the Project
The Project period was 4.5 years from April 2015 to December 2019. The entire process was divided into
Project Implementation Committee (PIC)
Steering Committee (SC)
Experts in various areas
Chief Advisor
Project Team in WASAC
RWSS Staff
Project Manager
Project Director
RWSS
JICA
SWB: Sector Working Group
DWB: District WASH Board
Water and Sanitation Sector Working Group
(SWG)
• To review and approve annual work plan of the project • To review annual progress of the project activities • To provide institutional advice and support for the important issues related
to the project implementationChair: Chief Executive Officer, WASAC (Project Director)Members: MINIFRA, MINALOC, Eastern Province, WASAC, RURA, Model Districts, JICA Rwanda, JICA ExpertsFrequency: Once/Twice a year
Steering Committee (SC)
• To confirm every quarter the progress of project activities• To ensure smooth implementation of the project and take necessary
measures when any problems arise• To review and approve technical matters related to the implementation of
the project• To share good practices in pilot districtsChair: Director of RWS, WASACMembers: WASAC, RURA, FEPEAR, Model Districts, JICA Rwanda, and JICA ExpertsFrequency: Quarterly + when necessity arises
Project Implementation Committee
• To review progress of pilot activities in the districts• To ensure smooth implementation of pilot activities and take necessary measures
when any problem arises Chair: Mayor of Pilot DistrictMembers: Pilot districts, Representatives of Eastern Province, WASAC, WSPs, FEPEAR, and JICA ExpertsFrequency: Once each two months, and when necessity arises
District Forum (DF)
Propose
Provide Advice
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 1. Outline of the Project
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four phases.
Table 1-5：Overall Processes of the Project
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
SC ● ● ● ● ● ● ●
PIC ● ● ● ● ● ● ●
DF ● ●
TWG ● ● ● ● ● ●
SWG ●
Evaluation mission ● Mid-term evaluation
Report ● ● ● ● ●
Monitoring sheet ● ● ● ● ● ● ● ● ●
Merged with DWB
●Terminal monitoringevaluation
Event
2015 2016 2017 2018 2019
1st phase 2nd phase 3rd phase 4th phase
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
11
2 Results of the Project
Project Inputs
Japanese Side
Assignments for the JICA Experts
Personnel assignments for the JICA Experts are as shown below.
Table 2-1：Personnel Assignments for the JICA Experts (M/M)
No. Field in Charge Name 1st Phase 2nd Phase 3rd Phase 4th Phase Total
1 Chie Advisor/Organizational Management/Guideline and Manuals Development
Takeshi Yoshikawa 7.50 11.00 4.50 2.00 25.00
2 Vice Chief Advisor/O&M 2/Water supply facility Management
Satoshi Ishida 6.63 13.00 5.40 1.00 26.03
3 O&M 1/WSPs Management/Data Management
Masahiko Ikemoto 2.13 7.50 1.33 1.57 12.53
4 Toshiyuki Matsumoto 2.73 0.00 0.00 0.00 2.73
5 Community Sensitization/Training Course Management
Shoichi Toyoi 1.00 8.00 0.00 0.00 9.00
6 Water Quality Control and Management Masaaki Sato 1.00 8.00 2.97 1.00 12.97
7 Training Supervision Masahiro Kawamoto 0.00 5.00 0.00 0.00 5.00
8 GIS Jin Igarashi 0.00 0.00 3.63 1.60 5.23
9 Training in Japan - 0.00 2.00 0.00 0.00 2.00
Total Assignments (M/M) 21.00 54.50 17.83 7.17 100.50
List of Equipment Procured by the Project
The list of equipment procured by the Project is shown in table below and Certificates for the provision of
the equipment are shown in Annex 2.
Table 2-2：List of Equipment Procured by the Project
Item Qty Purpose Pick-up truck （4WD） 2 vehicles For Project activities GPS 5 Units For baseline survey and water supply inventory
survey Water quality test kit 1 lot For training Operation and Maintenance tools and materials for pipe water supply system
1 lot For training
Leakage detector 1 lot For training Operation and Maintenance tools and materials for handpump
1 lot For training
Water meters for pilot installation 1 lot For pilot installation Chlorination units for pilot installation 1 lot For pilot installation
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
12
Item Qty Purpose GIS equipment 1 lot For water supply inventory survey and GIS
activities
Counterpart Training in Japan
C/P training in Japan was divided into two groups, one in 2016 and one in 2017.
Table 2-3：Overview of Training in Japan
Item Outline Objective of the training
To learn knowledge and experiences related to operation, maintenance and management of water supply facilities in Japan and prepare the Action Plan for the counterpart to solve issues in Rwanda in the management of water supply services.
Training period First group: From September 2016 to October 26 Second group: From September 10, 2017 to September 30
Participant First group: 5 participants (from C/P) Second group: 5 participants (from C/P)
Training theme Understand the outline of the current water supply status, water supply management framework and various elemental technologies for the water supply management
Understand the capacity development plan for staff of the water works bureaus in Japan
Understand one of the approaches of the community involvement for water supply services
Tokyo Metropolitan Government Bureau of
Waterworks (First group：October 18, 2016)
ARAO WATER SERVICE Co./ Arao Enterprise under Arao City Municipal Government
(Second group：September 19, 2017)
Rwandan Side
Allocation of Counterparts and Administrative Personnel
The Rwandan side has allocated a total of thirty-eight members of C/P (as of November 2019), Rural Water
and Sanitation Services Directorate of Water and Sanitation Corporation (WASAC RWSS). See Annex 1:
List of Rwandan Counterparts.
Allocation of Office Space and Facilities
The Rwandan side provided the following offices and facilities.
Two offices for Japanese Experts in Kigali City and Rwamagana District (Eastern Province)
Office facilities: the two offices were furnished with desks, chairs and cabinets
A warehouse inside the WASAC office for storage of the provided equipment
Operational Costs
The Rwandan side covered expenditure of the following Project activities:
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
13
Labour costs (salary and allowances) of drivers for two vehicles provided by the Japanese side Operation and maintenance (O&M) costs (fuel, regular maintenance costs, etc.) for the vehicles
Mission fees for the C/Ps
Utility charges for the two offices (electricity and water)
Project Outputs
The list of outputs produced in the Project is shown in the tables below.
Table 2-4：List of Project Reports
Name of Report Submission Period
Inception Report May, 2015
Project progress report (No.1) March, 2016
Project progress report (No.2) April, 2018
Project progress report (No.3) May, 2019
Project Final Report December, 2019
Monitoring sheet Ver.1 May, 2015
Monitoring sheet Ver.2 December, 2015
Monitoring sheet Ver.3 September, 2016
Monitoring sheet Ver.4 March, 2017
Monitoring sheet Ver.5 December, 2017
Monitoring sheet Ver.6 April, 2018
Monitoring sheet Ver.7 December, 2018
Monitoring sheet Ver.8 May, 2019
Monitoring sheet Ver.9 December, 2019
Baseline survey report 1：Household Social Economic Status Report January, 2016 Baseline survey report 2：Report on Socio-Economic Status of Districts, and Institutional Survey of Sectors and Cells January, 2016
Baseline survey report 3：Operation and Maintenance (O&M) Condition Survey Report on Baseline Survey February, 2016
Recommendations for Further Strengthening the Current O&M Framework August, 2018
Table 2-5：List of Technical Outputs
Product Name Developed Documents for the Water Sector (guidelines, standard documents, training modules) 1. National Guidelines for Sustainable Rural Water Supply Services 2. Rural Drinking Water Quality Management Framework 3. Model Tender Documents 4. Model Delegated Contract 5. Monthly Report Format 6. Training Module on O&M of Pumps in Rural Water Supply Systems 7. Training Module on Water Quality Control and Management in Rural Water Supply 8. Training Module on Procedure of Operation and Maintenance for Pipe Water Supply Systems 9. District and Private Operator’s Manual for Operation and Maintenance of Rural Water Supply Systems in Rwanda 10. Manual for Rural Water Supply Project Cycle Management 11. Manual for Community Mobilization on Rural Water Supply Services Development Documents and Tools for WASAC, Districts and POs 11. Manual for Chlorination Unit Installation at Existing Distribution Reservoir
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
14
Product Name 12. Manual for Water Meter Installation at Existing Distribution Reservoirs 13. Manual for Data Collection with GPS Devices 14. Manual for Data Management with MS Access 15. Video Tools (Six Titles) for Guidance in Creating Monthly Reports for Private Operators - Adjustment of printing areas - Summation of cell values in different worksheets - How to correct cell formats - How to duplicate worksheets - Hyperlinks - List boxes 16. Tools and Equipment Procured by the Project for Operation and Maintenance of Water Supply Systems Software 17. GIS Map and Inventory Database for Rural Water Supply systems 18. Point Water Sources’ Database for Four Model Districts by MS-Access 19. Portal Sites For Delegated Management Contract: https://sites.google.com/view/wasac-rwss-po/ For WASAC/RWSS/DWM Unit: https://sites.google.com/view/wasac-rwss-dmu/?pli=1&authuser=1 For WASAC/RWSS/O&M Unit: https://sites.google.com/view/wasac-rwss-omu/?pli=1&authuser=1 Operation and Maintenance Manual for Each Rural Water Supply System for 4 model Districts 20. Operation and Maintenance Manuals for Each Rural Water Supply System for 4 model Districts (See Annex 3) Water Supply System Inventory Report for 4 model Districts 21. Water Supply System Inventory Report for 4 model Districts (See Annex 4)
Achievements of the Project Purpose and Outputs
Achievements of the Project Purpose
Project Purpose： Sustainable framework for the operation and maintenance of rural water supply systems in Rwanda is established.
The Project purpose has been achieved as shown in the table below.
Table 2-6：Status of Achievements of Project Purpose
Objectively Verifiable Indicators
Status of the Achievement
1. Institutional framework for the operation and maintenance of rural water supply systems is approved by SWG
Indicator 1 has been achieved.
Institutional framework for O&M of rural water supply systems was already finalized.
This institutional framework was approved as a part of the National Guidelines by SWG on May 23, 2019.
2. National guidelines and manuals developed in Output 2 are approved by SWG
Indicator 2 has been achieved.
Developed National Guidelines and manuals were reviewed at a series of technical workshops under TWG and finalised as final version.
National Guidelines, with other technical documents, were approved by SWG on May 23, 2019. In addition, the Permanent Secretary of the Ministry of Infrastructure signed the preface of these documents in October 2019.
3. WASAC RWSS’s annual action plan (including capacity development plan) is implemented
Indicator 3 has been achieved.
The annual action plan of WASAC RWSS, including a capacity development plan for the Project, has been implemented by WASAC RWSS in the 2nd and 3rd phases. The plan has been continuously implemented by WASAC RWSS.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
15
Achievement of the Outputs
The Project outputs have been mostly achieved as shown in the table below.
Table 2-7：Status of Achievement of Project Outputs
Output Status of Achievement Output 1： Effective and sustainable institutional framework for the operation and maintenance of rural water supply systems is developed.
Output 1 has been achieved.
The two indicators set were achieved.
Output 2： National guidelines and manuals necessary for operation and maintenance of rural water supply systems are developed.
Output 2 has been achieved.
The two indicators set were achieved.
Output 3： The capacity of WASAC RWSS to support the Districts in their operation and maintenance of rural water supply systems is developed.
Output 3 has been achieved.
The three outcome indicators set were achieved.
Output 4： The proposed operation and maintenance framework is improved through testing in the four model Districts from Eastern Provinces.
In Output 4, some indicators have not reached the target level, but all indicators are improved compared to the baseline value (2015).
Of the eight performance indicators (sub-indicators) that have been set, some have not reached the target level, but all indicators have been improved through testing in the four model Districts in Eastern Province.
The achievement status in each indicator is shown in the table below.
16
Tabl
e 2-
8： A
chie
vem
ents
of t
he O
utpu
ts in
PD
M v
er.4
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t O
utpu
t 1:
Ef
fect
ive
and
sust
aina
ble
inst
itutio
nal
fram
ewor
k fo
r th
e op
erat
ion
and
mai
nten
ance
of
ru
ral
wat
er s
uppl
y sy
stem
s is
de
velo
ped.
1-1：
Inst
itutio
nal f
ram
ewor
k is
dra
fted.
Indi
cato
r 1-
1 ha
s bee
n ac
hiev
ed.
Inst
itutio
nal f
ram
ewor
k of
O&
M o
f rur
al w
ater
supp
ly s
yste
ms w
as a
lread
y dr
afte
d. T
his i
nstit
utio
nal f
ram
ewor
k w
as
appr
oved
as a
par
t of t
he N
atio
nal G
uide
lines
in th
e va
lidat
ion
proc
ess.
1-2：
Inst
itutio
nal
fram
ewor
k is
va
lidat
ed b
y th
e TW
G.
Indi
cato
r 1-
2 ha
s bee
n ac
hiev
ed.
Six
Tech
nica
l wor
ksho
ps u
nder
the
WA
TSA
N T
WG
wer
e he
ld in
the
seco
nd a
nd th
ird p
hase
of t
he P
roje
ct.
Com
men
ts a
nd in
put f
rom
par
ticip
ants
wer
e in
corp
orat
ed in
to th
e N
atio
nal G
uide
lines
and
oth
er te
chni
cal d
ocum
ents
, an
d th
ey w
ere
valid
ated
by
the
TWG
. O
utpu
t 2:
Nat
iona
l gui
delin
es a
nd
man
uals
nec
essa
ry f
or
oper
atio
n an
dm
aint
enan
ce
of
rura
l w
ater
su
pply
sy
stem
s ar
e de
velo
ped.
2-1：
Nec
essa
ry n
atio
nal g
uide
lines
and
man
uals
are
dra
fted.
Indi
cato
r 2-
1 ha
s bee
n ac
hiev
ed.
As s
how
n in
the
tabl
e be
low
, 11
docu
men
ts h
ave
been
dev
elop
ed a
nd re
vise
d.
Tab
le 2
-8-1：
Lis
t of D
ocum
ents
Dev
elop
ed fo
r th
e W
ater
Sec
tor
Lev
el
No.
T
itle
of D
ocum
ent D
evel
oped
N
ew o
r R
evis
ion
1 N
atio
nal G
uide
lines
for
Sus
tain
able
Rur
al W
ater
Sup
ply
Serv
ices
N
ew
2 R
ural
Drin
king
Wat
er Q
ualit
y M
anag
emen
t Fra
mew
ork
New
3
Mod
el T
ende
r Doc
umen
t R
evis
ion
4 M
odel
Del
egat
ed C
ontra
ct
Rev
isio
n 5
Mon
thly
Rep
ort F
orm
at o
n th
e D
eleg
ated
Con
tract
R
evis
ion
6 Tr
aini
ng M
odul
e on
O&
M o
f Pum
ps in
Rur
al W
ater
Sup
ply
Syst
ems
Rev
isio
n 7
Trai
ning
Mod
ule
on W
ater
Qua
lity
Con
trol a
nd M
anag
emen
t in
Rur
al W
ater
Sup
ply
New
8
Trai
ning
Mod
ule o
n Pr
oced
ure o
f Ope
ratio
n an
d M
aint
enan
ce fo
r Pip
e Wat
er S
uppl
y Sy
stem
s N
ew
9 D
istri
ct a
nd P
rivat
e O
pera
tor’s
Man
ual
for
Ope
ratio
n an
d M
aint
enan
ce o
f R
ural
Wat
er
Supp
ly S
yste
ms i
n R
wan
da
Rev
isio
n
10
Man
ual f
or R
ural
Wat
er S
uppl
y Pr
ojec
t Cyc
le M
anag
emen
t N
ew
11
Man
ual f
or C
omm
unity
Mob
iliza
tion
on R
ural
Wat
er S
ervi
ces
New
So
urce：
Proj
ect R
epor
t 2-
2：N
eces
sary
nat
iona
l gui
delin
es a
ndm
anua
ls a
re v
alid
ated
by
the
T WG
.
Indi
cato
r 2-
2 ha
s bee
n ac
hiev
ed.
A
s sta
ted
abov
e fo
r Ind
icat
or 1
-2, t
he fo
llow
ing
tech
nica
l wor
ksho
ps u
nder
TW
G w
ere
held
to re
view
the
prod
ucts
men
tione
d ab
ove
in T
able
2-8
-1.
A
ll th
e pr
oduc
ts w
ere
valid
ated
by
the
TWG
.
17
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t T
able
2-8
-2：
Lis
t of t
he T
echn
ical
Wor
ksho
ps th
roug
h T
WG
T
itle
of W
orks
hop
Dat
e D
ocum
ents
Tar
gete
d fo
r R
evie
w in
T
able
2-8
-1
1st T
echn
ical
Wor
ksho
p M
arch
21,
201
7 D
ocum
ent N
o.1,
3, 4
, 5
2nd T
echn
ical
Wor
ksho
p Ju
ne 1
5 an
d 16
, 201
8 D
ocum
ent N
o.1,
3, 4
, 5
3rd T
echn
ical
Wor
ksho
p M
arch
26,
201
8 D
ocum
ent N
o.10
4th
Tec
hnic
al W
orks
hop
Nov
embe
r 20,
201
8 D
ocum
ent N
o.6,
8, 9
5th
Tec
hnic
al W
orks
hop
Janu
ary
30, 2
019
Doc
umen
t No.
2, 7
, 11
6th T
echn
ical
Wor
ksho
p M
arch
13,
201
9 D
ocum
ent N
o.11
So
urce：
Proj
ect R
epor
t O
utpu
t 3:
The
capa
city
of
W
ASA
C
RW
SS
to
supp
ort
the
Dis
trict
s in
th
eir
oper
atio
n an
d m
aint
enan
ce
of
rura
l w
ater
sup
ply
syst
ems
is
deve
lope
d.
3-1：
All
staf
f fro
m W
ASA
C R
WSS
rece
ived
trai
ning
.
Indi
cato
r 3-
1 ha
s bee
n ac
hiev
ed.
Th
e ca
paci
ty a
sses
smen
t of s
taff
mem
bers
has
bee
n ca
rrie
d ou
t for
all
Uni
ts o
f WA
SAC
RW
SS.
Th
e tra
inin
g pr
ogra
mm
e w
as d
esig
ned
acco
rdin
g to
the
nee
ds f
or c
apac
ity-b
uild
ing
base
d on
the
cap
acity
asse
ssm
ent c
ondu
cted
in A
ugus
t 201
6.
T he
C/P
trai
ning
in Ja
pan
was
impl
emen
ted
for t
en R
WSS
staf
f mem
bers
in O
ctob
er 2
016
and
Sept
embe
r 201
7.
The
follo
win
g C
/P tr
aini
ngs w
ere
cond
ucte
d.T
able
2-8
-3：
Tra
inin
gs a
nd W
orks
hops
for
WA
SAC
RW
SS C
ondu
cted
by
the
Proj
ect
Tra
inin
g C
ours
e T
otal
Num
ber
of P
artic
ipan
ts
Tra
inin
g C
ours
e L
ist
21 C
ours
es
240
parti
cipa
nts
See
Tabl
e 2-
31.
Sour
ce：
Proj
ect r
epor
t 3-
2：
Trai
ning
pr
ogra
mm
es
and
tech
nica
l sup
port
man
uals
for
the
Dis
trict
s ar
e ap
prov
ed
byW
ASA
C.
Indi
cato
r 3-
2 ha
s bee
n ac
hiev
ed.
Th
e Pr
ojec
t als
o de
velo
ped
the
follo
win
g m
anua
ls a
nd to
ols a
s sup
porti
ng m
ater
ials
for t
he tr
aini
ngs a
s sho
wn
inTa
ble
2-8-
4
The
train
ing
prog
ram
me
for t
he D
istri
cts a
nd P
Os w
as c
onst
ruct
ed m
ainl
y up
on th
e fo
ur p
illar
s men
tione
d be
low,
whi
ch w
ere
iden
tifie
d as
key
cha
lleng
es th
roug
h th
e ba
selin
e su
rvey
(201
5).
-En
hanc
e op
erat
ion
and
mai
nten
ance
of t
he w
ater
supp
ly fa
cilit
ies.
-En
hanc
e de
lega
ted
cont
ract
man
agem
ent u
nder
PPP
.-
Enha
nce
wat
er q
ualit
y m
anag
emen
t.-
Enha
nce
com
mun
ity se
nsiti
zatio
n.
18
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t T
able
2-8
-4：
Lis
t of t
he M
anua
ls a
nd T
ools
Dev
elop
ed a
s Sup
port
ing
Mat
eria
ls fo
r th
e T
rain
ings
N
o.
Titl
e of
the
Doc
umen
t Dev
elop
ed
New
or
Rev
isio
n 1
Man
ual f
or W
ater
Met
er In
stal
latio
n at
Exi
stin
g D
istri
butio
n R
eser
voirs
N
ew
2 M
anua
l for
Chl
orin
atio
n U
nit I
nsta
llatio
n at
Exi
stin
g D
istri
butio
n R
eser
voir
New
3
Man
ual f
or D
ata
Col
lect
ion
with
GPS
dev
ices
N
ew
4 M
anua
l for
Dat
a M
anag
emen
t with
MS
Acc
ess
New
5
Vid
eo T
ools
(Six
Titl
es) f
or G
uida
nce
in C
reat
ing
Mon
thly
Rep
orts
for P
rivat
e O
pera
tors
-A
djus
tmen
t of p
rintin
g ar
eas
-Sum
mat
ion
of c
ell v
alue
s in
diff
eren
t wor
kshe
ets
-How
to c
orre
ct c
ell f
orm
ats
-How
to d
uplic
ate
wor
kshe
ets
-Hyp
erlin
ks-L
ist b
oxes
New
3-3：
Tech
nica
l su
ppor
t m
anua
ls
for
Dis
trict
s ar
e ut
ilize
d ap
prop
riate
ly
for
the
Dis
trict
’s
train
ing
by
WA
SAC
RW
SS.
Indi
cato
r 3-
3 ha
s bee
n ac
hiev
ed.
Cap
acity
dev
elop
men
t of P
Os,
staf
f of t
he fo
ur m
odel
Dis
trict
s an
d m
odel
WU
Cs
was
faci
litat
ed b
y th
e C
/Ps,
who
se
capa
citie
s as t
rain
ers h
ad b
een
deve
lope
d in
the
train
ings
don
e th
roug
h A
ctiv
ity 3
-4. T
hese
trai
ning
s wer
e co
nduc
ted
as
show
n in
the
Tabl
e 2-
8-5
and
Tabl
e 2-
8-6.
Tab
le 2
-8-5：
Tra
inin
gs a
nd W
orks
hops
for
Mod
el D
istr
icts
and
PO
s Con
duct
ed b
y th
e Pr
ojec
t T
rain
ing
Cou
rse
Tot
al N
umbe
r of
Par
ticip
ants
T
rain
ing
Cou
rse
Lis
t 23
Cou
rses
49
4 pa
rtici
pant
s Se
e Ta
ble
2-40
. So
urce：
Proj
ect R
epor
t T
able
2-8
-6：
Tra
inin
gs fo
r M
odel
WU
Cs C
ondu
cted
by
the
Proj
ect
Tar
get W
UC
T
otal
Num
ber
of P
artic
ipan
ts
Bre
akdo
wn
57 W
UC
s 32
1 pa
rtici
pant
s Se
e Ta
ble
2-44
. So
urce：
Proj
ect R
epor
t O
utpu
t 4:
The
prop
osed
ope
ratio
n an
d m
aint
enan
ce
fram
ewor
k is
impr
oved
th
roug
h te
stin
g in
the
4-1：
Mod
el
Dis
trict
s co
nduc
t th
eop
erat
ion
and
mai
nten
ance
of t
heir
wat
er
supp
ly
syst
ems
inac
cord
ance
with
the g
uide
lines
and
man
uals
.
See
belo
w su
b-in
dica
tors
19
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t fo
ur
mod
el
Dis
trict
s fr
om E
aste
rn P
rovi
nces
. 4-
1-1：
Col
lect
ed r
oyal
ty i
s be
ing
used
ap
prop
riate
ly
for
rura
l w
ater
su
pply
ser
vice
s by
the
four
mod
el
Dis
trict
s.
For
sub-
indi
cato
r 4-
1-1,
the
roya
lty fe
es h
ave
been
use
d fo
r th
e pu
rpos
e of
rep
airi
ng th
e w
ater
supp
ly sy
stem
in
each
dis
tric
t. H
owev
er, t
here
is a
nee
d fo
r a
budg
etin
g m
echa
nism
that
allo
ws
for
quic
k re
pair
s us
ing
roya
lty
fees
in th
e ev
ent o
f a fa
cilit
y fa
ilure
. T
able
2-8
-7：
Util
izat
ion
of R
oyal
ty F
ees b
y E
ach
Mod
el D
istr
ict
Dis
tric
t R
oyal
ty F
ees
Paym
ent P
erio
d Pa
ymen
t A
mou
nt b
y B
ank
Rem
ittan
ce
(Rw
f)
Exp
endi
ture
s (R
wf)
Cur
rent
B
alan
ce
(Rw
f)
Purp
ose
of U
se
Rw
amag
ana
FY20
16/2
017
N/A
N
/A
N/A
・
Reh
abili
tatio
n of
B
iman
a an
dM
usha
WSS
FY 2
017/
2018
23
,837
,201
16
,940
,695
6,
896,
506
・R
ehab
ilita
tion
of
M
unyi
giny
aW
SS・
Rep
lace
men
t of
pu
mps
in
th
eM
wur
ire W
SSK
ayon
za
FY20
16/2
017
N/A
N
/A
N/A
・
Priv
ate
conn
ectio
n to
Um
uyen
ziH
ealth
Cen
ter
・R
epla
cem
ent o
f pum
p in
the
Gat
are
Pum
p St
atio
nFY
201
7/20
18
8,49
9,59
9 0
8,49
9,59
9 U
nuse
d N
gom
a FY
201
7/20
18
10,8
82,6
44
200,
000
10,6
82,6
44
Ope
ratin
g co
st
for
Dis
trict
Was
h B
oard
(DW
B)
Kire
he
FY 2
017/
2018
8,
181,
751
2,02
7,00
0 6,
154,
751
Reh
abili
tatio
n of
G
asha
nga
I WSS
So
urce：
Dat
a pr
ovid
ed b
y ea
ch d
istri
ct (d
ata
obta
ined
in F
ebru
ary
2019
)
20
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t T
able
2-8
-8：
Bal
ance
of t
he D
istr
ict W
ater
Acc
ount
Sour
ce：
Ban
k st
atem
ents
of t
he d
istri
ct w
ater
acc
ount
from
Nat
iona
l Ban
k of
Rw
anda
(as o
f May
9, 2
019)
4-
1-2：
Mon
thly
rep
orts
are
bei
ng u
sed
appr
opria
tely
fo
r el
abor
atin
g op
erat
ion
and
mai
nten
ance
pla
n by
th
e fo
ur m
odel
Dis
trict
s.
For
sub-
indi
cato
r 4-
1-2,
the
Dis
tric
ts a
nd P
Os
have
the
follo
win
g is
sues
. Fur
ther
mor
e, th
e m
onth
ly r
epor
t dat
a is
not
ful
ly u
tiliz
ed in
the
pla
nnin
g of
the
dis
tric
t. H
owev
er, s
ince
Sep
tem
ber
2019
, eac
h D
WSS
E h
as s
tart
ed
impr
ovem
ent a
ctiv
ities
to id
entif
y th
e is
sues
and
cre
ate
actio
n pl
ans t
hrou
gh th
e an
alys
is o
f the
mon
thly
rep
orts
, do
ne to
geth
er w
ith th
e W
AT
SAN
off
icer
s, an
d is
stre
ngth
enin
g ef
fort
s usi
ng m
onth
ly r
epor
t dat
a.
Tab
le 2
-8-9：
Cha
lleng
es o
n M
onth
ly R
epor
ts u
nder
Del
egat
ed M
anag
emen
t in
Rur
al W
ater
Sup
ply
Serv
ices
D
istri
ct
•N
o as
sess
men
ts o
f sub
mitt
ed re
ports
hav
e be
en c
ondu
cted
•N
o fe
edba
ck h
as b
een
give
n to
PO
sPO
•
In so
me
case
s, m
onth
ly re
ports
hav
e be
en su
bmitt
ed la
te a
nd n
ot w
ithin
the
pres
crib
ed d
eadl
ine
•D
ata
on w
ater
pro
duct
ion
and
volu
me
has b
een
inco
nsis
tent
•H
ard
copi
es o
f mon
thly
repo
rts h
ave
not b
een
subm
itted
(onl
y el
ectro
nic
data
has
bee
n su
bmitt
ed)
•B
ank
stat
emen
ts s
how
ing
leas
e pa
ymen
ts m
ade
to t
he d
istri
ct, a
nd r
ecor
ds o
f m
onito
red
wat
ervo
lum
e da
ta, h
ave
not b
een
atta
ched
to m
onth
ly re
ports
Sour
ce：
Cha
lleng
es o
n D
eleg
ated
Man
agem
ent
in R
ural
Wat
er S
uppl
y Se
rvic
es,
Dec
embe
r 20
18,
Del
egat
e W
ater
M
anag
emen
t Uni
t / R
WSS
WA
SAC
4-
2：O
pera
tion
of w
ater
supp
lysy
stem
s in
the
mod
el D
istri
cts a
rei m
prov
ed.
See
belo
w su
b-in
dica
tors
4-2-
1：
The
non-
func
tiona
l ave
rage
per
iod
Sub-
indi
cato
r 4-
2-1
has b
een
achi
eved
.
Dis
tric
t Wat
er A
ccou
ntRw
amag
ana
Kayo
nza
Ngo
ma
Kire
he
Perio
dFr
om 1
/7/2
018
to9/
5/20
19Fr
om 1
/5/2
018
to30
/4/2
019
From
1/7
/201
8 to
9/5/
2019
Open
ing
acco
unt (
Frw
)16
,530
,790
14,9
68,5
530
Cash
out
(Frw
)16
,970
,695
236,
000
195,
700
Cash
in (F
rw)
11,7
15,7
4820
,694
,457
8,16
6,06
9Cl
osin
g ac
coun
t (Fr
w)
11,2
75,8
43-
35,4
27,0
107,
970,
369
No
data
21
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t of
a w
ater
supp
ly sy
stem
, man
aged
by
a P
O sh
ould
not
exc
eed
20 d
ays
per y
ear.
How
ever
, the
re a
re so
me
syst
ems w
here
mec
hani
cal a
nd e
lect
rica
l equ
ipm
ent s
uch
as p
umps
and
gen
erat
ors
are
appr
oach
ing
the
end
of it
s ser
vice
life
. The
refo
re, i
t is n
eces
sary
to a
lloca
te th
e pl
anne
d re
new
al b
udge
ts
syst
emat
ical
ly a
nd to
est
ablis
h a
rapi
d pr
ocum
bent
syst
em in
the
even
t of a
bre
akdo
wn.
Tab
le 2
-8-1
0：N
umbe
r of
Day
s Whe
n W
ater
Sup
ply
Serv
ice
Was
Com
plet
ely
Stop
ped
in th
e 4
Mod
el D
istr
icts
Bas
elin
e (2
015)
A
pril
2017
– M
arch
201
8 Ju
ne 2
018
– M
ay 2
019
27.2
day
s/sy
stem
14
.4 d
ays/
syst
em
16.1
day
s/sy
stem
So
urce
: Pro
ject
repo
rt 4-
2-2：
Com
plia
nce
rate
w
ith
Rw
anda
dr
inki
ng
wat
er
stan
dard
fo
r re
sidu
al fr
ee c
hlor
ine
is im
prov
ed.
The
pres
ence
of
re
sidu
al
free
ch
lorin
e at
the
term
inal
wat
er ta
p fa
ucet
s is
con
firm
ed i
n 24
wat
er
supp
ly s
yste
ms
supp
orte
d by
the
Pr
ojec
t.
Sub-
indi
cato
r 4-
2-2
has n
ot r
each
ed th
e ta
rget
leve
l, bu
t the
num
ber
of fa
cilit
ies t
hat a
re c
hlor
inat
ed is
in
crea
sing
.
As
of th
e en
d of
Aug
ust,
2019
, 21
WSS
s ar
e pe
rfor
min
g m
easu
rem
ents
of r
esid
ual f
ree
chlo
rine.
How
ever
, 4 W
SSs
have
not
bee
n im
plem
ente
d du
e to
mal
func
tioni
ng o
f the
chl
orin
atio
n un
it. A
t lea
st, t
he m
inim
um v
alue
(0.0
5 m
g/L)
of
resi
dual
free
chl
orin
e at
the
term
inal
pub
lic ta
p ha
s be
en c
onfir
med
in 1
8 W
SSs.
The
tabl
e be
low
sho
ws
the
base
line
(201
5) a
nd e
nd li
ne (2
019)
for t
he st
atus
of c
hlor
ine
man
agem
ent b
y PO
s in
four
mod
el D
istri
cts.
Tab
le 2
-8-1
1：M
onito
ring
Res
ults
Rel
ated
to M
anag
emen
t of t
he R
esid
ual F
ree
Chl
orin
e It
em
Bas
elin
e (D
ecem
ber
2015
) E
nd li
ne
(Aug
ust 2
019)
N
umbe
r of w
ater
supp
ly s
yste
ms
69 f
acili
ties
75 f
acili
ties
Num
ber o
f fac
ilitie
s with
chl
orin
atio
n un
its in
stal
led
17 f
acili
ties
25 f
acili
ties
Perc
enta
ge o
f re
sidu
al f
ree
chlo
rine
dete
cted
at t
he te
rmin
al
wat
er ta
p 12
%
(2 o
ut o
f 17
fac
ilitie s)
72 %
(1
8 ou
t of
25)
Sour
ce: P
roje
ct re
port
4-2-
3：
Ann
ual c
olle
ctio
n ra
te o
f wat
er se
ll fr
om u
sers
is im
prov
ed fr
om 8
1%
to n
ot lo
wer
than
90%
.
For
sub-
indi
cato
r 4-
2-3,
the
colle
ctio
n ra
te o
f wat
er fe
es fr
om w
ater
use
rs in
the
thre
e m
odel
Dis
tric
ts e
xclu
ding
N
gom
a D
istr
ict i
s m
aint
aine
d at
90%
or
mor
e. H
owev
er, t
he r
ate
of c
olle
ctio
n by
the
paym
ent d
eadl
ine
is lo
w,
and
man
y w
ater
use
rs a
re d
elin
quen
t.
22
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t T
able
2-8
-12：
Ann
ual C
olle
ctio
n R
ate
of W
ater
Fee
s fro
m U
sers
for
Each
PO
from
Jan
uary
to D
ecem
ber
2018
Sour
ce: M
onth
ly re
port
by P
Os
Tab
le 2
-8-1
3：A
nnua
l Col
lect
ion
Rat
e of
Wat
er F
ees f
rom
Use
rs fo
r Ea
ch P
O fr
om A
pril
to D
ecem
ber
2017
Sour
ce: M
onth
ly re
port
by P
Os
4-2-
4：A
nnua
l col
lect
ion
rate
of r
oyal
tyfr
om P
Os i
s im
prov
ed to
not
low
er th
an 9
0%.
For
sub-
indi
cato
r 4-
2-4,
if t
he c
olle
ctio
n ra
te is
cal
cula
ted
with
the
col
lect
ion
amou
nt a
s ze
ro f
or t
he m
onth
m
issi
ng d
ata,
the t
arge
t lev
el w
ill n
ot b
e rea
ched
; but
if th
e col
lect
ion
rate
is ca
lcul
ated
excl
udin
g th
e dat
a m
issi
ng
mon
th, i
t will
be 1
00%
. How
ever
, fiv
e pri
vate
ope
rato
rs in
the f
our m
odel
Dis
tric
ts h
ave n
ot m
ade t
heir
pay
men
ts
by th
e m
onth
ly d
eadl
ine,
and
pay
men
t del
ays a
re a
cha
lleng
e fo
r th
e D
istr
icts
.
Kay
onza
Ngo
ma
Kire
he
MK
M U
buzi
ma B
wiz
aCo
oper
ativ
eA
yate
keA
yate
keW
ATR
ESCO
Aya
teke
1. R
epor
ting
perio
d
2. A
mon
t bill
ed (F
rw)
87,6
81,0
4126
,875
,817
94,3
75,0
6621
7,47
0,93
612
8,51
1,54
3
3. A
mon
t col
lect
ed o
n bi
lls an
d ar
rear
s（Fr
w）
87,7
96,6
8633
,978
,636
88,4
54,8
4417
2,76
7,18
912
1,45
4,90
2
3.1
Am
ount
colle
cted
on
bills
(Frw
)25
,904
,038
26,8
75,8
1775
,672
,275
101,
347,
317
112,
429,
854
3.2
Colle
ctio
n on
arre
ars (
Rrw
)61
,892
,648
7,10
2,81
912
,782
,569
71,4
19,8
729,
025,
048
100.
1%12
6.4%
93.7
%79
.4%
94.5
%
Rwam
agan
a
4. R
ecov
ery
rate
(%) (
3 ÷2
)PO
Dist
rict
From
Janu
ary
to D
ecem
ber 2
018
Kay
onza
Ngo
ma
Kire
he
MK
M U
buzi
ma B
wiz
aCo
oper
ativ
eA
yate
keA
yate
keW
ATR
ESCO
Aya
teke
1. R
epor
ting
perio
d
2. A
mon
t bill
ed (F
rw)
82,0
57,7
4028
,080
,653
68,3
75,9
8314
4,62
5,81
617
,412
,224
3. A
mon
t col
lect
ed o
n bi
lls an
d ar
rear
s（Fr
w）
75,8
78,2
9827
,830
,337
66,3
19,7
7012
3,28
4,20
115
,944
,935
3.1
Am
ount
colle
cted
on
bills
(Frw
)24
,378
,722
22,2
74,0
2052
,562
,567
85,4
96,4
0615
,050
,335
3.2
Colle
ctio
n on
arre
ars (
Rrw
)51
,499
,576
5,55
6,31
713
,757
,203
37,7
87,7
9589
4,60
0
92.5
%99
.1%
97.0
%85
.2%
91.6
%
Dist
rict
Rwam
agan
a
PO
From
Apr
il to
Dec
embe
r 201
7
4. R
ecov
ery
rate
(%) (
3 ÷2
)
23
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t T
able
2-8
-14：
Ann
ual C
olle
ctio
n R
ate
of R
oyal
ty F
ees
Not
e: M
KM
still
has
a d
ebt o
f app
roxi
mat
ely
5 m
illio
n R
wf t
o th
e R
wam
agan
a D
istri
ct a
s of M
ay 2
019.
N
ote:
PO
pai
d th
e co
st o
f the
repl
acem
ent o
f the
fa
cilit
ies i
n tw
o w
ater
supp
ly s
yste
ms f
or th
e R
wam
agan
a D
istri
ct, w
hich
am
ount
ed to
a to
tal o
f ar
ound
6 m
illio
n R
wf,
base
d on
the
requ
est f
rom
the
Rw
amag
ana
Dis
trict
as a
n em
erge
ncy
case
. In
this
ca
se, t
he ro
yalty
fees
hav
e be
en o
ffse
t fro
m th
is
adva
nced
pay
men
t. Th
us, t
hese
two
WSS
s wer
e ex
clud
ed in
this
ass
essm
ent.
Dist
rict
PO
Mon
thAm
ont
(Frw
)Am
ont
(Frw
)M
onth
of m
oney
rece
vied
Jan-
1866
3,60
166
3,60
1Fe
b-18
699,
535
699,
535
Mar
-18
547,
060
547,
060
Apr-
1843
1,69
8M
ay-1
853
8,39
9Ju
n-18
875,
433
Jul-1
898
3,91
698
3,91
6Au
g-18
930,
955
930,
955
Sep-
1896
2,96
796
2,96
717
/10/
2018
Oct-
1883
4,12
383
4,12
419
/11/
2018
Nov-
1874
0,61
674
0,61
613
/12/
2018
Dec-
1855
9,80
155
9,80
123
/1/2
019
Tota
l (Fr
w)
8,76
8,10
46,
922,
576
-
Rwam
agan
aUB
UZIM
A BW
IZA
MKM
①Am
ont o
f the
roya
lty fe
es②
Mon
ey re
ceive
d to
dis
trict
wat
erac
coun
t
Colle
ctio
n ra
te (%
)（②
÷①
）79
%
18/7
/201
8
10/1
0/20
18
No d
ata
No d
ata
No d
ata
Dist
rict
PO
Mon
thAm
ont
(Frw
)Am
ont
(Frw
)M
onth
of m
oney
rece
vied
Jan-
1840
,647
Feb-
1839
,295
Mar
-18
35,3
29Ap
r-18
31,3
01M
ay-1
833
,814
Jun-
1851
,078
51,0
7817
/8/2
018
Jul-1
854
,863
Aug-
1859
,004
Sep-
1858
,021
Oct-
1857
,200
Nov-
1859
,427
Dec-
1856
,739
Tota
l (Fr
w)
576,
719
576,
723
-
Rwam
agan
aAy
atek
e st
ar c
ompa
ny①
Amon
t of t
he ro
yalty
fees
for
GATA
RE-B
YINZ
A-M
ABAR
E W
ater
②M
oney
rece
ived
to d
istri
ct w
ater
acco
unt
Colle
ctio
n ra
te (%
)（②
÷①
）10
0%
6/7/
2018
180,
390
173,
367
15/2
/201
9
171,
888
12/1
1/20
18
24
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t
Bas
elin
e su
rvey
in
2015
for
Rw
amag
ana
Dis
tric
t, K
ayon
za
Dis
tric
t, N
gom
a D
istr
ict
and
Kir
ehe
Dis
tric
t (R
efer
ence
)：
At t
he ti
me
of th
e ba
selin
e su
rvey
, thi
s dat
a di
d no
t ex
ist.
This
dat
a co
uld
be m
easu
red
afte
r Mar
ch 2
017,
w
hen
the
PO m
onth
ly re
port
form
at w
as e
stab
lishe
d.
Dist
rict
PO
Mon
thAm
ont
(Frw
)Am
ont
(Frw
)M
onth
of m
oney
rece
vied
Jan-
1869
6,87
3Fe
b-18
716,
105
Mar
-18
571,
212
Apr-
1852
3,89
8M
ay-1
856
3,56
0Ju
n-18
676,
272
676,
272
Jul-1
867
9,25
467
9,25
4Au
g-18
774,
295
774,
295
Sep-
1872
9,40
472
9,40
4Oc
t-18
613,
743
613,
743
Nov-
1871
6,36
171
6,36
1De
c-18
670,
550
670,
550
13/0
2/20
19To
tal (
Frw
)7,
931,
527
4,85
9,87
9-
24/0
1/20
19
Colle
ctio
n ra
te (%
)（②
÷①
）61
%
12/1
1/20
18
No d
ata
No d
ata
No d
ata
Kayo
nza
Ayat
eke
star
com
pany
①Am
ont o
f the
roya
lty fe
es②
Mon
ey re
ceive
d to
dis
trict
wat
erac
coun
t
No d
ata
No d
ata
Dist
rict
PO
Mon
thAm
ont
(Frw
)Am
ont
(Frw
)M
onth
of m
oney
rece
vied
Jan-
181,
196,
517
1,19
6,51
7Fe
b-18
1,34
7,50
61,
347,
506
Mar
-18
942,
942
942,
942
Apr-
1887
2,92
387
2,92
3M
ay-1
81,
122,
485
1,12
2,48
525
/7/2
018
Jun-
182,
064,
723
2,06
4,72
328
/8/2
018
Jul-1
82,
421,
075
2,42
1,07
510
/9/2
018
Aug-
182,
203,
540
2,20
3,54
019
/9/2
018
Sep-
181,
907,
083
1,90
7,08
311
/2/2
018
Oct-
181,
787,
017
1,78
7,01
722
/11/
2018
Nov-
181,
342,
860
1,34
2,86
024
/1/2
019
Dec-
181,
221,
069
1,22
1,06
931
/1/2
019
Tota
l (Fr
w)
18,4
29,7
4018
,429
,740
-
WAT
RESC
ONg
oma
Colle
ctio
n ra
te (%
)（②
÷①
）10
0%
①Am
ont o
f the
roya
lty fe
es②
Mon
ey re
ceive
d to
dis
trict
wat
erac
coun
t 30/5
/201
8
8/6/
2018
Dist
rict
PO
Mon
thAm
ont
(Frw
)Am
ont
(Frw
)M
onth
of m
oney
rece
vied
Jan-
1885
3,75
1Fe
b-18
902,
419
Mar
-18
759,
916
2,30
2,25
1Ap
r-18
722,
233
1,54
4,63
9M
ay-1
882
2,40
682
2,40
6Ju
n-18
908,
919
908,
919
13/9
/201
8Ju
l-18
1,01
3,49
61,
013,
496
Aug-
181,
029,
331
1,02
9,33
1Se
p-18
982,
454
982,
454
Oct-
1892
5,87
892
5,87
8No
v-18
953,
740
953,
740
Dec-
181,
016,
266
Tota
l (Fr
w)
10,8
90,8
0910
,483
,114
-
Kire
heAy
atek
e st
ar c
ompa
ny①
Amon
t of t
he ro
yalty
fees
②M
oney
rece
ived
to d
istri
ct w
ater
acco
unt
Colle
ctio
n ra
te (%
)（②
÷①
）96
%
11/7
/201
8
22/1
1/20
18
25/1
/201
9
No d
ata
No d
ata
No d
ata
25
Out
puts
O
bjec
tivel
y V
erifi
able
Indi
cato
rs
Stat
us o
f Ach
ieve
men
t So
urce
: Am
ount
of r
oyal
ty fe
es: M
onth
ly re
port
by P
O. M
oney
rece
ived
to th
e di
stric
t wat
er a
ccou
nt: B
ank
stat
emen
t of
the
dist
rict w
ater
acc
ount
from
Nat
iona
l Ban
k of
Rw
anda
(as o
f May
9, 2
019)
.
4-3：
Ope
ratio
n of
poi
nt w
ater
sour
ces
in th
e m
odel
site
s is i
mpr
oved
.
See
belo
w su
b-in
dica
tors
.
4-3-
1：
Act
ive
Wat
er U
sers
Com
mitt
ees
(WU
C) o
f the
bor
ehol
es w
ith h
and
pum
ps a
re i
ncre
ased
to
at l
east
95
% a
t the
mod
el si
tes.
Sub-
indi
cato
r 4-
3-1
has a
lmos
t rea
ched
the
targ
et le
vel.
Fi
rst m
onito
ring
(con
duct
ed in
Dec
embe
r 201
7): W
UC
s wer
e ac
tive
at 3
0 of
the
35 m
odel
site
s for
bor
ehol
es w
ithha
nd p
umps
(Act
ive
rate
: 86%
; det
erm
ined
by
whe
ther
mee
tings
wer
e he
ld).
Se
cond
mon
itorin
g (c
ondu
cted
from
Nov
embe
r to
Dec
embe
r 201
8): W
UC
s wer
e ac
tive
at 3
3 of
the
36 m
odel
site
sfo
r bor
ehol
es w
ith h
and
pum
ps (A
ctiv
e ra
te: 9
2%; d
eter
min
ed b
y w
heth
er m
eetin
gs w
ere
held
).
Bas
elin
e su
rvey
in 2
015
for
Rw
amag
ana,
Kay
onza
, Ngo
ma
and
Kir
ehe
Dis
tric
t (R
efer
ence
):
The
form
atio
n ra
te o
f the
WU
C o
f bor
ehol
es a
nd im
prov
ed sp
rings
was
abo
ut 1
4% (3
4 ou
t of 2
40 b
oreh
oles
) and
abo
ut
2% (1
1 ou
t of 5
26 sp
rings
) res
pect
ivel
y in
the
four
mod
el D
istri
cts a
t the
bas
elin
e su
rvey
in 2
015.
4-3-
2：A
nnua
l am
ount
of c
olle
cted
O&
Mfe
es fo
r the
bor
ehol
es w
ith h
and
pum
ps a
re in
crea
sed
to a
t lea
st80
% a
t the
mod
el si
tes.
Sub-
indi
cato
r 4-
3-2
has n
ot r
each
ed th
e ta
rget
leve
l, bu
t the
col
lect
ion
rate
has
impr
oved
.
Fi
rst m
onito
ring
(con
duct
ed in
Dec
embe
r 20
17):
WU
Cs
incr
ease
d th
e O
&M
fee
col
lect
ion
rate
at 8
of
the
35m
odel
site
s for
bor
ehol
es w
ith h
and
pum
ps (F
ee c
olle
ctio
n ra
te in
crea
se: 2
3%).
Se
cond
mon
itorin
g (c
ondu
cted
from
Nov
embe
r to
Dec
embe
r 201
8): W
UC
s inc
reas
ed th
e O
&M
fee
colle
ctio
nra
te a
t 22
of th
e 36
mod
el si
tes f
or b
oreh
oles
with
han
d pu
mps
(Fee
col
lect
ion
rate
incr
ease
: 61%
).
Bas
elin
e su
rvey
in 2
015
for
Rw
amag
ana,
Kay
onza
, Ngo
ma
and
Kir
ehe
Dis
tric
t (R
efer
ence
):
15 o
f th
e 24
0 si
tes
(6%
of
the
tota
l) of
the
bore
hole
s w
ith h
and
pum
ps k
ept t
he s
avin
gs d
ata
of th
e op
erat
ion
and
mai
nten
ance
fund
, but
the
othe
r site
s did
not
reco
rd th
e sa
ving
s dat
a. O
n th
e ot
her h
and,
in th
e ca
se o
f im
prov
ed sp
rings
, th
e O
&M
fund
was
not
save
d at
all
528
site
s.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
26
Achievements of the Project Activities
Approach to Solutions of Key Challenges
A baseline survey was conducted in the first phase (2015) to grasp the current situation and specific issues
related to the O&M of rural water supply facilities in Rwanda. The main issues to be tackled and approaches
for problem solving were identified. In order to solve these major issues, this Project conducted various
activities for the elaboration of the operation and maintenance framework.
Table 2-9：Key Challenges in the Management of the Water Supply Services for Rural Water Supply and Approach to Solutions of Key Challenges
Key Challenges *1 Approach to Solutions of Key Challenges
Challenge 1: Weaknesses of the current O&M framework for rural water supply
Approach 1: Elaboration of current O&M framework for the rural water supply facilities
Challenge 1-1: The role of each actor in the O&M framework was not clearly stated.
1.1 Elaboration of mandates of each actor in the O&M framework for rural water supply facilities
Challenge 1-2: POs selection method with high transparency was not established.
1.2 Establishment of POs selection method
Challenge 1-3: Poor contract management 1.3 Exhaustive strengthening of contract management
Challenge 1-4：Insufficient management of financial resources for maintenance and repair of facilities
1.4 Ensure maintenance funds for major problems (facility repair) and establish methods for managing these funds
Challenge 2: Undeveloped practical water quality management framework for rural water supply services
Approach 2: Develop a practical water quality management framework for rural water supply services
Challenge 2-1: Undeveloped practical water quality management framework for rural water supply
2-1 Develop a practical water quality managementframework for rural water supply services
Challenge 2-2: Insufficient water quality management skills of POs
2-2 Enhance management capacity of POs for residualfree chlorine
Challenge 3: Insufficient practical abilities to appropriately manage the water supply facilities of the Districts, POs and Water Users Committees (WUCs)
Approach 3: Improvement of the water supply facilities management capacities of WASAC RWSS, the Districts (as asset owners), WATSAN officers (as asset managers), and POs, to be more practical
3-1 Enhance WASAC RWSS support systems forimplementation capacities of the Districts and POs
3-2 Enhance practical ability for contract managementby the Districts and POs
3-3 Develop training modules and materials
Challenge 4: Lack of water supply facilities information such as inventory data and water supply maps
Approach 4: Develop inventory data for water supply facilities and water supply mappings
4-1 Develop inventory data for water supply systems
4-2 Expand user access to water supply mapping datavia the internet
4-3 Develop an O&M manual for each water supplysystem
4-4 Develop the database for point water sources
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
27
Key Challenges *1 Approach to Solutions of Key Challenges
Challenge 5: Undeveloped data sharing and management system between central and local level
Approach 5: Develop data sharing and management system
Challenge 6: Necessary equipment for water supply services was not installed in the existing water supply facilities
Approach 6: Promote installation of the necessary equipment, like water meters and disinfection facilities, for O&M of existing water supply systems
Challenge 6-1：Lack of the water meters and/or flow meters
6-1 Implement pilot construction for the installation of water meters and disinfection facilities by chlorination in the four model Districts
Challenge 6-2 ： Lack of disinfection facilities for chlorination
Source：*1 Baseline survey report in 2015
Details of the key challenges and their solutions in the table above are summarized below.
Key Challenges in the Management of the Water Supply Services for Rural Water Supply
Challenge 1: Weaknesses of the Current O&M Framework for Rural Water Supply
Challenge 1-1: The role of each actor in the O&M framework was not clearly stated.
In Rwanda, since the introduction of the delegated contract management under PPP in 2004, organizational
restructuring has been done repeatedly. In April 2015 when the “Project for Strengthening Operation and
Maintenance of Rural Water Supply Systems in Rwanda (the Project)” was started, a general framework for
delegated contract management by the district and POs under the technical assistance of WASAC RWSS was
being determined. However, there is no national guideline which summarizes the specific roles and functions of
each actor related to rural water supply services so that the recognition of this management model was not
disseminated at the same level nationwide.
Challenge 1-2: POs selection method with high transparency was not established.
Regardless of the type of water supply facilities including difficulty of management, various organization such as
individuals, cooperatives, associations, companies were working for the O&M of the rural water supply facilities
in the Districts. A transparent method for procurement of POs was not established. Also, selection of POs in the
low profitable areas has become difficult.
Challenge 1-3: Poor Contract Management
（1） Unclear Responsibilities for Facilities Maintenance Including Major Rehabilitation and Replacement
Since the responsibility for facilities maintenance especially major repair and/or replacement was not clearly
defined, immediate repair was not implemented during facility breakdown.
（2） Inappropriate Delegated Contract Period
The contract period was widely set up from 1 year to 5 years. If the contract period is short, POs may be
subject to risk that profit cannot be secured. This might be a barrier to entry for new PO’s.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
28
（3） Standardization of Daily Monitoring System
Service levels were not being monitored in the delegated contract because the monitoring items of the water
supply services and their standards were not stipulated. Also, feedback and evaluations to PO’s were not
consistently implemented by the Districts. Due to that, management data was not systematically accumulated.
Challenge 1-4: Insufficient Management of Financial Resources for Maintenance and Repair of Facilities
（1） Calculation method for royalties was unstructured.
Since the method of calculating the royalties for the delegated contract differs depending on contracts, it
was uncertain and unfair to the PO’s. Moreover, management of royalties was complicated because it was
individualized for each contract with the PO.
（2） Inadequate Management of Royalties by Districts
There was only one management account for the revenues and expenditures of Districts, so the royalties for
the water supply services were mixed with other revenues from other sectors. As a result, the royalties
became a general revenue source, and many cases were expended for other purposes within the one fiscal
year. So the budget from royalty fees was not utilized adequately for water and sanitation services by a
district.
Challenge 2: Undeveloped Practical Water Quality Management Framework for Rural Water Supply Services
Challenge 2-1: Undeveloped Practical Water Quality Management Framework for Rural Water Supply
Drinking water quality standards have been set uniformly by the Rwanda Standards Board (RSB), regardless
of urban or rural water supply. However, at the present moment, most POs do not have the capacity to
directly analyse the water quality and evaluate its safety. Also, from the viewpoint of securing the reliability
of water quality analysis, it is necessary to build a practical framework for water quality management of the
rural water supply.
Challenge 2-2: Insufficient Water Quality Management Skills of PO’s
Coliform bacteria which is harmful to human health was detected in 36 (detection rate: 52%) of the water
samples collected at 69 water supply systems in the four model Districts. While, residual free chlorine was
detected only from 2 water samples (detection rate: 12%) out of 17 samples having chlorine disinfection
facilities.
Challenge 3: Insufficient Practical Abilities to Appropriately Manage the Water Supply Facilities of the Districts, POs and Water Users Committees (WUCs)
Practical abilities for the management of the water supply facilities by the Districts, PO’s and the Water
Users Committees (WUC’s), which mainly take the initiative for management of point water sources such
as boreholes with hand pumps and improved springs at the community level, were insufficient. Moreover, a
framework for sustainable human resource development was not established systematically.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
29
Challenge 4: Lack of Water Supply Facilities Information such as Inventory Data and Water Supply Maps
Inventory data, which include specifications of the facilities and equipment, position data, etc. and mapping
data for the pipe network was not developed. Also, basic data like as-built drawings was not owned by the
district. For this reason, public investment plans including budget and financial plans were not formulated
properly to include new facilities, rehabilitation, replacement of existing facilities and equipment, or
expansion of the water supply systems.
Challenge 5: Undeveloped Data Sharing and Management System between Central and Local Level
Data management by WASAC RWSS is not fully systematized within the organization unless each officer
individually managed it. Thus, various valuable data, reports, drawings, etc. created by many projects were
not used efficiently and effectively.
Challenge 6: Necessary equipment for water supply services was not installed in the existing water supply facilities.
Challenge 6-1: Lack of the Water Meters and/or Flow Meters
Water meters (flow meters) necessary for water distribution measurement were not installed at 66 water
supply systems (92% of the total) out of 69 in the four model Districts.
Challenge 6-2: Lack of Disinfection Facilities for Chlorination
Disinfection facilities for chlorination were not installed at 53 water supply systems (75% of the total) out
of 69 in the four model Districts.
Approach to Solution of Key Challenges
The Project implemented activities with the following approaches to solve issues identified above.
Approach 1: Elaboration of Current O&M Framework for the Rural Water Supply Facilities
Elaboration of Mandates of Each Actor in the O&M Framework for Rural Water Supply Facilities
（1） Document Tree of the Important Documents Related to Rural Water Supply Services
The policy directions of rural water supply services in Rwanda are indicated in the National Water Policy
revised in December 2016. Specific documents such as the regulation on water services licensing and
regulations on minimum required service level for water service provision, were developed by Rwanda
Utilities Regulatory Authority (RURA). Therefore, the Project concentrated on developing “National
Guidelines” which cover the sustainable O&M framework for rural water supply facilities including the
policy directions and existing regulations in the existing documents mentioned above. In addition, the
Project also decided to develop a “Technical Support Manual for the Rural Water Supply Project” which
includes the roles of each actor and activities in all project cycles.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
30
（2） Development of the “National Guidelines for Sustainable Rural Water Supply Services (RWSS)”
Based on the position and purpose in the document tree mentioned above, “the National Guidelines” were
composed of the following contents:
Table 2-10：Contents of the “National Guidelines”
Contents Policy and Legal Framework Institutional Framework for Water and Sanitation Sector O&M Framework for Rural Water Supply Planning for O&M Public-Private Partnership (PPP) Approach in Water Services Water Quality Management Monitoring and Evaluation (M&E)
（3） Development of the “Technical Support Manual for the Rural Water Supply Project”
The contents of the “Technical Support Manual for the Rural Water Supply Project” was organized based
on the business cycles currently being implemented in Rwanda. For this reason, extracting the necessary
tasks, and responsible and/or supporting organizations in the project cycles were done by the joint task teams
organized with C/P and JICA experts.
Establishment of POs Selection Method
The Rwanda side led the efforts to improve the selection system for professional PO’s. Thus, the Project
focused on the finalization of the model tender document. The outline of the efforts for this issue is shown
in the table below.
Table 2-11：Outline of Efforts to Improve the Selection System of Professional PO’s
Contents Implemented by
Rwanda Rwanda
Establishing water services licensing system of professional PO’s ✔ -
Setting of attractive business areas for rural water supply services (clustering) ✔ -
Finalization of the model tender document ✔ ✔
（1） Finalization of the Model Tender Document for Selecting Professional PO’s
The Project and C/P reviewed the draft model tender document (French version) which was developed under
the support of the Water and Sanitation Program (WSP) in 2013. The contents were improved to align with
the current Rwanda procurement process. At the same time, an English-language version of this document
was also developed. However, further revision is necessary in the future to adapt to the e-procurement system
which was established by Rwanda Public Procurement Authority (RPPS) in 2017.
Exhaustive Strengthening of Contract Management
（1） Finalization of Model Delegated Contract
The model delegated contract (French version) was drafted with the support of WSP in 2013, as was the
model tender document mentioned above. In 2016, this contract was reviewed by WASAC and RURA and
new articles, such as the involvement of WASAC as a Witness, mandatory to the water quality management
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
31
by PO’s etc. were entered into the contract. However, since new notices such as the standard rate of tariff’s
and royalties for the rural water supply services under PPP were instructed by RURA in January 2017. It
was necessary to revise the model contract to reflect these notices. The Project, therefore, supported this
work.
（2） Development of Monthly Report Format for Daily Monitoring by the PO’s
The monthly report format was finalized with C/P and RURA in 2017 to standardize a series of tasks for
PO’s on the recording and storage of daily management status of the facilities.
Ensure Maintenance Funds for Major Problems (facility repair) and Establish Methods for Managing These Funds
The Rwanda side led the effort to secure financial resources and management methods for these funds. Thus,
the Project focused on the monitoring activity of whether the royalty fees are properly used, or not, by the
water supply services of the Districts.
Table 2-12：Outline of the Efforts to Secure Financial Resources and Management Methods for These Funds
Contents
Implemented by
Rwanda Rwanda
Open bank account only for water and sanitation services by each district ✔
Standardization of calculation method of the royalty fees ✔
Monitoring of the financial management of the royalty fees ✔ ✔
Approach 2: Develop a Practical Water Quality Management Framework for Rural Water Supply Services
Develop a Practical Water Quality Management Framework for Rural Water Supply Services
The Project, with C/P, decided to build a practical water quality management framework based on the
following three principles and to carry out a feasibility study to measure the practical framework against the
current environment in rural water supply systems.
Enhance Management Capacity of POs for Residual Free Chlorine
Training courses were created to strengthen capacity of trainer’s skills by C/P and to develop the practical
skills of the daily water quality monitoring conducted by the Districts and PO’s. Training modules were
developed, especially in relation to the management of residual free chlorine, which is important in the day-
to-day water quality monitoring.
Approach 3: Improvement of the water supply facilities management capacities of WASAC RWSS, the Districts as asset owners, WATSAN officers as asset managers, and POs to be more practical
Enhance WASAC RWSS Support Systems for Implementation Capacities of the Districts and POs
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Capacity development (CD) for the C/P adopted three methodologies such as, individual training, on the job
training (OJT) and, co-working with JICA experts, so that both aspects of knowledge and skills for technical
support to the Districts and PO’s were strengthened.
Enhance Practical Ability for Contract Management by the Districts and PO’s
In order to promote the contract management model by PPP, it is essential to strengthen the management
capacity of the Districts and PO’s. The Project focused on improving their practical skills through various
training.
Develop Training Modules and Materials
In the Water Sector of Rwanda, six training modules for the CD’s of the Districts and PO’s were already
developed through the FEPEAR support project (December 2015) funded by the EU. This Project, therefore,
focused on the development of training materials by prioritized areas that need to be strengthened by the
Districts and PO’s, without duplication of the existing modules. Based on the characteristics of the training
contents, the training materials were developed in various formats, such as text, and/or digital materials like
video manuals through YouTube.
Approach 4: Develop an Inventory Data for Water Supply Facilities and Water Supply Mappings
Develop an Inventory Data for Water Supply Systems
Development of an inventory data for water supply facilities needs to be rolling out nationwide through
WASAC RWSS. The Project examined various approaches with minimum cost for data development. As a
result, a Project Assistant had responsibility for field data collection through cooperation with the PO’s and
created a data profiling of water supply facilities.
Expand User Access to Water Supply Mapping Data via the Internet
Developed mapping data needs to include conditions such as easy access, easy operation and low operation
cost, in order to disseminate and use data widely by end users like Districts and PO’s on a daily basis. In an
attempt to do this, Web-GIS map was developed using open GIS software and Amazon's cloud service as
trail version in 2017.
Develop an O&M Manual for Each Water Supply System
In 2016, a guide document for O&M of water supply systems, including daily monitoring, asset management
and future plan for the replacement of facilities etc., was finalized by SusWAS project, funded by the EU.
This O&M manual is effective not only for checking and managing daily facilities, but also for mid- and
long-term planning for repair and replacement of facilities. The Project with C/P decided to undertake the
development of the O&M manual for 70 water supply systems, which are being managed by PO’s in the
four model Districts, using inventory data developed by the Project.
Develop the Database for Point Water Sources
Since about 50% of households still utilize point water sources like boreholes with hand pumps and
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improved springs in rural areas of Rwanda, improvement of the O&M framework for point water sources
were also required. For this reason, the Project developed a database for point water sources using baseline
data and upgraded the aforementioned Web-GIS map to add the operational status for point water sources
in the model Districts.
Approach 5: Develop Data Sharing and Management System
Regarding data management and sharing methods within the organization, it is common for each staff
member to access the shared server for data saving, and to periodically back up data by the server
administrators. However, the disadvantage of this method is the initial cost of purchasing the server and
maintenance costs once the server is in place. Additional costs would include antivirus measures and regular
backup. As a means for solving this issue, the Project introduced to C/P a data sharing method of an online
storage service (cloud service) provided by Google. It was decided to use this storage service experimentally
in the Delegated Water Management (DWM) Unit, RWSS of WASAC in 2017.
Approach 6: Promote installation of the Necessary Equipment like Water Meters and Disinfection Facilities for O&M of Existing Water Supply Systems
Implement Pilot Construction for the Installation of Water Meters and Disinfection Facilities by Chlorination in the Four Model Districts
Pilot works were carried out to simply and economically install water meters and disinfection facilities by
chlorination at each model site in 2017. The aim of this pilot was to promote the necessary actions for
installation of water meters and disinfection facilities for all water supply systems by WATSAN officers
with support of WASAC/RWSS. WATSAN officers and C/P were expected to understand a series of
installation processes through this pilot.
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Activities of Output 0
Output 0：Common Activities
Activity 0-1 ／ Activity 0-2 ： Establish the Steering Committee (SC), Project Implementation Committee (PIC) and District Forum (DF) in Each Model District
Steering Committee: SC
In this Project, seven SC meetings were held during the Project period. Summaries of the meetings can be
found in the table below.
Table 2-13：Summaries of SC Meetings
No. Outline Photo 1st ■Date：23/4/2015
■Agenda： Presentation of the Project Overview Presentation of the PDMver.1 and POver.1■Minutes of the meeting： See Annex 5-1.
2nd ■Date：18/3/2016■Agenda：• Presentation of the progress of the project• Explanation of revision of Plan of Operation ver.2■Minutes of the meeting：See Annex 5-2.
3rd ■Date：27/3/2017■Agenda：• Presentation of the progress of Project activities in 2016/17• Presentation and discussion of the Action Plan for Fiscal Year 2017■Minutes of the meeting：See Annex 5-3.
4th ■Date：28/6/2017■Agenda：• Presentation of Results of Mid-term Evaluation• Review of the Project Implementation Structure• Presentation of Revision of PDMver.2• Signing of Minutes of Meeting■Minutes of the meeting：See Annex 5-4.
5th ■Date：19/3/2018■Agenda：• Presentation and discussion of the progress of Project activities in
second (2nd) phase• Presentation and discussion of revision of PDM ver.3 and PO ver.3
for approval• Discussion on the ownership of the equipment procured by the
Project and delivered to the four Model Districts• Presentation and discussion of the Project activities prioritized in
Fiscal Year 2018■Minutes of the meeting：See Annex 5-5.
6th ■Date：15/3/2019■Agenda：• Presentation and discussion of the progress of Project activities in the
3rd phase• Presentation and discussion of revision of PDM ver.4 and PO ver.4
for approval
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No. Outline Photo • Presentation and discussion of the Project activities prioritized in
Fiscal Year 2019 ■Minutes of Meeting：See Annex 5-6
7th ■Date：22/5/2019 ■Agenda： • Presentation of the Achievements of the Project • Presentation of Results of Terminal Monitoring & Recommendations ■Minutes of the meeting：See Annex 5-7.
Project Implementation Committee: PIC
In this Project, seven PIC meetings were held during the project period. Summaries of the meetings can be
found in the table below.
Table 2-14：Summaries of the PIC Meetings
No. Outline Photo 1st ■Date：20/8/2015
■Agenda： • Explanation of the outline of the PIC • Explanation of the overview, concept and methodology of the
baseline survey • Explanation of the questioners of the baseline survey • Further Schedule of the baseline survey
2nd ■Date：1/3/2016 ■Agenda： • To present and discuss the results and challenges of the baseline
survey • To present and discuss the water quality management framework • To present and discuss the strengthening of the O&M framework
3rd ■Date：27/7/2016 ■Agenda： • Presentation and discussions of the outline of the draft work plan for
second phase • Presentation and discussions of the draft mid-term Action Plan for
the four Model Districts • Presentation and discussion of the proposed indicators for Output 4
in PDM
4th ■Date：10/8/2017 ■Agenda： • Presentation of the summary of the results on the MTR • Presentation and discussions of PDMver.3 • Presentation of the summary of the draft “National Guidelines for
Sustainable Rural Water Supply Services” 5th ■Date：21/2/2018
■Agenda： • Presentation and discussions of the summary of the draft
“Technical Supporting Manual” • Discussion on the ownership of the equipment procured by the
Project and delivered to the four Model Districts
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No. Outline Photo 6th ■Date：8/8/2018
■Agenda： • To present the recommendations for further strengthening the
O&M framework based on the monitoring results of the second (2nd) phase of the Project
• To present the developed training modules, “Operation and Maintenance of Pumps in Rural Water Supply Systems (revised version) ” and “Procedure of Operation and Maintenance for Pipe Water Supply Systems”, before validation by the WASAC management
7th ■Date：12/9/2019 ■Agenda： • To share and discuss the progress in the establishment of the O&M
framework for the boreholes with hand pumps for each model district
• To share and discuss the progress in the development of the District WASH Annual Report for each model district
• To share the roles of the District Water and Sanitation Support Engineer (DWSSE)
• To discuss challenges, countermeasures and way forward
District Forum: DF
For this Project, a total of three District Forums were held during the Project period. After that, at the 3rd
SC held on March 27, 2017, it was decided that the District Forum would be integrated into the District
WASH Board (hereinafter referred to as DWB). From the third phase (starting June 2018), the Project
participated in DWB held by each district for the discussions at the district level.
Table 2-15：Summaries of the DF Meetings
District Date Main Topics Kirehe 3/112016 Explanation of the outline of RWASOM Project and the purpose of District
Forum Presentation of the current status of rural water supply facilities, found through
the baseline survey Discussion of the current issues facing O&M of rural water supply facilities Explanation of the capacity development programme for the Districts and POs Selection of target groups for the training of Districts and POs Discussion of frequency (further schedule) and next agendas of District Forum
Ngoma 16/11/2016
Rwamagana 25/11/2016
Kayonza*1 25/1/2017
*1: The agenda of the first DF was discussed in the first DWB meeting in Kayonza District.
Kirehe District 1st DF
(3/11/2016, Kirehe) Ngoma District 1st DF (6/11/2016, Ngoma)
Rwamagana District 1st DF (25/11/2016, Rwamagana)
Kayonza District 1st DWB meeting (25/1/2017, Kayonza)
Activity 0-3：Finalize the PDM (ver. 2), Plan of Operation (PO ver. 2) and the Monitoring Plan.
Stakeholder Sharing Workshops
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Workshop on Establishment of Water Quality Management Framework
The Project held a workshop to share the water quality management framework and raise awareness of the
importance of water quality in response to a request from FEPEAR, which is a union organization of
Rwandan private operators. The overview of the workshop is shown below.
Table 2-16：Overview of Workshop on Establishment of Water Quality Management Framework
Item Content Photo Date February 5, 2018 Venue Classic Hotel (Kigali) Participants POs：34 participants, WASAC：D-CEO, DWM Unit Purpose Sharing the outline of the water quality management
framework Raising awareness about the importance of water quality
Results The POs generally understood the water quality managementframework.
Continue to exchange opinions with POs regarding the cost ofreagents and how to purchase them.
Workshop on Preparing Monthly Reports Held for POs Nationwide
In this Project, workshops and training have been provided to POs in target Districts of Eastern Province,
and to a certain degree these have been successful in helping them create monthly reports and improving
their understanding of procedures. However, since POs in other provinces did not have these opportunities
to gather and attend briefings on PPP or explanations of how to prepare monthly reports, it was known even
by WASAC staff that those POs were lacking in terms of facility O&M and awareness of the importance of
providing users with good service. Further, follow-ups were not adequately made in provinces outside the
Project area regarding the format of monthly PO reports implemented nationwide by RURA in March 2017.
For this reason, a workshop for all POs nationwide was held on November 29, 2018 in Kigali in order to
expand the Project experience of Eastern Province to other provinces as well.
Table 2-17：Overview of Workshop on Preparing Monthly Reports Held for POs Nationwide
Item Content Photo Date November 29, 2018 Venue Classic Hotel (Kigali) Participants 59 POs from throughout the country; 5 persons from WASAC (DM
Unit, 3 persons; O&M Unit, 1 person; CM Unit, 1 person); 3 persons from RWASOM
Purpose Intended mainly for newly-contracted POs, this workshopexplains prior developments and key points concerningdelegated contracts.
Promote understanding of the roles and responsibilities of thoseinvolved in delegated contracts.
Improve monthly report creation skills.Content Opening remarks (O&M Unit Head
Presentation (DM Unit Head; O&M Unit Head) Instruction on monthly report preparation using one's own PC (DM Unit, Mr. Bosco; Mr. Ikemoto) Introduction of the PO portal site (Mr. Ikemoto)
Workshop on Water Quality Management Framework and Challenges on Delegated Rural Water Management in Eastern Province
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The Project held this workshop to discuss issues related to delegated contract management and water quality
management. An overview of the workshop is shown below.
Table 2-18：Overview of Workshop on Water Quality Management Framework and Challenges on Delegated Rural Water Management
Item Content Photo Date March 1, 2019 Venue Derive Hotel (Rwamagana) Participants 23 participants (Rwamagana, Kayonza, Ngoma, Kirehe, Gatsibo,
WASAC) Purpose To present water quality management framework for rural water
supply and discuss on the sustainability of residual free chlorinemeasuring by POs
To highlight the challenges which hinder the sustainability ofrural water supply systems
To share the management status of the existing rural water supplysystems under PPP contract with the Districts, which includes thetechnical, commercial and financial conditions of POs
To encourage all actors to be more involved in the monitoring ofwater supply management and stimulate the operationalization ofthe District WASH Board and Users Committees.
Identified issues
The Districts had not contracted with POs using the new PPP agreement. POs did not submit monthly reports. District WASH Board (DWB) meetings were not held regularly.
Workshop to Share the Results of Activities to Strengthen Water Quality Management
The Project held this workshop to share with the relevant stakeholders the results of activities to strengthen
water quality management by POs, and to discuss future action plans. An overview of the workshop is shown
below.
Table 2-19：Overview of Workshop to Share the Results of Activities to Strengthen Water Quality Management
Item Content Photo Date August 28, 2019 Venue Classic Hotel (Kigali) Participants 47 participants (MININFRA, RURA, UNICEF, WaterAid, Water for
People, Rwamagana, Kayonza, Ngoma, Kirehe, POs, WASAC) Purpose To share the results of the trial test on water quality management
framework implemented at 2018. To share the results of daily residual free chlorine management
by POs. To share the developed water quality management framework for
rural water supply To share the issues and countermeasures of water quality
management by POs in the four model Districts.
Content Presentations (results on the implementation of the water quality management framework, waterquality management framework developed in rural areas and the estimated cost of water qualitymanagement)
Plenary Discussion of current challenges on water quality management by POs in the four modelDistricts
Exchange opinions on issues and countermeasures concerning water quality management in ruralareas
Project Closing Seminar
A Project closing seminar was held in Kigali City on November 20, 2019 to share the final results of the
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Project with related stakeholders, POs and SC members. An outline of the event is shown in the table below.
Table 2-20：Overview of the Project Closing Seminar
Item Content Photo Date November 20, 2019Venue Classic Hotel (Kigali) Participants 50 participants (MININFRA, Ministry of Environment, National
Institute of Rwanda, four model Districts, UNICEF, RHA, WaterAid, Word Vision, FEPEAR, POs, WASAC, JICA)
Purpose To share the key achievements and lessons learnt through theProject
To discuss the way forward for the subsequent nationwidedissemination
Results A presentation ceremony for technical documents, including theNational Guidelines developed in the Project, was held POs andSWG members, and the contents of the O&M framework wereofficially communicated.
In the presentation on the lessons learnt by the four model Districts,it was found that each district secured its own budget and installedchlorination facilities at a total of 7 locations after the pilotconstruction of the Project (3 locations in Rwamagana District, 3locations in Kayonza District and 1 location in Ngoma District).
Presentation material
See Annex 6.
Participation in International Conference (FOSS4G 2019 Bucharest)
The counterpart, WASAC, participated together with a JICA expert in an international conference on
FOSS4G, held in Romania in August 2019. The aim in participating was to share as a case study the
development of the rural water supply inventory and GIS mapping in Rwanda, as well as gain opportunities
for awareness and learning through participation in several workshops. An outline of the event is shown in
the table below.
Table 2-21：Overview of the International Conference (FOSS4G Bucharest 2019)
Item Content Photo Date August 26 to August 31, 2019 Conferences title
FOSS4G 2019 Bucharest
Organizer OSGEO foundation Venue Bucharest, Romania Presenter Ms. Larissa DUSABE (WASAC RWSS) Presentation title
Case Study of Data Collection & Data Sharing for Rural Water Supply Management in Rwanda
Activities of Output 1
Output 1：Institutional framework for the operation and maintenance of rural water supply systems is approved by SWG
Activity 1-1 ： Existing laws, policies, frameworks, institutional capacity and interventions regarding the operation and maintenance of rural water supply systems, are studied and assessed to clarify the issues and problems.
Activity 1-2：A country-wide consultation with private and public stakeholders on the results of the study and assessments is conducted in (1-1).
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Stakeholder Sharing Workshop on the Results of the Baseline Survey
The Project held the sharing workshop aimed at sharing the baseline survey results to SWG members. The
outline of the event is shown in the table below.
Table 2-22：Overview of Workshop on the Results of the Baseline Survey
Item Content Photo Date March 10, 2016 Venue Classic Hotel (Kigali) Participants 26 participants (WASAC, RSB, RURA, MINECOFIN, MINALOC,
FEPEAR, Development Partners) Purpose Share with key stakeholders the results of the baseline survey
and challenges in O&M of water supply facilities; Receive feedback, input and recommendations regarding the
strengthened O&M frameworkIdentified issues
Participants actively exchanged questions and opinions regarding the baseline survey results. The person in charge of the Ministry of Finance recognized that there were issues with the format
of financial reports and accounting books, and he promised that there would be discussions at theMinistry to solve problems.
It was necessary to clarify the water quality inspection, analysis and management entity and toestablish a system that appropriately secures the financial resources related to these.
Activity 1-3：Based on (1-2), an institutional framework for effective and sustainable operation and maintenance is drafted.
Operation and Maintenance Framework for Rural Water Supply Systems under PPP
In respect of the construction of the Sustainable Framework for Rural Water Supply Management Services
(draft), information available before starting the Project suggested the possibility of zero-based design, given
that the frequent governmental reorganizations effectuated in the past made the roles of the concerned
organizations indefinite. However, information collected to date indicates that at least on the level of central
and local institutions, such as MININFRA, WASAC, RURA, etc., a system for facilities' management and
maintenance was built according to the outline shown in the figure below. This Project identified the issues
necessary to further strengthen this framework and implemented activities to solve them.
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Figure 2-1：Roles of Main Actors for O&M Framework for Rural Water Supply Systems under PPP
Table 2-23：Roles and Responsibilities in Institutional Framework for Rural Water Supply Management Services
Institution Outline MININFRA To formulate the policy WASAC RWSS To provide technical support to the districts and POs RURA To issue/permit the licensees to water service providers
To monitor compliance by licensees with laws and standards as well as license terms and conditions,
To set up the water tariff and water tariff guidelines To ensure the quality of service in water service delivery, monitor performances
of service providers, To advise the government on policies relating to water, perform audits and
inspections of water service providers to assess the service provision. District Owner of the water supply facilities
To manage the water supply facilities through the delegated contract To make the plan for major rehabilitation and asset replacement To monitor and evaluate the rural water supply management services
FEPEAR To work towards an established and functioning umbrella organization for private operators of water and sanitation systems in Rwanda
To act as a common voice and provide a forum or platform for representation, information sharing, collaboration and networking among its members
Operation and Maintenance Framework for Point Water Sources
RURA（Regulation）
WASAC RWSS（Technical support）
District（Asset owner）
Private Operator (PO)（O&M）
Beneficiaries
Contract
Water supply services
Payment of water fees
・Water management・Payment of royalty fees・Submission of the monthly report
・Monitoring and feedback・Major repairs
Regulation
Cooperation
Technical support Consultation
Submission of the copy of the monthly report
Technical support / Feedback
Submission of the copy of the monthly report
Feedback
Monitoring/Feedback Report
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In rural areas of Rwanda, about 50% of households still rely on
point water sources such as wells and improved springs as a
daily source of water. Through the results of the baseline survey
conducted during this Project (in 2015), it became clear that
populations did not have a facility management organization for
most of the point water sources and, moreover, the district staff
was not conducting regular monitoring of the facilities. For this
reason, there were many cases where facilities were left in
disrepair even when malfunctions occurred. Considering this situation — and because WASAC intends to
strengthen the point water source management system — this Project did not only aim to enhance the pipe
water supply system as specified in the PDMver.0, but also the point water source maintenance system.
Activity 1-4：The draft institutional framework is submitted to the TWG for validation.
Activity 1-5：The approval of the draft institutional framework is processed within SWG.
The output of Activity 1 is clearly written in the text of the National Guidelines under development for
Output 2. Therefore, Activity 1-4 and Activity 1-5 are merged into Activity 2-5 and Activity 2-6,
respectively.
Activities of Output 2
Output 2：National guidelines and manuals developed in Output 2 are approved by SWG
Activity 2-1：Existing standards, guidelines and manuals for the operation and maintenance of rural water supply system are collected and analysed.
Activity 2-2：Plan for development and improvement of guidelines and manuals are shared with the WASAC and Districts.
Development Policy for Guidelines and Manuals
As mentioned in the fact-finding survey in Activity 1-1, there exist many documents which describe the
legal framework and the role of each concerned institution with regard to operation and maintenance for
rural water supply systems. However, there was no document which defines an entire framework that
integrates all of them. Consequently, an overall picture of the operation and maintenance framework for
rural water supply systems, as described in Activity 1-3, was presently understood only by a limited number
of involved persons and not recognized by any of the relevant parties in the water sector, including
communities, WSPs and District government officials.
Therefore, as a top priority matter of the central government including WASAC RWS, it was intended that
a zero-based draft of guidelines which define clearly at least the role of each concerned institution would be
devised by the end of March 2016. Given the delay caused by the increase in number of field surveys, the
Project intended to develop the guideline by teaming up with the C/P in the first term of the second phase
Photo：Hand pump well and improved spring
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(2016 to 2018). However, considering the urgent need on the Rwandan side, it was decided to start the
development of a zero-based draft of a guideline together with C/P from February 2016. This operation was
continued further until the first phase terminated at the end of March 2016.
Concept of the Development of the Training Module
For the rural water supply sub-sector in Rwanda, six training modules and the “District and Private
Operator’s Guideline for Operation and Maintenance of Rural Water Supply System in Rwanda” were
developed in 2015 through the SusWAS project and the FEPEAR support project, supported by the EU. The
training module development policy decided in agreement with the C/P is therefore as follows:
Based on the issues identified in the baseline survey (2015), the contents of the existing modules will
be re-examined and any missing items will be updated.
Based on the results of the baseline survey (2015), water quality management and the content of
community awareness not covered by existing modules will be developed as new modules.
Document Development Approach
Guidelines and manuals are revised and developed according to the results of discussions with the C/P and
the following approach.
Development Approach for Guidelines and Manuals The work of revising existing modules and developing new modules involves processes such as carefully perusing documents, reviewing content from the experience of instructors and acquiring and discovering new knowledge, technology and know-how from experts. Therefore, involving the C/P in these processes can create ideal opportunities for their own study. Thus, as a rule, Activities 2-2 and 2-3 are to be implemented jointly by the team of experts and the C/P.
Activity 2-3：Based on (2-2), guidelines and manuals are drafted.
Elaboration of the Zero Draft of the National Guidelines
Intensive discussions were held with the C/P over a three-day period, and the zero draft of the National
Guidelines prepared by the team of experts in March 2016 was used to create Ver. 1 of the draft. An overview
of the work is as follows.
Table 2-24：Summary of the Retreat Workshop for the Elaboration of the “National Guidelines (Zero-Draft Version)”
Item Description Date September 21 to 23, 2016 (3 days) Venue Dereva hotel (Rwamagana District) Participants WASAC RWSS：8 people; Project Team：6 people Objective Elaboration of the “National Guidelines (Zero-Draft Version)”
Discussions on the further process for finalization of the documentResults All the contents were discussed with the C/Ps.
Draft version 1 was developed by group work.
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Document review (September 21,2016, DEREVA Hotel at
Rwamagana)
Document review (September 21,2016, DEREVA Hotel at
Rwamagana)
Activity 2-4：The guidelines and manuals are reviewed and evaluated based on the workshops and trainings implemented in Activities 3 and 4.
Activity 2-5：Based upon the evaluation, the manuals and guidelines are revised.
Based on the training activities in Activities 3-4 and 4-4, the revised list of documents developed for the
rural water supply sub-sector is shown in the table below.
Table 2-25：Revised List of Documents Developed for the Rural Water Supply Sub-Sector
1. National Guidelines for Sustainable Rural Water Supply Services (New)
Objective
These guidelines are intended to assist stakeholders at the Central, District, Community and Private sector levels in the rural water supply sub-sector to ensure the sustainability of water supply management services through effective operation and maintenance (O&M).
Expected Users
The targets for these guidelines are policy makers, administrators, planners, communities and private sector entities in the rural water supply sub-sector, and other stakeholders at all levels.
2. Rural Drinking Water Quality Management Framework (New)
Objective Private Operators (POs) conduct periodical water quality tests through an accredited laboratory.
Expected Users
Districts, POs, Development Partners (DPs) and NGOs
3. Model Tender Documents for the Delegated Water Management Contract (Revision)Objective To standardize the tender process and selection criteria for private operator.
Expected Users
Districts, POs
4. Model Delegated Water Management Contract (Revision)
Objective To standardize the responsibilities of both districts and POs and specify the formats such documents as monthly reports and O&M manuals.
Expected Users
Districts, POs
5. Monthly Report Format in Rural Water Service Provision (Revision)Objective To standardize the format for the report submitted by POs.
Expected Users
Districts, POs
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6. Training Module on Operation and Maintenance of Pumps in Rural Water Supply Systems (Revision)
Objective To improve O&M capacity for motorized pumps and boreholes with hand pumps.
Expected Users
POs, Districts, WASAC
7. Training Module on Water Quality Control and Management in Rural Water Supply (New)
Objective To acquire knowledge about daily water quality management and to identify potential solutions for water quality problems and water pollution.
Expected Users
POs, Districts and WASAC
8. Training Manual on Procedure of Operation and Maintenance for Pipe Water Supply Systems (New)
Objective To assist POs in understanding the O&M procedure and to help POs to develop their own O&M manual for each water supply system.
Expected Users
POs, Districts and WASAC
9. District and Private Operator’s Manual for Operation and Maintenance for Rural Water Supply System (Revision)
Objective To use as the training tool for WATSAN officers and POs to develop O&M manual and asset management for each system.
Expected Users
POs, Districts and WASAC
10. Manual for Rural Water Supply Project Cycle Management (New)
Objective For all stakeholders in the water sector, mainly Districts and WASAC RWSS, to help understand their roles and tasks at each stage of the rural water supply project cycle.
Expected Users
Districts, POs, Development partners and NGOs
11. Manual for Community Mobilization on Rural Water Supply Services (New)
Objective
To offer theoretical explanations and practical exercises on facilitation for District, Sector and Cell officers, as well as for POs, to raise awareness in communities in order to motivate them to take responsibility for the daily maintenance of point water sources and public taps.
Expected Users
Districts (Sectors and Cells), POs, Water Users Committees, Users
Activity 2-6：The draft national guidelines and manuals are submitted to the TWG for validation.
During the Project, a request was made to the SWG secretariat and, subsequently, 6 TWG meetings were
held, obtaining the agreement of TWG members upon discussion of the 11 developed documents.
Table 2-26：Outline of the Technical Workshops through TWG
No. Date Venue Participants Targeted Document to Be Reviewed in Table 2-25
1st March 21, 2017 HIGHLANDS Hotel 20 Document No.1, 3, 4, 5 2nd June 15 and 16, 2018 HIGHLANDS Hotel 17 Document No.1, 3, 4, 5 3rd March 26, 2018 HIGHLANDS Hotel 15 Document No.10 4th November 20, 2018 HIGHLANDS Hotel 16 Document No.6, 8, 9 5th January 30, 2019 HIGHLANDS Hotel 20 Document No.2, 7, 11 6th March 13, 2019 MININFRA 17 Document No.11
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The first TWG
(March 21, 2017, Kigali) The fifth TWG
(January 30, 2019, Kigali）
Activity 2-7：The approval of the draft National Guidelines and manuals is processed within SWG.
Validation Process by SWG
It was agreed that WASAC would meet with the SWG secretariat on November 9, 2019 to discuss the SWG
approval process for important documents developed during the Project. The following methods were
adopted.
The 11 developed documents were treated as a single package, with the National Guidelines regarded
as the highest-level document.
The SWG approval process was not implemented individually for each development document, but
rather the documents were to be submitted collectively as this aforementioned single package to SWG
for approval.
List of the Documents Developed for SWG Approval
Existing documents on Rwanda's rural water supply sub-sector and documents developed in this Project are
organized in accordance with the hierarchy described in the table below. Documents in the table that are
marked with a star were developed or updated in this Project and are designated as full-package documents,
with the "National Guidelines for Sustainable Rural Water Supply Services" as the highest-level document.
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Table 2-27：Document Tree Related to Rural Water Supply Services for the Water Sector Level
Holding of Extraordinary SWG
An extraordinary SWG was held at the Ministry of Infrastructure on May 23, 2019 for the final approval of
the 11 developed documents mentioned above. The outline of the event is shown in the table below.
Table 2-28：Overview of Extraordinary SWG
Item Content Date May 30, 2019 Venue MININFRA Conference Room (Kigali) Participants 33 participants (MINECOFIN, MININFRA, JICA, WASAC, Word Bank, USAID, Water for
People, WaterAid, Word vision, SNV, Living water , AQUAVIRUNGA, COFORWA, NISR, RMF, FEPEAR, Davis, COPED, MLFM, REMA, Project team)
Purpose To obtain approval of the technical documents developed during the Project related tosustainable rural water supply services through the partnership between WASAC and JICA RWASOM Project
To discuss the dissemination plansResult The 11 developed documents were approved by SWG members.
In future, the Ministry of Infrastructure will formulate a dissemination plan for developeddocuments, and the Project and WASAC will cooperate.
A dissemination plan and developed documents were submitted to the permanent secretary (PS) of the Ministry of Infrastructure. After the PS signed the preface to the documents, the Ministry of Infrastructure notified the use of the documents and released them officially to the water sector.
Minutes of meeting
See Annex 7.
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Extraordinary SWG (May 23, 2019, Kigali)
Publication of Development Documents
The 11 developed documents listed above and approved by the SWG were signed by the Permanent
Secretary of the Ministry of Infrastructure and then published as official documents in the water and
sanitation sector. The software files were released on the homepage of the Ministry of Infrastructure in
November 2019, and anyone can access the document.
Ministry of Infrastructure website
■Place：Homepage／Water and Sanitation／WATSANSWAP Secretariat／WATSAN Sector Documents
■URLhttps://www.mininfra.gov.rw/index.php?id=236
Activities of Output 3
Output 3：WASAC RWSS’s annual action plan (including capacity development plan) is implemented.
Activity 3-1：Based on Activities 1 and 2, WASAC RWSS's annual action plan (including capacity development plan) is developed.
Activity 3-2：Necessary technical support manuals for Districts are developed.
Development of the “Manual for Rural Water Supply Project Cycle Management”
Development Policy of Manuals
The following content resulted from discussions with the C/P regarding policy for developing the Technical
Support Manual (TSM) in June 2016.
Development Policy The TSM for the Rural Water Supply Project covers the same ground as the Procedure Manual that
WASAC RWSS intended to develop on its own by June 2017; therefore, the development of the two ismerged
The actual process of developing the manual is a part of the technology transfer to the C/P C/P capacity assessment and existing module revision work will be conducted in tandem with the
development of the manual, and experts will conduct overall C/P capacity assessment to determinetraining programmes for the C/P (Activity 3-3)
When the zero draft of the manual is complete, invite key stakeholders from the water sector to aconsultation workshop for further improvement of the content
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Manual Development Work
For the development of a document summarizing the roles and operational procedures of each stakeholder
in the local water supply business cycle, the C/P and experts held 7 document review meetings and
completed a draft version. Next, during the 3rd Technical Workshop held on March 26, 2018, the draft was
shared and discussed with the TWG members and a final draft was completed. In the development process,
it was agreed at the SWG held on May 23, 2019, that this document would be attached as a package tool to
the National Guidelines developed during Activity 2.
Table 2-29：Summary of Review Workshops with C/P for the Developed Documents
Date Description No. of C/P’s June 17, 2017 Kick-off meeting with C/Ps 11
March 17, 2017 1st retreat：Reviewed from Clause O up to 40/200 pages 10 August 8 & 9, 2017 2nd retreat：Reviewed from Clause 1.2.5 up to 88/200 pages 11 September 5, 2017 3rd retreat：Reviewed from Clause 2.4 up to 108/200 pages 11 October 31, 2017 4th retreat：Reviewed from Clause 3.2 up to 151/200 pages 12 December 13, 2017 5th retreat：Reviewed from Clause 3.4.5.2b1(2) up to 163/200 pages 9 December 20, 2017 6th retreat：Reviewed from Clause 3.6.3.3 up to 200/200 pages 8
1st kick-off meeting
（June 7, 2016, Kigali） Figure 2-2：Outline of the Rural Water Supply Project Cycle
Development of Documents and Tools to Support WASAC, Districts and PO Operations
In order to carry out capacity development training for WASAC, the Districts, and the POs in this Project,
in addition to the sector level documents listed in Table 2-20 above, the Project has developed manuals and
tools to use when training internal staff, the Districts, or POs. The list of these is shown in the table below.
Table 2-30：List of Tools and Manuals for Strengthening the capacity of WASAC, Districts and POs
Manual for Chlorination Unit Installation at Existing Distribution Reservoir
Manual for Water Meter Installation at Existing Distribution Reservoirs
Manual for Data Collection with GPS devices
Manual for Data Management with MS Access
•Preparation of O&M plan•Assessment of present situation of the facilities•Community mobilization for O&M•Set up of the structure of management•Carry out capacity development•Monitoring of execution of PPP contract•Data management•Reporting for delegated management•Review of O&M plan
•Developing a plan on overall evaluation•Selection of evaluator•Planning evaluation design•Implementation of evaluation survey•Reporting of evaluation•Follow-up, Dissemination and Knowledge sharing
•Preparation of implementation•Tendering•Implementation of land expropriation•Implemantation of construction works and supervision
•Community mobilization •Monitoring and eveluation of implementation•Handover of the facilities
•Formulation of a project•Survey and Planning•Design•Cost estimation•Resources mobilization
Implementation
Operation & Maintenance
Planning
Evaluation
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Video Tools (Six Titles) for Guidance in Creating Monthly Reports for Private Operators
- Adjustment of printing areas- Summation of cell values in different worksheets- How to correct cell formats- How to duplicate worksheets- Hyperlinks- List boxes
Activity 3-3：A training programme to strengthen WASAC RWSS’s institution and personnel’s capacities is developed.
Activity 3-4 ： Based on the training programme, workshops and trainings are conducted to the staff of WASAC RWSS.
Capacity Development for WASAC RWSS
The following table shows the capacity development training for C/P, conducted during the Project based
on the training programmes.
Table 2-31：List of Capacity Development Trainings for C/P
No. Title of Training Date Target Trainees No. of Participants
1 Operation and Maintenance of Boreholes with Hand Pumps (theory)
14/12/2016～ 15/12/2016
OM, DM and CM Unit 9
2 Water Quality Control and Management 20/12/2016～ 22/12/2016
DM, OM, CM Units 13
3 Data Management 6/2/2017～ 7/22/2017
All Unit 11
4 Environmental Impact Assessment (EIA) 20/2/2017 All Unit 13
5 Development of Operation and Maintenance Manual for each Water Supply System
23/2/2017 OM Unit 2
6 Field training workshop for operation and maintenance of boreholes with hand pumps
7/3/2017～ 9/3/2017
OM Unit 5
7 Project Cycle Management (Problems Analysis/Objectives Analysis) and Facilitation Skills
6/3/2017 All Unit 15
8 Training of trainers on strengthening of facilitation skills
31/8/2017 CM Unit 4
9 Follow up training on guidance on developing monthly reports for POs
11/9/2017～ 12/9/2017
DM Unit 4
10 Training on the design criteria for selection of submersible motor pumps for boreholes
24/11/2017 OM Unit 3
11 Training workshop for data collection 10/7/2018～ 13/7/2018
DWSSEs, MIS and M&E specialist, head of O&M Unit
25
12 Development of O&M Manual for each Water Supply System
30/102018～ 31/10/2018
DWSSEs 15
13 Joint workshop for analysing the PO’s monthly reports
11/12/2018～ 12/12/2018
DWM Unit 3
14 Training for POs on how to use leakages detectors and ultrasonic flow meters
16/1/2019～ 17/1/2019
DWSSEs 1
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No. Title of Training Date Target Trainees No. of Participants
15 Training for POs on how to use leakages detectors (D305)
24/4/2019 DWSSE for Ngoma 1
16 Lectures and on-site training related to hand pumps and well maintenance
15/5/2019- 17/5/2019
DWSSEs 27
17 Training for rural water supply project cycle management
13/5/2019- 14/5/2019
DWSSEs 27
18 Training for rural water supply system inventory and GIS data collection and update
25/9/2019 – 27/9/2019
DWSSEs 8
19 OJT training to acquire technical skills of GIS database
3/10/2019 – 19/10/2019
New MIS specialist 1
20 Monthly report data analysis training 3/7/2019 DWSSEs 25
21 3-Day Workshop for Training on Designing Rural Water Supply Facilities
13/11/2019 – 15/11/2019
DWSSEs 28
Accumulated total number of the participants 240
22/12/2016, Water quality management training
8/3/2017, Hand pump training 6/3/2017, Problem analysis training
11/9/2017, Monthly report preparation training
13/7/2018, GIS training 3/7/2019, Monthly report preparation training
Improvement of WASAC RWSS Data Management
Development of the Portal Site for Delegated Water Management
WASAC and the POs currently communicate mainly by
WhatsApp, phone, or email. Except when using WhatsApp's
groups link, information is generally exchanged one-on-one.
Also, training materials and manuals created by the Project were
handed out at workshops and training sessions, but there were no
effective means to share information with POs outside
Districts targeted in the Project. For this reason, a simple
portal site has been set up for POs using Google Sites (see
URL below).
Figure 2-3：Screenshot of the Portal Site for Delegated Water Management
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Access URL https://sites.google.com/view/wasac‐rwss‐po
Development of the Portal Site for O&M Unit/ RWSS/ WASAC
Since June 2018, the structure of WASAC RWSS changed
drastically, and it was decided to assign District Water and
Sanitation Support Engineers (DWSSEs), especially for
O&M units, to 27 Districts in rural areas. So far, 27 people
have been hired and assigned to various locations. However,
grasping work conditions as well as sharing materials and
data has been problematic using only email and WhatsApp
as the means of communication from the head office. To
address this situation, it was decided to set up a portal site
that can be accessed by O&M units and other relevant
parties. On this site, users can view and download various
material including the entire unit schedule, member list, contact list, work schedule (scheduled and actual),
water supply facilities mapping, related materials, and data. OJT guidance for operation and update work
was carried out by the O&M unit head as well as MIS and M&E specialists. In particular, the use of work
management tables for DWSSEs have been monitored for a while and revised as necessary.
Development of the Portal Site for DWM Unit/ RWSS/ WASAC
Information sharing among DWM Unit members was
previously done using Google Drive; however, access is
centrally managed now that the portal site has been built.
Since PO contract status (contract term, existence of model
contract, number of contracted facilities) facility operational
status, status of District WASH Board activities, status of
monthly PO submissions, etc., can all be seen on the same
page, monitoring updates has become significantly more
convenient than before when only Google Drive was being used.
Rural Water Supply System Mapping and Inventory Exercise
In order to collect water supply system inventory data on the four model Districts in Eastern Province
implemented in the second phase (in 2017) and expand GIS mapping activities nationwide, a concept note
was prepared at WASAC RWSS based recommendations made by the JICA expert in March 2018. These
activities were approved by WASAC senior management. Subsequently, the recruitment of an MIS
Specialist and 21 DWSSEs was completed by WASAC by June 2018. It was also decided that in the third
phase (in June 2018) a JICA expert in GIS would be included in the Project and that support would be given
for the nationwide rural water supply inventory and for the maintenance of GIS mapping data.
From July through August 2018, technical training (group training and OJT training) was conducted for
DWSSE engaged in data collection at sites located throughout all 27 Districts in the country, after which,
Figure 2-4：Screenshot of the Portal Site for O&M Unit
Figure 2-5：Screenshot of the Portal Site for DWM Unit
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starting in September 2019, each DWSSE began working. In May 2019, the water supply facility inventory
and GIS map database for all 27 Districts were then completed.
Table 2-32：Summary of Rural Water Supply Systems Assets Inventory and Mapping
Activity 3-5: The training programmes and technical support manuals are revised.
Activity 3-6: The approval of training programmes and technical support manuals are processed within WASAC.
Activities of Output 4
Output 4：The proposed operation and maintenance framework, tested in 4 model Districts from Eastern Province, is found to be effective.
Activity 4-1：The criteria and parameters for the baseline survey are agreed with the four model Districts.
The draft baseline survey plan, including the questionnaires, was discussed on 20th August 2015 at the first
PIC meeting. Active discussions including the validity of the questions and proposal of the additional
questions were carried out among participants. The relation between overall purposes and outputs is as
follows.
Watersource
Pumpingstation
Reservoir Chamber Public tap Households
1 11 Kigali City Nyarugenge 6 51 11 1 20 44 40 251
2 21 Nyanza 17 386 40 3 165 346 376 449
3 22 Gisagara 24 516 53 11 203 618 605 1,744
4 23 Nyaruguru 23 778 75 5 329 1,249 791 1,188
5 24 Huye 38 303 110 5 175 430 317 1,269
6 25 Nyamagabe 41 593 119 3 209 821 536 1,852
7 26 Ruhango 31 324 68 5 130 469 341 928
8 27 Muhanga 66 507 138 5 230 495 532 1,097
9 28 Kamonyi 13 370 38 8 137 228 289 1,932
10 31 Karongi 74 686 221 - 306 260 998 1,953
11 32 Rutsiro 59 522 148 - 218 419 539 1,560
12 33 Rubavu 5 534 21 1 127 209 379 2,749
13 34 Nyabihu 69 449 143 - 196 431 626 889
14 35 Ngororero 76 452 187 1 228 536 466 844
15 36 Rusizi 45 642 81 5 193 581 732 4,303
16 37 Nyamasheke 45 1,083 141 2 510 1,512 895 5,196
17 41 Rulindo 67 965 178 17 568 1,443 1,055 2,054
18 42 Gakenke 98 756 205 5 319 620 793 2,784
19 43 Musanze 22 324 49 1 129 337 309 1,143
20 44 Burera 38 408 94 4 180 317 509 888
21 45 Gicumbi 66 736 160 16 317 492 815 633
22 51 Rwamagana 10 296 22 9 102 242 222 877
23 52 Nyagatare 44 124 46 43 59 42 104 195
24 53 Gatsibo 21 465 68 17 278 423 455 1,110
25 54 Kayonza 18 561 35 14 148 469 356 1,909
26 55 Kirehe 32 544 71 34 203 642 516 1,639
27 56 Ngoma 16 592 39 14 169 423 613 1,815
1,064 13,969 2,561 229 5,848 14,098 14,209 43,251
Southern
Western
Northen
Eastern
As of 28 October 2019
TOTAL
Number ofS/N Dist ID Province District No.of wssmapped
Pipe length( Km)
Note: Bugesera District was mapped by ESRI Rwanda under Urban Water and Sewerage Utility, WASAC.
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Table 2-33：Relation between Overall Purposes and Outputs
Output of Baseline Survey Overall Purpose (utilization purpose of output)
Output 1：To obtain baseline data regarding current O&M situations under concerned organizations
Purpose 1：PDM indicators Purpose 3：O&M guideline and manuals Purpose 4：National benchmarks
Output 2：To reveal basic problems harming the sound O&M of water supply facilities
Purpose 2：Capacity development planning Purpose 3：O&M guideline and manuals
Output 3：To understand current status of general (overall) service level for rural water supply
Purpose 1：PDM indicators Purpose 4：National benchmarks
Output 4：To obtain background social information and detailed facility information
Purpose 3：O&M guideline and manuals Purpose 5：Analyse background environment
Activity 4-2：Implement a baseline survey of the rural water supply systems in the 4 model Districts.
Survey for Actual Conditions of O&M
Outline of Survey
A survey for actual O&M conditions of water supply facilities including water quality test in the four model
Districts was carried out by five teams with the C/P, the JICA Experts and Project Assistants. The following
is an outline of the survey.
Table 2-34：Survey Outline for Actual Conditions of O&M
Item Contents Survey Team 5 Teams organized with the C/P, the JICA Experts and Project Assistants. Implementation schedule
Field pre-test 2/9/2015 – 4/9/2015 Field survey (879 facilities) 15/9/2015 – 15/1/2016 Water sampling (676 samples) 21/10/2015 up to middle of January 2016 Data analysis and reporting Middle of January 2016 up to beginning of February 2016 Developing the final report February 2016
Survey Results
（1） Survey Quantities
1） Field Survey on Actual O&M Conditions
Survey quantities for actual O&M conditions (field survey) reached 879 facilities in the four model Districts.
A breakdown of the survey results is shown below.
Table 2-35：Survey Quantities for Actual O&M Conditions
District Piped water supply systems*1 (System)
Boreholes with pumps
(Facility)
Spring*2
(Facility)
Total
Rwamagana 9 28 139 176 Kayonza 17 126 113 256 Ngoma 12 60 191 263 Kirehe 31 26 127 184
Total 69 240 570 879 *1：Piped water supply systems were found in 69 systems in the four model Districts. Generally, one system was managed by one WSP, but six systems out of 69 were each managed by two WSPs. Therefore, the total number of the field surveys reached 75 (i.e.: 63 systems x single WSP + 6 systems x 2 WSPs = 75).
*2: Two facilities are categorized “N.A.: Not Applicable:” (one is under construction and the other has been abandoned).
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2） Water Quality Test
A water quality test for the improved water sources was carried out in the four model Districts. The number
of the water samples for each District is shown below.
Table 2-36：Number of the Water Quality Samples *1
District Piped water supply systems
Borehole with hand pumps
Spring *2
Total
Rwamagana 8 9 128 145 Kayonza 16 37 108 161 Ngoma 14 20 184 218 Kirehe 31 7 114 152 Total 69 73 534 676 *1: Water samples were collected from functional water supply facilities
*2: Some samples were collected from unimproved sources
（2） Functioning of the Rural Water Supply Facilities
1） Piped Water Supply Systems
Among the 69 systems, 60 were completely functional. Of the remainder, five were functional with partial
breakdowns and four were completely broken down, as shown below.
Table 2-37：Functionality of Piped Water Supply Systems in Four Model Districts
District Functioning
(System)
Functioning but partially non-functioning
(System)
Non-functioning
(System)
Total
(System) Rwamagana 5 56% 2 22% 2 22% 9 Kayonza 16 94% 0 - 1 6% 17 Ngoma 9 75% 3 25% 0 - 12 Kirehe 30 97% 0 - 1 3% 31
Total 60 87% 5 7% 4 6% 69
2） Boreholes with Pumps
In the four model Districts, more than 50% of all water supply facilities of the four model Districts were
located in the Kayonza District. As shown by the survey results, only 69 out of 240 hand pumps, representing
29%, were functional at the time of checking.
Table 2-38：Functionality of Boreholes with Pumps in the Four Model Districts
Unit: Number of Hand Pumps
Functionality District Total Rwamagana Kayonza Ngoma Kirehe
Functional 7 35 20 7 69 Non-functional 17 45 18 13 93 Abandoned 4 46 22 6 78 Total 28 126 60 26 240 Functioning rate 25% 28% 33% 27% 29%
3） Improved Springs
The number of improved springs, including protected springs, was 528 out of 570 surveyed facilities.
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The functioning rate was approximately 94%. But rehabilitation is necessary for 89 facilities. In this way,
30 out of the 528 facilities are not functioning or abandoned.
Table 2-39：Functionality of Improved Springs in Four Model Districts
Unit: Number of Improved Springs
Functionality District Total Rwamagana Kayonza Ngoma Kirehe
Functional 96 94 138 81 409 Functional but needs rehabilitation 25 13 29 22 89 Non-functional 1 0 6 15 22 Abandoned 1 4 2 1 8 Total 123 111 175 119 528
Activity 4-3：Support the four model Districts to develop actions and timeframes to correct negative findings.
At discussions held with each District in March 2016, they essentially validated the content of the draft mid-
term action plan developed as a plan of action for resolving issues in the four model Districts based on the
results of the baseline survey in the first phase (2015/2016). However, the work was incomplete due to lack
of time, and cooperation with the C/P to elaborate the content resulted in a finalized version in August 2016.
Later, each district requested the creation of annual action plans for 2016-17 based on the mid-term action
plan, and those plans were submitted to the four model Districts in September 2016.
Activity 4-4：Based on Activities 1 and 2, a training programme to strengthen the capacities of District staffs (and POs) is implemented.
Capacity Development of POs and Staff of the Four Model Districts
Capacity development of POs and staff of the four model Districts was facilitated by the C/Ps, whose own
capacities as trainers had been developed in the trainings done through Activity 3-4. The capacity
development trainings for POs and District staff were conducted as shown below table.
Table 2-40：List of the Capacity Development Trainings for Model Districts and POs
No. Title of Training Date Target Trainees No. of Participants
1 Development of O&M Manual for each Water Supply System
20/3/2017～ 21/3/2017
4 model Districts, POs,
15
2 Training on water quality control and management
22/4/2017～ 24/4/2017
4 model Districts, POs,
15
3 Operation & Maintenance for Boreholes with Hand Pumps
28/3/2017～31/3/2017 4 model Districts, POs,
15
4 On-the-job training on chlorination management
- 21/8/2017～25/8, 29/8～30/8
- 30/1/2018～31/1 - 6/8/2018～8/2
POs 43
5 The first (1st) workshop on the development of an O&M manual for water supply systems by POs
25/7/2017 4 model Districts, POs,
19
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No. Title of Training Date Target Trainees No. of Participants
6 Training workshop for District WASH board members
- 22/8/2017 (Kirehe) - 24/8/2017(Rwamagana) - 6/9/2017 (Ngoma)
DWB members 28
7 Training on facilitation skills for promoting ownership of communities
- 19/9/2017～20/9 (Rwamagana, Kayonza)
- 21/9/2017～22/9 (Ngoma & Kirehe)
4 model Districts, POs,
73
8 Follow up training for creation of monthly reports
13/9/2017/9/13～15/9 POs 14
9 The second (2nd) workshop on the progress of the development of an O&M manual for water supply systems by POs
14/11/2017 POs 12
10 Workshop for self-review of Implementation of Action Plans regarding community sensitization
- 14/2/2018：Kirehe - 15/2/2018：Ngoma - 16/2/2018：Rwamagana - 20/2/2018：Kayonza
4 model Districts, POs,
64
11 Training on the use of equipment 20/3/2018～21/3 4 model Districts, POs
40
12 The third (3rd) workshop on progress of the development of an O&M manual for water supply systems by POs
22/3/2018 4 model Districts, POs
17
13 Development of O&M Manual for each Water Supply System
18/9/2018～19/1 4 model Districts, POs 22
14 On-the-job training on chlorination management for Munyiginya WSS in Rwamagana
21/9/2018 Ubuzima Bwiza Cooperative 6
15 Training for POs on how to use leakage detectors and ultrasonic flow meters
16/1/2019～17/1 WATRESCO in Ngoma, AYATEKE Star Company in Kirehe District
17
16 Follow-up training (No.1) on measurement of the residual free chlorine
21/2/2019 Ayateke Star Company 5
22/2/2019 Ayateke Star Company 4
26/2/2019 WATRESCO 4 17 Training on updating data for the inventory
of the rural water supply facilities 26/2/2019 Rwamagana
District, AYATEKE Rwamagana, Ubuzima Bwiza Cooperative
13
27/2/2019 Ngoma District, WATRESCO 9
18 Follow-up training (No.2) on measurement of the residual free chlorine
5/3/2019 WATRESCO 4 6/3/2019 WATRESCO 3 6/3/2019 Ayateke Star
Company, Kayonza 3
18/3/2019 UBUZIMABWIZA COOPERATIVE 4
19/3/2019 Ayateke Star Company, Kayonza 5
19 Training for POs on how to use leakage detectors (D305)
24/4/2019 WATRESCO 3
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No. Title of Training Date Target Trainees No. of Participants
20 Operation & Maintenance for Boreholes with Hand Pumps
15/5/2019～17/5 WATSAN Officer Kirehe & Ngoma
2
21 On-the-job training on chlorination management
8/8/2019 Ayateke Star Company
5
22 On-the-job training on chlorination management
9/8/2019, 14,/8 16/8, 20/8, 22/8 Ayateke Star Company, WATRESCO
15
23 Workshop on Rural Water income generated from water services and the financial results of Private Operators in the 4 model Districts
14/11/2019 4 model Districts, POs, 15
Total number of participants 494
21/3/2017, O&M manual development training
23/3/2017, Water quality management training
22/9/2017, Facilitation training
13/9/2017, Monthly report preparation training
8/2/2018, Water quality management training
15/2/2018, ToT training for community awareness
20/3/2018, Training for using O & M equipment
16/1/2019, Training for using leak detectors
26/2/2019, Data update training
On-site Training at the Point Water Sources
This Project completed the repair of 11 hand pumps and 3 chlorine disinfection units that had failed as on-
site training for C/Ps, district representatives and POs.
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Table 2-41：Water Supply Facility Repair through On-Site Training (Hand Pumps)
No. Facility Photo No. Facility Photo 1 ・ Mbarara 1 village,
Rwinkwavu sector,Kayonza
・ Afridev pump・ Mar. 7, 2017
7 ・ Rwimpomgo 2 village,Rwintashya cell,Rukumberi sector,Ngoma
・ Afridev pump・ Oct. 16, 2019
2 ・ Nyamugali village,Gahengeri sector,Rwamagana
・ India Mark II pump・ Mar. 8, 2017
8 ・ Kizenga 1, Kizengavillage, Gitaraga cell,Murama sector, Ngoma
・ Afridev pump・ Oct. 31, 2019
3 ・ Kamurindi village,Rweri cell, Gahengerisector, Rwamagana
・ Afridev pump・ Mar. 29, 2017
9 ・ Kizenga 2, Kizengavillage, Gitaraga cell,Murama sector, Ngoma
・ Afridev pump・ Nov. 7, 2019
4 ・ Kinyemera village,Nyagatovu cell,Mukarange sector,Kayonza
・ India Mark II pump・ Mar. 30, 2017
10 ・ Agashikiri 1, Agashikirivillage, Cyinzovu cell,Kabarondo sector,Kayonza district
・ Afridev pump・ Nov. 18, 2019
5 ・ GS Rwinkwavu school,Gacaca village,Mbarara cell,Rwinkwavu sector,Kayonza
・ India Mark II pump・ May 16, 2019
11 ・ Agashikiri 2, Agashikirivillage, Cyinzovu cell,Kabarondo sector,Kayonza district
・ Afridev pump・ Nov. 18, 2019
6 ・ Kamurindi village,Rweri cell, Gahengerisector, Rwamagana
・ Afridev pump・ May 17, 2019
Table 2-42：Water Supply Facility Repair through On-Site Training (Chlorine Disinfection Units)
No. Facility Photo No. Facility Photo 1 ・ ID-63
・ CyanyiranyonzaWSS
・ Kirehe・ 12/3/2019
3 ・ ID-12-3・ Karembo-
Zaza-Mugesera-3WSS
・ Ngoma・ 13/3/2019
2 ・ ID-49・ Mayizi WSS・ Kirehe・ 12/3/2019
Activity 4-5：A training programme to strengthen the capacities of District staffs on management of the point water sources in the 55 model sites is implemented.
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Policy for Implementing Pilot Activities for Capacity Development Training of WUCs
The results of the baseline survey during the first phase (2015) of the Project showed that point water sources
like boreholes with hand pumps and improved springs still serve as important water resources for villagers,
and the C/P and the Project including JICA Headquarters decided to include the establishment of O&M
framework for the point water sources in the scope of the second phase (2016 to 2018).
The O&M framework for point water sources has been the topic of continued discussions with C/P since the
first phase of the Project. The updated National Water Policy provided the policy direction for the
management of the point water sources, allowing the adoption of community-based management as an
option. Subsequently, active efforts have increased to establish WUCs for point water sources throughout
the country, led by WASAC RWSS and each district.
The Project was supposed to conduct training to enhance the maintenance capacity of communities at 55
pilot sites, as well as monitor that training to verify the duties of the principal actors. This activity was newly
set as Activity 4.5 in PDM of the Project. The overall outline of this activity is as shown in the table below.
Table 2-43：Outline of Pilot Activities for WUCs
Action Implementation Period Pilot site selection February 2017～July 2017 Establishment of WUCs (including reformation, etc.) July 17 to July 28, 2017 Enhancement of WUC maintenance capacity End of September 2017～end of January 2018 First Monitoring and follow up November 28, 2017～February 8, 2018 Second Monitoring and follow up November 12, 2018～December 14, 2018 Review of the O&M framework for the point water sources March 2019～November 2019
Training Results
Capacity development training for pilot site WUCs was conducted from the end of September 2017 to the
end of January 2018. Midway through the training, JOCV members requested training at two additional sites.
As shown in the table below, a total of 321 members from 57 WUCs received training.
Table 2-44：Number of WUC Capacity Development Trainings
District No. of WUCs for Boreholes with Hand Pumps
No. of WUCs for Improved Springs
Total
WUCs Participants WUCs Participants WUCs Participants Rwamagana 3 18 6 30 9 48 Kayonza 20 120 5 25 25 145 Ngoma 8 48 6 30 14 78 Kirehe 5 30 4 20 9 50 Total 36 216 21 105 57 321
10/1/2018, Ngoma, Rukumberi sector
28/9/2017, Rwamagana, Gahengeli sector
3/10/2017, Kayonza, Murundi sector
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Review of the Operation and Maintenance Framework for the Point Water Sources
As mentioned above, even though training activities were conducted with 57 WUCs and the operation and
maintenance framework for point water sources was reinforced during this Project, the results of this
improvement were not visible beyond the 57 WUC pilot project and there were issues ensuring sustainability.
Therefore, the idea up until now of building an operation and maintenance framework for point water sources
based on a unique model was scrapped and it was decided to shift the policy toward constructing individual
frameworks based on local conditions, considering the number of water sources for each district and the
local resources (PO and WUC capabilities and needs). So far, upon discussions between the Districts and
JOCVs regarding the contents of the framework of each district, management methods based on maintenance
contracts with private companies were adopted for the Rwamagana and Kirehe Districts, while Kayonza and
Ngoma Districts adopted community-based management (see figure below). In future, each district will
schedule and conduct on-site pilot tests in order to extract the issues and lessons of each framework and
complete their respective framework.
Table 2-45：Draft Operation and Maintenance Framework for the Point Water Sources for the Four Model Districts
Item Rwamagana and Kirehe Districts Kayonza and Ngoma Districts Management model
Management contract with private companies Community based management
Collection flow for the Maintenance fee
Rate for the Maintenance fee
Rwamagana:：500 Rwf/Household/month Kirehe：8 Rwf/Jerrican
Kayonza: 500 Rwf/Household/month Ngoma: 500 Rwf/Household/3 months
Fee Collector Tap manager (TM) WUC Pump technician
Private company Minor: WUC or Local technician Serious: Private company
Repair operation
Source：Each model District and JOCV
Activity 4-6：Support Districts (and POs) to implement its responsibilities under the proposed framework.
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Pilot Installation Work for Water Meters (Flow Meters) and Chlorination Units
Background and Objectives of Activities
The following table shows the background of this activity and the objectives of pilot work.
Table 2-46：Background and Objectives of the Pilot Installation for Water Meters and Chlorination Units
Item Overview Issues at Baseline
The baseline study (2015) showed that: Water meters (flow meters) required to measure distributed water volumes were not installed
in 92% of locations Chlorination equipment was not installed in 74% of the 69 water supply systems in the four
model Districts Therefore, the following points are issues for the majority of the water supply systems: The lack of water meters in distributing reservoirs makes it impossible to manage non-revenue
water volumes The lack of chlorination equipment makes it impossible to supply disinfected drinking water
Objectives of Pilot Work
Pilot work was implemented to install simple, economical water meters and chlorination unit at model sites in each District.
Through the pilot work, key people from the C/P and the four model Districts gained knowledge and understanding of the series of installation processes.
This pilot work was implemented to spread this equipment to water supply systems throughout each of the four Districts, thereby improving the management of distributed water volumes and water quality.
Result of the Implementation
Starting from the pilot site selection in March 2017, design, calculation and procurement were obtained, and
the pilot work started in October 2017 and was completed in January 2018. The table below shows the
content of the activities in chronological order.
Table 2-47：History of the Pilot Installation of the Water Meters and Chlorination Units
No. Item Description Period 1 Selection of the
pilot sites The JICA Experts and C/Ps conducted the field survey in March and June 2017 based on the selection criteria set by them. One water supply system chosen from each model district.
From March to June, 2017
2 Designing and Cost estimation
The JICA Experts and C/Ps made a drawing and estimated the cost for the installation of the water meters and chlorination units.
From June to August, 2017
3 Procumbent works (tendering)
The JICA Experts and C/Ps made a tender document, tender schedule, and short list of the contractors. As a result of tender evaluation, a contract was made with SODIMEX, which was the lowest tendered out of 4 expressions of interest.
From August to October , 2017
4 Implementation of the site works
The construction was started in October 2017 and was completed in January 2018.
From October to January, 2017
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Implementation of a Study Tour
A study tour was implemented so that key people from Districts, POs and the like would understand the
importance of water meters (flow meters) and chlorination units in distributing reservoirs, the objectives and
significance of pilot work, how to actually install the water meters and chlorination equipment, and more.
Table 2-48：Summary of Study Tour
Item Description Date ・Venue
・November 21, 2017：Munyiginya WSS (Rwamagana), Nyabombe WSS (Kayonza)・November 22, 2017：Gahezi WSS (Kirehe), Ngoma WSS (Ngoma)
Participants Rwamagana : 9 peoples, Kayonza : 7 peoples, Ngoma : 8 peoples, Kirehe 9 peoples
Objective To spread methods of simply and economically installing water meters and chlorination equipment to all water supply systems in the four Districts by teaching them to the C/P (WASAC RWSS), key people from Districts, POs and key people from WASAC branches.
Agenda 1. Explain and overview of pilot work;2. Explain design drawings of water meter/chlorination unit installation;3. Show water meter installation work;4. Show chlorination unit installation work;5. Q&A
Primary Results
Participants understood the importance of installing water meters and chlorination unit. Participants understood the objectives and significance of the pilot work. Participants gained an understanding of installation methods from design drawings and the
status of actual installation. Participants commented that the tours were beneficial.
Creation of an O&M Manual for Each Water Supply System
Background of this Activity
Water supply facility management issues identified in the baseline survey results are as shown Table 2-
49. The solutions of nine out of the ten issues in this table are summarized in the O&M manual. Production
of the O&M manual made it possible to grasp the current state of each water supply facility and to find
whatever was necessary to solve any issues that emerged. So the Project and C/P decided to develop O&M
manuals for each water supply system since the O&M manual is an effective means to detect and solve
problems.
Prior to the start of the creation of the O&M manual, there were “District and Private Operator's Guidelines
for Operation and Maintenance of Rural Water Supply Systems in Rwanda”, created in 2016 as part of the
SusWAS project and validated by the SWG. The guidelines contain the procedure by which Districts and
POs can prepare O&M manuals for the water supply systems they manage. The guidelines were effective
tools that show how to produce and present effective O&M manuals for PPP delegated contract management.
Therefore, the Project and C/P decided to use the guidelines for the development of O&M manuals.
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Table 2-49：Issues in Water Supply Facility Management Identified in the Baseline Survey Results
① Repair of non-functional water supply facilities② Development of an O&M manual for each water supply system③ Solutions to water supply hard problems④ Monitoring water pressure⑤ Providing suitable tools to WSPs⑥ Records of water production, distribution, and consumption⑦ Install flow meters or water meters at every point of production, distribution, and consumption in every
water supply system⑧ Maintain records with as-built drawings, specification sheets, etc.⑨ Develop asset ledgers to help with district asset management⑩ Set up supply chains for district water supply facilities and equipment
Development Status of O&M Manual
The schedule for the creation of an O&M manual at each PO was determined during the workshop held on
July 25, 2017, which was based upon the results of the training on the development of the O&M manual
held on March 20 and 21, 2017 for the model Districts and POs. However, the progress was delayed, so the
POs were gathered again on November 14, 2017 for another workshop, where progress was confirmed and
schedules were reset to include identification of issues and finalization. As a result, it was decided that the
local staff of the Project would visit the PO offices and provide guidance on creating O&M manuals. After
that, this activity was continued until November 2019, and a total of 63 manuals were completed in the four
model Districts.
Table 2-50：Status of the Developing of O&M Manual in 4 Model Districts (As of November 2019)
Target Results Remaining Quantity From November
2017 to February 2018
March 2018, From June 2018 to
November 2019
Total number of completions
68 WSSs 6 WSSs 57 WSSs 63 WSSs 5 WSSs When & How to use the O&M manual
Districts will be able to calculate real O&M costs, includingdepreciation costs, to prepare the budget for future operation,maintenance and rehabilitation of water supply system.
Developed O&M manual will be used as the part of tender documentsfor the selection of POs for the delegated management contract.
POs will be able to estimate appropriate O&M costs for the financialproposal of the tender.
An appropriate water tariff will be set by RURA.Main contents
General information Description of water supply system Assets Service quality Operations Maintenance Non-revenue water (NRW) Operating costs Reporting Monitoring
Remarks Completed O&M manuals are shown in Annex 3 (Stored on a CD-ROM).
Pilot Testing for Water Quality Management Framework
Background of this Activity
In 2016, progress was being made toward the achievement of universal access to safe water and sanitation
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which was set out in VISION 2020. However, delays in the improvement of the quality required to confirm
the safety of the water supplied were problematic. In order to accelerate resolution of this issue, several
discussions with WASAC RWSS were held. As a result, POs should conduct water quality measuring by
outsourcing to a qualified external institution to ensure reliable water quality analysis results. Also, the
Project, with the DWM Unit, RWSS of the WASAC, had several meetings with WASAC central laboratory
and RURA regarding this framework, beginning in earnest in 2016. The following is an overview of the
present state of the water quality management framework drafted as a result of those discussions.
Under the Project and based on discussions with the C/P, pilot testing was conducted to verify the relevance
and cost of the framework, and the results of the testing was used to identify issues and consider strategies
for improvement in an effort to establish a realistic and sustainable framework for water quality management.
Table 2-51：Outline of the Rural Drinking Water Quality Management Framework
Principles of Water Quality Control Framework
4R (Reliable, Realistic, Responsible, Resource) Reliable：Water quality analysis shall be carried out by independent third parties at least twice
a year. Realistic：Setting minimum parameters for the monitoring of water quality. Responsible：A licensed PO shall be responsible for ensuring the quality of drinking water. Resource：In principle, costs for the water quality analysis shall be borne by beneficiaries
through the water tariffs.Monitoring Procedures and the Role of Key People
Water Quality Analysis Monitoring System Procedure
Result of the Feasibility Study on the Rural Drinking Water Quality Management Framework
Starting in January 2018, a facility study was conducted of two water supply systems in each district, for a
total of eight water supply systems. The study was comprised of a series of inspections that were carried out
in accordance with the water quality analysis monitoring procedures described in the outline above, selecting
an analysis organization, collecting samples, conducting water quality analysis, drafting a report, and giving
feedback. As a result, it was confirmed that among the three analytical organizations (WASAC, IPRC and
Rwanda University), IPRC was unable to perform analyses for E.coli, while Rwanda University could not
perform analyses for arsenic. As such, these were commissioned to the laboratory in the WASAC Urban
Water and Sewerage Services Department. The cost is approximately 400,000 RWF per water supply system.
Hereafter, the way in which the water quality analysis costs reflect the new water charges updated by RURA
becomes the key to properly establishing this water quality management framework.
1.Planning
2.Procurement
3.Water sampling
4.Laboratoryanalysis
5.Reporting
6.Feedback
7.Correctiveaction(s)
Qualified LaboratoryPO PO
PO
Qualified Laboratory
District
RURA
WASAC
Beneficiaries
PO
District
Qualified Laboratory
PO
WASAC
Beneficiaries
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Water Supply Facility Inventory Data Gathering Study
Background
None of the four model Districts or WASAC have drawings that show the location of facilities (water sources,
pump stations, tanks, valves, public taps, etc.) or the network of pipeline of water supply systems; this
presents a substantial obstacle to planning for the O&M of the existing facilities and development of new
water supply systems. These circumstances were not limited to the model Districts; except for some districts
that have received donor support, nearly all water supply facilities throughout the country face a similar
situation. Therefore, there is an urgent need to map all piped water supply systems in the country.
The baseline survey and subsequent supplementary studies clearly showed that, even in the four model
Districts in Eastern Province, which were the target areas of the Project, the failure to deliver water supply
facility drawings and specification documents of those facilities to POs has had extremely negative effects
on maintenance. To provide support for Districts striving to maintain water supply facilities and understand
unserved areas, the WASAC RWSS initially planned to outsource the mapping of water supply systems in
four model Districts to the 30 Districts nationwide, and then expand that effort throughout the country.
However, budget shortfalls prevented the outsourcing plan from moving forward, and OM Unit staff
eventually used GIS on a trial basis to create drawings of water supply systems in only a few locations.
Nonetheless, in 2017, targeted efforts have increased to rehabilitate existing systems and construct new water
supply systems toward the goal of 100% coverage of the water supply throughout the country, and WASAC
RWSS was making strides toward providing support for mapping water supply systems.
In light of the above, and given the strong desire of the C/P to cooperate with the Project in mapping water
supply systems, it has been decided for the following reasons that the Project cooperated with the work of
mapping water supply systems to the extent allowed by the assignment of experts and the budget.
In the course of providing support to POs and Districts for water supply facility maintenance in the
future, it was extremely important to fully understand the specific locations and distribution network
of water supply systems.
Maintaining a detailed inventory of water supply systems was also important in terms of asset
management, and necessary information will be provided for the upcoming creation of O&M manual
for each water supply system assisted by the Project.
This was an excellent opportunity for practical training to teach WASAC RWSS staff to independently
conduct water supply system mapping work throughout the country.
Inventory Data Development for the Four Model Districts
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Over the course of about one year, from March 2017 to March 2018, all existing pipe water supply systems
in the four model Districts were inventoried and mapped. Next, as described in Activity 3-4 above, data on
water supply systems in 27 Districts nationwide was collected from September 2018 up to May 2019 by
WASAC’s DWSSE, and all the data collected throughout this Project for the four model Districts was
recollected and the GIS map was updated.
Rwamagana District Kayonza District Ngoma District Kirehe District Figure 2-6：GIS Map of Water Supply System for the Four Model Districts
Development of Web-GIS Map as Trial Version
As a development step for the water supply map, this Project
has set three stages: development, utilization and use
expansion. Among these, this Project is planned to cover up
to the second stage (utilization stage). To progress to the third
stage in the future, it is necessary to develop GIS maps that
satisfy technical standards such as being easy to access, easy
to operate, and involving no operation costs on the District
and PO level. For that purpose, a trial version of Web-GIS
has been developed that allows users to easily access, view,
and print maps of water supply facilities with an Internet
browser, without using GIS software. In the trial version, maps are streamed by tiling raster images rather
than using vector data, which makes the response of maps faster. The trial version ended at the end of
November 2019.
Installation of the Web-GIS System on the WASAC Server
Starting from the 3rd phase (from June 2018), the
activities conducted together with WASAC RWSS
and the WASAC IT Department, concerning the
installation of the abovementioned Web-GIS
system on WASAC’s own servers, were supported.
However, at WASAC, the IT Department has been
working since 2017 on a new data center in order
to upgrade the online environment; as a result, until Figure 2-8：Display Image of Web-GIS
Figure 2-7：Display Image of Web-GIS(Trial Version)
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the completion of the new data center, the web service cannot be brought live. Although this Project has
proceeded according to the plan, performing the necessary operations so that the whole system could be
brought online and the site could go live by October 2019, it has become clear that the data center cannot be
completed within the Project period (by November 2019). As such, after discussions with the C/P, a system
for proceeding with offline data distribution and updates using QGIS and QField was established for the
time being.
Figure 2-9：Field Data Collection Procedure
Figure 2-10：Procedure for Updating Field Data
Activity 4-7：Support Districts (and POs) to monitor the operation and maintenance activities and evaluate the proposed framework.
A two-day workshop (December 11-12, 2018) was held with the C/Ps DWM unit in order to understand the
current situation and the issues concerning the management of delegated contracts for water supply systems
and to create future action plans. The summary of the evaluation report produced there is shown in the table
below. The evaluation report is shown in Appendix 8 (Stored on a CD-ROM).
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Table 2-52：Summary of the Assessment Report on the Challenges on Delegated Management in Rural Water Supply Services
Title：Challenges on Delegated Management in Rural Water Supply Services (December, 2018)
Objectives
• To highlight the challenges which hinderthe sustainability of rural waterinfrastructure
• To share the management status of theexisting rural water supply facilities underPPP contract with the Districts, whichincludes the technical, commercial andfinancial conditions of POs
• To encourage all actors to be moreinvolved in the monitoring of water supplymanagement and to stimulate the operationalization of the District WASH Board and users committees Create evaluation report
(December 11, 2018, Kigali)
Content
• Current countrywide situation ofmanagement in rural water supply
• Challenges and recommendations• Analysis of PO monthly reports for four
model Districts• Conclusions
Activity 4-8 ： Based on the monitoring results, recommendations for further strengthening operation and maintenance framework are drawn up.
The JICA Experts, in collaboration with the C/P, have developed recommendations for further
improvements of the O&M framework based on the results of the various trainings and supporting activities
in the 2nd phase (from April 2016 to March 2018) for the four model Districts and POs. The prepared
recommendation report is shown in Annex 9 (Stored on a CD-ROM).
Table 2-53：Summary of the Recommendations for Further Strengthening the Current O&M Framework
Title ： Recommendations for Further Strengthening the Current O&M Framework (August, 2018)
Objectives
Recommendations were created for further strengthening the current O&M framework for both water supply systems and point water sources. This will be useful not only in Project activities of the third phase, but also for the development of further strategy by the Rwanda side.
Content
1. Further Strengthening the Current O&M Framework for Water SupplySystems
- Delegated contract management- Data management- Management of water supply facilities- Water quality management
2. Further Strengthening the Current O&M Framework for Point WaterSources
- Community sensitization for O&M of point water source- O & M framework of point water sources
Activity 4-9：End-line survey is conducted.
An end-line survey was conducted to evaluate the Project achievements. The outline of the end-line survey
results is shown below.
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Competency Development for the C/P
Through the participation in the competency development training for WASAC RWSS, the C/P, (Activity
3-4), as well as through the teaching experience acquired during the training for district officials and POs
(Activity 4-4), the competencies required for the implementation of rural water supply projects has changed
as described below.
Result of the Competency Development for the C/P
The table below shows changes in capacities required in the management cycle such as planning,
implementation, operation and maintenance and evaluation of the rural water supply project before and after
the training activities included in the Project (comparison between 2017 and 2019). The results show that
most C/P staff felt that their implementation competency was enhanced after these activities.
Table 2-54：Capacity Assessment Rating Results (Self-Assessment)
Figure 2-11：Rating Results of Capacity Assessment Before and After Project Activities
Figure 2-12：Results of Questionnaire on Whether Knowledge/Skills Gained from Project
Activities Were Used in Business
Results of Key Indicators for Operation and Maintenance of Water Supply Systems
Number of Days When Water Supply Service was Completely Stopped
The number of days when water supply service managed by POs stopped completely was 16.1 days/WSS in
Stage Year O&M Unit RM Unit DM Unit CM Unit Average
Jul. 2017 3.70 3.10 3.10 3.70 3.40Feb. 2019 4.96 4.46 4.23 4.70 4.59Trend ⇧ ⇧ ⇧ ⇧ ⇧Jul. 2017 4.00 3.30 3.00 3.70 3.50Feb. 2019 4.96 4.79 3.35 4.57 4.42Trend ⇧ ⇧ ⇧ ⇧ ⇧Jul. 2017 3.60 3.10 3.40 3.80 3.48Feb. 2019 4.90 4.70 4.41 4.39 4.60Trend ⇧ ⇧ ⇧ ⇧ ⇧Jul. 2017 3.10 2.90 2.40 3.60 3.00Feb. 2019 4.58 4.56 3.00 4.25 4.10Trend ⇧ ⇧ ⇧ ⇧ ⇧Jul. 2017 4.17 3.76 3.41 4.06 3.85Feb. 2019 4.85 4.63 3.75 4.48 4.43Trend ⇧ ⇧ ⇧ ⇧ ⇧
Note: Maximum Score: 5.00, Minimum Score: 0.00 Number of valid response : Y 2017: 16 persons, Y2019: 9 persons
1.Planning Stage
2.Implementation
3. Operation and Maintenance
4. Evaluation
Average
1
1.5
2
2.5
3
3.5
4
4.5
5
1. Planning Stage
2.Implementation
3.Operation andMaintenance
4.Evaluation
Y2017
Y2019 100%
0%
yes
No
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May 2019. This was reduced from the 2015 baseline of 27.2 days/WSS.
Table 2-55：Number of Days When Water Supply Service Was Completely Stopped in the Four Model Districts
Item Baseline Survey (2015)
Number of Days When Water Service was Completely Stopped
From April 2017 to March 2018
From June 2018 to May 2019
1. Number of water supply systemsmanaged by the POs underdelegated contract
58 systems 70 systems 71 systems
2. Number of water supply systemsin which water supply servicewas completely stopped
4 systems (end of March, 201
6)
4 systems (end of March, 2018)
3 systems (end of May, 2019）
3. A total fully non-functional rate 7% (end of March, 2016)
6% (end of March, 2018)
4% (end of May, 2019）
4. List of water supply systems inwhich water supply service wascompletely stopped
- - -
- Nyagashankara WSS / Kirehe - 5.0 months 12.0 months - Munyiginya WSS / Rwamagana - 4.6 months 4.1 months - Murama-Kabonobono WSS/Kayonza
- 12.0 months 4.1 months
- Kamfonyogo WSS / Ngoma - 12.0 months 12.0 months - Rukira East / Kayonza - - 5.5 months - Cyanyiranyonza / Kayonza - - 0.4 months 5. Suspension period of water supplyservices
1580 days 1008 days (33.6 months)
1143 days (38.1months)
6. Non-functional average period of awater supply system(Total suspension months ÷ No of system×(12÷monitoring period))
27.2 days／system (1580 days ÷ 58 systems)
14.4 days／system (1008 days ÷ 70 systems)
16.1days／system (1143days ÷71 systems)
Source: Project Report
Delegated Management Contract in the PPP
The PPP model, which manages and maintains the water supply systems delegated by the district to private
operators, has changed significantly compared to immediately after the start of the Project. Specifically, this
includes the introduction of the PO license system, the establishment of a nationwide uniform rate for water
charges and royalty fees, and the introduction of PO monthly reports and standard model contracts. Most of
these changes were realized by the leadership of MININFRA, RURA and WASAC, but this Project also
contributed to the improvement of the PPP model by assisting in elaborating the framework. The table below
shows a comparison of the contract management conditions between 2015 and 2019.
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Table 2-56：Major Activities Concerning Delegated Management Comparing the Situation in 2015 and in 2019
Item At the Beginning of the Project (2015)
At the End of the Project (2019)
Delegated organizations
Several types of organizations, such as private companies, cooperatives, associations, etc. as WSPs. Many WSPs (23 organizations in the four model Districts during baseline survey)
Only POs registered under RURA are authorized to bid for the management of WSS in Districts. Only 5 POs are currently operating the rural WSS in the four model Districts.
Selection of PO
Some POs were selected through tender. Mostly the management of WSS had been delegated to the existing organizations which used to manage the system in the area without tender.
The management of WSS in a District is divided into clusters according to status, type and geographical location of WSS (it is advised that Districts not be divided into more than 2 clusters). Selection of POs for WSS management is done for each cluster through a tender (one PO can be selected for all clusters).
Tender documents
No common tender documents existed. There was no description of proper TOR for effective management of WSS. Anyone could participate in the tender without proper capacity and knowledge of the management of water supply facilities.
WASAC prepared a model of tender documents and it was validated by the SWG on May 23, 2019. Currently, model tender documents have already been adopted in some districts.
Delegated management contract
Each district had its own contract (or agreement) format, which were very simple. Some had no description of scope. Contracts (or agreements) were not always made between District and WSP.
WASAC prepared a model of tender documents and it was validated by the SWG on May 23, 2019. Currently, about 50% of contracts have already been adopted model contracts.
Water tariffs The maximum water fee rate was fixed by each district. As a financial proposal, WSP offered his own water fees within the range set by the maximum rate in bid documents.
RURA fixed a maximum water tariff according to the type of WSS (electric pumping, gravity, solar, etc., in Jan. 2017). With the support of UNICEF, RURA is currently conducting a survey for the revision of the water tariff. Although the current water tariff is set at the maximum rate there is virtually no price competition in the tender.
Responsible person under District for WSS management
One of the infrastructure staff members was appointed as the person responsible for water supply facilities, as well as all other kinds of infrastructure, such as roads, electricity, houses, etc., in the district.
District WASH Board has been established countrywide in each District to monitor WASH services. In addition, WATSAN officers have been recruited and assigned to handle WASH issues in each District.
Royalty fees WSP offered a royalty fee rate during the tender as a financial proposal. Royalty fees collected were saved in a district revenue account and were not used for the purpose of operation and maintenance of WSS.
Royalty fees have been fixed as 10% of the billed amount of water by RURA (Jan. 2017). Districts were supposed to open a bank account for royalty fee collection. District WASH Boards monitor collection of royalty fees and proposes how to use them to the District Councils.
Reporting No common report format existed. Regular reporting was rarely done from WSP to the District. Even if a report was submitted from a WSP, no feedback was provided from a District.
WASAC and RURA jointly created a PO monthly report format and distributed it to all the districts and POs. (Mar. 2017). PO is supposed to submit a monthly report to District, WASAC and RURA. WASAC is providing technical advice to PO and District as feedback for the monthly report.
WSS information (inventory and maps)
There were no inventory or maps of the water supply systems. Only a list of WSS existed.
WASAC conducted an inventory survey of water supply systems nationwide from August 2018 and was completed in May 2019. Currently, an inventory and map database of 1064 water supply systems has been completed.
Umbrella organization
FEPEAR Support Project (2012 ~ 2015) was ongoing due to the receipt of EU funds. Several
FEPEAR continues to exist and participates in the major meetings organized by RURA and
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
73
Item At the Beginning of the Project (2015)
At the End of the Project (2019)
of POs (FEPEAR)
training modules and guidelines were prepared and training for POs and Districts were conducted by the Project.
WASAC as a representative of POs. However, its activities have been diminished due to lack of funds.
Status of Water Quality Management by POs in the Four Model Districts
（1） Percentage of Facilities with Chlorination Units Installed in the Four Model Districts'Water Systems
The figure below shows a comparison of the Project baseline (2015) versus the actual current situation
regarding the percentage of chlorination units installed in the four model Districts (locations requiring
installation ÷ actually installed locations). The results show that the number of chlorination units has
increased to twelve locations compared to the baseline (an increase from 23 to 37%). Thus it is necessary to
calculate an approximate budget to install them at existing locations and intensify discussions on securing a
budget at the water sector level. Of these, four were constructed by the efforts of Rwamagana (3 places) and
Kayonza District (1 place) after the pilot construction implemented in the Project. Currently, two locations
are being prepared for installation, one in Kayonza District and one in Ngoma District.
Figure 2-13：Percentage of Water Systems in the 4Four Model Districts with Chlorination Units Installed
（2） Results of Monitoring of Residual Chlorine in Water Supplies Managed by POs
1）Percentage of Facilities Where Residual Chlorine Was Detected
The figure below shows a comparison of the Project baseline (2015) versus the actual current situation
regarding the percentage of locations where trace amounts (0.05 mg/L) of residual chlorine were detected at
the terminal public water tap after chlorination in water supply systems with chlorination units were installed
in the four model Districts. Results show that the percentage of locations where residual chlorine was
detected had greatly improved versus the baseline, from 12% of locations to 72%. Going forward, it will be
necessary for WASAC and Districts to periodically monitor things until POs firmly establish the practice of
regulating chlorine levels and monitoring residual chlorine.
23%
37%
15%
20%
25%
30%
35%
40%
Baseline Survey(2015)
Current Status(2019)
Rate of Installation of Chlorination Units in WSS of the 4 Model Districts
(=17/69)
(=29/79)
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
74
Figure 2-14：Percentage of Facilities from Which Residual Chlorine Was Detected in Water Systems in the Four Model Districts with Chlorination Units Installed
2）Measurement Frequency and Average Value of Residual Free Chlorine
In the 23 water supply systems with chlorination units in the four model Districts, training on chlorination
was provided to POs in August 2017, February 2018, and September 2018. After this, each PO was
monitored in the Project for 16 months from March 2018 to June 2019. Table 2-49 shows the monitoring
frequency and average measurements of residual chlorine in each water supply system, while Figure 2-15
shows the average measurement from each water supply system. From the following table/figure, we can
conclude the following:
【Summary of Analysis Results】
From among the 25 water supply facilities with chlorination units installed, 21 were implementing
chlorination as of August 2019.
As for the monitoring frequency of terminal public water taps in the 18 water supply facilities
implementing chlorination, they were monitored on average 53% percent of the time based on dividing
the entire monitoring period by the total number days on which measurements were taken. In other
words, residual free chlorine concentration was monitored at terminal public water taps roughly once
every two days on average.
At terminal public water taps in the 18 water supply facilities implementing chlorination, the average
measured amount of residual free chlorine was 0.16 mg/L or higher. Based on this we can conclude
that the water supply of the 18 supply facilities has been sufficiently chlorinated.
In most water supply facilities out of 18, depending on measured results at the public water tap, a
certain amount of chlorination agent was added to bring the value between 0.2 to 0.5 mg/L, which is
the standard value for Rwanda drinking water.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
75
Table 2-57：Measurement Results of Residual Free Chlorine in Each of 25 Water Supply Facilities
Note: The water supply systems highlighted above in yellow are not currently chlorinated.
Source: Project Monitoring Results
16 336 69% 0. 15
9 67 25% 0. 19
16 310 64% 0. 38
16 0 0% -
16 0 0% -
16 0 0% -
16 0 0% -
16 0 0% -
16 113 23% 0. 16
16 192 39% 0. 20
16 215 44% 0. 27
16 343 70% 0. 25
16 234 48% 0. 26
16 115 24% 0. 24
16 413 85% 0. 18
16 314 64% 0. 19
16 354 73% 0. 18
16 388 80% 0. 58
16 105 22% 0. 36
16 339 70% 0. 51
16 225 46% 0. 39
16 0 0% -
16 313 64% 0. 29
16 170 35% 0. 35
16 0 0% -
53% 0. 28
Dur at i on: f r om Mar ch 2018 t o June 2019 ( 16 mont h)
7 17 Nyankora Kayonza
Ayat ekeSt ar
CompanyGr avi t y
No chl or i nat i on conduct ed becausechl or i ne sol ut i on t ank i s a f ai l ur e
No chl or i nat i on conduct ed because KLORMAN i snot sui t abl e f or capaci t y of t hi s WSS
No chl or i nat i on conduct ed because KLORMAN i snot sui t abl e f or capaci t y of t hi s WSS
No. I D No. Name of Wat er Suupl y Syst em Di st r i ctPr i vat e
Oper at or s
2 8
5 20 Migera 1 Kayonza
Rwazana Kayonza
Ayat ekeSt ar
Company
Munyiginya Rwamagana
Ubuzi maBwi za
Associ at i on
Nyabombe Kayonza
Ayat ekeSt ar
Company
1 1 MKM Rwamagana
Ubuzi maBwi za
Associ at i on
Ayat ekeSt ar
Company
4 11
7 23 Migera 3 Kayonza
Ayat ekeSt ar
Company
6 22 Migera 2 Kayonza
Ayat ekeSt ar
Company
Ngoma WATRESCO
10 72 Rukira West Ngoma WATRESCO
9 71 Rukira East Kayonza
Ayat ekeSt ar
Company
12 12-2 Karembo-Zaza-Mugesera-2 Ngoma WATRESCO
11 12-1 Karembo-Zaza-Mugesera-1
15 21-1 Kagoma-Kazo-Mutenderi -1 Ngoma WATRESCO
13 12-3 Karembo-Zaza-Mugesera-3 Ngoma WATRESCO
17 39 Kigina Ki r ehe
Ayat ekeSt ar
Company
16 21-2 Kagoma-Kazo-Mutenderi -2 Ngoma
19 41 Muguruka Ki r ehe
Ayat ekeSt ar
Company
18 40 Kirehe Ki r ehe
Ayat ekeSt ar
Company
21 49 Mayizi Ki r ehe
Ayat ekeSt ar
Company
20 45 Samuko
22 51 Mushikiri Ki r ehe
Ayat ekeSt ar
Company
DOSATRON
DOSATRON
8 74 Murama Kayonza
Ayat ekeSt ar
Company
24 63 Cyanyiranyonza Ki r ehe
Ayat ekeSt ar
Company
23 52 Gahezi Ki r ehe
Ayat ekeSt ar
Company
Aver age val ue of 18 WSS excl udi ng Rwazana, Nyankor a, Mi ger a-1,Mi ger a-2, Mi ger a-3, Mayi zi and Cyanyi r anyonza ) :
Gr avi t y
DOSATRON
Gr avi t y
Remar ks
No chl or i nat i on conduct ed becausechl or i ne sol ut i on t ank i s a f ai l ur e
No chl or i nat i on conduct ed because KLORMAN i snot sui t abl e f or capaci t y of t hi s WSS
No chl or i nat i on conduct ed because DOSATRON i sa f ai l ur e and wat er pi pe i s mi ss connect i on
DOSATRON
DOSATRON
DOSATRON
DOSATRON
KLORMAN
Gr avi t y
Gr avi t y
Gr avi t y
DOSATRON
DOSATRON
I mpl emant at i onper i od( Mont h)
Measur mentdays
Measur ment day /I mpl emant at i onper i od （ %）
DOSATRON
DOSATRON
DOSATRON
DOSATRON
DOSATRON
DOSATRON
Gr avi t y
No chl or i nat i on conduct ed becauseDOSATRON i s a f ai l ur e
Measurmentaver age val ue
（ mg/L）
Typechl oni nat i on
KLORMAN
KLORMAN
14 15 Kagoma Ngoma WATRESCO
3 9
Ki r ehe
Ayat ekeSt ar
Company
WATRESCO
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
76
Source: Project Monitoring Results
Figure 2-15：Mean of Measured Values of Residual Free Chlorine in Terminal Public Taps in Each of 25 Water Supply Systems
Results of Key Indicators for Operation and Maintenance of Point Water Sources
Pilot Water Users Committee (57 WUCs)
This section shows the results of a comparison between the status of the operation and maintenance
management as seen from the first monitoring (conducted immediately after training the 57 pilot WUCs
involved in the Project in 2018) and the second monitoring conducted one year later (2019).
（1） Facility Operating Rates
1） Boreholes with Pumps
The overall operating rate of sites increased slightly from 78% to 83%. On the other hand, the number of
wells which closed down facilities for drinking water increased by two due to changes in water quality.
Table 2-58：Operating Rates of Pilot Sites (36 Boreholes with Pumps)
2） Improved Springs
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Fully function 2 0 14 13 7 4 1 3 24 20
Function butpartially broken 0 2 3 5 0 2 1 1 4 10
Non-functional 1 1 3 0 1 1 3 1 8 3Abandoned 0 0 0 2 0 1 0 0 0 3Total 3 3 20 20 8 8 5 5 36 36Functionality rate 67% 67% 85% 90% 88% 75% 40% 80% 78% 83%
Trend
Source: Monitoring survey by the Project
Total
⇨ ⇧ ⇩ ⇧ ⇧
Rwamagana Kayonza Ngoma Kirehe
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
77
The operating rate of the pilot sites in the four model Districts was 95% in both the first and second
monitorings.
Table 2-59：Operating Rates of Pilot Sites (21 Improved Springs)
（2） WUC Meetings
1） Boreholes with Pumps
The rate of meetings of WUCs for boreholes held at the pilot sites in the four model Districts increased
slightly from 86% to 94%.
Table 2-60：Rate of WUC Meetings at the Pilot Sites (36 Boreholes with Pumps)
2） Improved Springs
The rate of meetings of WUCs for improved springs held at the pilot sites in the four model Districts
increased from 76% to 90%.
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Fully function 6 4 5 4 6 1 3 1 20 10
Function butpartially broken 0 2 0 1 0 5 0 2 0 10
Non-functional 0 0 0 0 0 0 0 1 0 1Abandoned 0 0 0 0 0 0 1 0 1 0Total 6 6 5 5 6 6 4 4 21 21Functionality rate 100% 100% 100% 100% 100% 100% 75% 75% 95% 95%
Trend
Source: Monitoring survey by the Project⇨ ⇨ ⇨ ⇨ ⇨
Rwamagana Kayonza Ngoma Kirehe Total
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Yes 3 3 18 19 7 7 3 5 31 34
No 0 0 2 1 1 1 2 0 5 2
Total 3 3 20 20 8 8 5 5 36 36
Executing rate 100% 100% 90% 95% 88% 88% 60% 100% 86% 94%
Trend
Source: Monitoring survey by the Project
Rwamagana Kayonza Ngoma Kirehe Total
⇨ ⇧ ⇨ ⇧ ⇧
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
78
Table 2-61：The Rate of WUC Meetings at the Pilot Sites (21 Improved Springs)
（3） Collection of Operation and Maintenance Fees
1） Boreholes with Pumps
The rate at which WUCs collected O&M fees at the pilot sites in the four model Districts has been greatly
improved, from 8% to 61%.
Table 2-62：Collection Rate for Operation and Maintenance Fees at the Pilot Sites (36 Boreholes with Pumps)
2） Improved Springs
The number of WUCs collecting operation and maintenance costs increased by only 1 out of 20 WUCs since
the first monitoring (2018). Judging from this result, it is clear that collecting operation and maintenance
expenses regularly in the case of improved springs is still a major problem. Improved springs do not require
mechanical maintenance and, if long-term deterioration does not result in large-scale repairs, the
maintenance cost savings can be reduced. Therefore, instead of periodic collection, a method must be found
that reduces the burden of WUC collection work, such as obtaining prior user consent to collect repair costs
in the event of a failure, or accumulating the costs as annual fees.
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Yes 4 5 5 4 4 6 3 4 16 19
No 2 1 0 1 2 0 1 0 5 2
Total 6 6 5 5 6 6 4 4 21 21
Executing rate 67% 83% 100% 80% 67% 100% 75% 100% 76% 90%
Trend
Source: Monitoring survey by the Project⇧ ⇩ ⇧ ⇧ ⇧
Rwamagana Kayonza Ngoma Kirehe Total
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Yes 0 1 2 15 1 3 0 3 3 22
No 3 2 18 5 7 5 5 2 33 14
Total 3 3 20 20 8 8 5 5 36 36
Executing rate 0% 33% 10% 75% 13% 38% 0% 60% 8% 61%
Trend
Source: Monitoring survey by the Project
Rwamagana Kayonza Ngoma Kirehe Total
⇧ ⇧ ⇧ ⇧ ⇧
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
79
Table 2-63：Collection Rate for Operation and Maintenance Fees at the Pilot Sites (21 Improved Springs)
Combined Statistics for the Four Model Districts
（1） Operating Rates of Boreholes with Pumps
The operating rates of boreholes with pumps in the four model Districts was 68% (July 2019), an
improvement of 25% compared to the baseline of 43% (January 2016). Abandoned wells are excluded from
the rate calculation because they are very unlikely to be rehabilitated, due to water quality issues, poor
construction and accessibility issues.
Table 2-64：Operating Rate of Boreholes with Pumps in the Four Model Districts
（2） Establishment of Water Users Committees
The number of WUCs established for the wells in the four model Districts increased to 123 in July 2019,
which is an increase of 3.6 times compared to the baseline number of 34 in January 2016.
Table 2-65：The Number of WUCs Established for Wells in the Four Model Districts
Year1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
1st Monitoring
Y2018
2nd monitoring
Y2019
Yes 0 0 0 0 0 1 0 0 0 1
No 6 6 5 5 6 5 4 4 21 20
Total 6 6 5 5 6 6 4 4 21 21
Executing rate 0% 0% 0% 0% 0% 17% 0% 0% 0% 5%
Trend
Source: Monitoring survey by the Project
Rwamagana Kayonza Ngoma Kirehe Total
⇨ ⇨ ⇧ ⇨ ⇧
Year Y2015 Y2019 Y2015 Y2019 Y2015 Y2019 Y2015 Y2019 Y2015 Y2019Function 7 10 35 72 20 15 7 11 69 108Non-functional 17 11 45 11 18 20 13 8 93 50Abandoned 4 5 46 35 22 20 6 8 78 68Total 28 26 126 118 60 55 26 27 240 226Functioning rateexcept abandoned 29% 48% 44% 87% 53% 43% 35% 58% 43% 68%
Trend
Source: Y2015 data: Baseline survey by the Project、Y2019: Survey from JICA volunteers
Total
⇧ ⇧ ⇩ ⇧ ⇧
Rwamagana Kayonza Ngoma Kirehe
Year Y2015 Y2019 Y2015 Y2019 Y2015 Y2019 Y2015 Y2019 Y2015 Y2019Yes 0 10 25 88 7 16 2 9 34 123No 28 16 101 30 53 39 24 18 206 103Total 28 26 126 118 60 55 26 27 240 226
Trend
Source: Y2015 data: Baseline survey by the Project、Y2019: Survey from JICA volunteers
Rwamagana Kayonza Ngoma Kirehe Total
⇧ ⇧ ⇧ ⇧ ⇧
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
80
History of PDM Modification
Project Design Matrix (PDM)
PDMver.4, the latest version (as of end of March 2019), is attached in Annex 10. The major changes made
in each revision are as follows.
Table 2-66：Major Changes to PDM
Date of revision Version Major Changes The 4th SC June 28, 2017
PDMver.1→ PDMver.2
Set up the objectively verifiable indicators for overall goal and Output 4 Revise the validation process of developed documents in the Project
Activities to comply with the regulations of the water sector(WASAC→TWG→SWG)
Add the activity related to O&M for the point water source in the PDM Clarify the unclear points in PDMver.1
The 5th SC March 19, 2018
PDMver.2→ PDMver.3
Clarify the unclear points in the important assumptions for the Projectpurpose.
Set up the quantitative target in the objectively verifiable indicators 4-2 and4-3
The 6th SC March 15, 2019
PDMver.3→ PDMver.4
Have added following inputs by Japanese side from the 3rd phase- GIS expert
GIS equipment
In addition, the reasons for these changes in the major revisions are described in the following pages.
81
Ove
rall
Goa
l
PDM
Ver
sion
1
PDM
Rev
ised
for V
ersi
on 2
R
easo
n fo
r Cha
nge
Ove
rall
Goa
l Su
stai
nabl
e fr
amew
ork
for
the
oper
atio
n an
d m
aint
enan
ce o
f ru
ral
wat
er s
uppl
y sy
stem
s in
R
wan
da
have
be
com
e co
mm
on a
nd o
pera
tiona
l co
nditi
ons
of
rura
l wat
er su
pply
syst
ems i
n al
l Dis
trict
s of
the
East
ern
Prov
ince
are
impr
oved
.
Sust
aina
ble
fram
ewor
k fo
r th
e op
erat
ion
and
mai
nten
ance
of
rura
l w
ater
sup
ply
syst
ems i
s im
plem
ente
d in
Rw
anda
.
Th
e cu
rren
t pl
an s
et t
wo
goal
s: (
1) “
Sust
aina
ble
fram
ewor
k fo
r th
e op
erat
ion
and
mai
nten
ance
of r
ural
wat
er s
uppl
y sy
stem
s in
Rw
anda
hav
e be
com
e co
mm
on”
and
(2)
“Ope
ratio
nal
cond
ition
s of
rur
al w
ater
sup
ply
syst
ems
in a
ll D
istri
cts
of t
he E
aste
rnPr
ovin
ce a
re im
prov
ed”.
How
ever
, the
targ
ets f
or th
ese
goal
s wer
e, fo
r the
firs
t par
t, al
lof
Rw
anda
, and
for t
he se
cond
onl
y Ea
ster
n Pr
ovin
ce; s
ince
the
targ
et a
rea
was
unc
lear
to th
e R
wan
da si
de, t
he se
cond
par
t was
elim
inat
ed.
Fo
r a st
ate
to b
e sp
ecifi
ed a
s hav
ing
“bec
ome
com
mon
”, it
is n
eces
sary
to in
terp
ret w
hat
stat
e is
“co
mm
on”.
The
refo
re, t
he e
xpre
ssio
n “b
ecom
e co
mm
on”
was
sim
ply
chan
ged
to “
impl
emen
ted”
.O
bjec
tivel
y V
erifi
able
Indi
cato
rs
＜O
vera
ll C
ompo
sitio
n of
indi
cato
rs＞
Cate
go
ryP
DM
ver.
1P
DM
ver.
2R
em
ark
Fu
ncti
on
ali
ty r
ate
(Ha
rd
+ S
oft
)
1.
Op
era
tio
nal
rate
of
rura
l w
ate
r su
pp
ly s
yst
em
sin
all
Dis
tric
ts o
f th
e E
ast
ern
Pro
vin
ce i
mpro
ve
fro
m X
X%
to
XX
%D
ele
teH
ard
co
mp
on
en
t h
as
asi
gin
ific
an
t in
flu
en
ce
Access
ra
te(H
ard
+ S
oft
)
2.
Access
to
safe
wate
r in
all
Dis
tric
ts o
f th
eE
ast
ern
Pro
vin
ce i
mp
rove f
rom
XX
% t
o X
X%
(in
dic
ato
rs 1
an
d 2
wil
l b
e d
efi
ned
up
on
th
ere
sult
s of
the b
ase
lin
e s
urv
ey d
uri
ng t
he c
ou
rse o
fth
e P
roje
ct
Imp
lem
en
tati
on
)
Dele
teH
ard
co
mp
on
en
t h
as
asi
gin
ific
an
t in
flu
en
ce
Ma
na
gem
en
t(S
oft
)
3.
Sta
nd
ard
ized
rep
ort
is
sub
mit
ted
regu
larl
y i
nall
Dis
tric
ts o
f th
e E
ast
ern
Pro
vin
ce (
Rep
ort
sre
fer
to t
ho
se s
ub
mit
ted
fro
m t
he W
SP
s to
th
eD
istr
icts
an
d f
rom
th
e D
istr
icts
to W
AS
AC
)
1.
Sta
nd
ard
ized
rep
ort
is
sub
mit
ted
regu
larl
yfr
om
WS
Ps
to t
heir
rep
ort
ing l
ine i
n a
ll D
istr
icts
of
Rw
an
da
Ma
na
gem
en
t(S
oft
)
2.
10
0%
of
the r
ura
l w
ate
r su
pp
ly s
yst
em
s are
man
aged
by l
icen
sed
WS
Ps
by u
sin
g m
od
el
dele
gate
d c
on
tract
in a
ll D
istr
icts
of
Rw
an
da.
82
PDM
Ver
sion
1
PDM
Rev
ised
for V
ersi
on 2
R
easo
n fo
r Cha
nge
OG
I-1
Ope
ratio
nal
rate
of
rura
l w
ater
sup
ply
syst
ems
in a
ll D
istri
cts
of t
he E
aste
rn
Prov
ince
impr
ove
from
XX
% to
XX
%
Del
ete
In
ord
er t
o im
prov
e th
e op
erat
ion
rate
of
wat
er s
uppl
y fa
cilit
ies,
it is
nec
essa
ry t
ore
nova
te th
e fa
cilit
ies
and
repl
ace
equi
pmen
t suc
h as
pip
es, v
alve
s, in
stru
men
ts, a
ndpu
mps
. In
othe
r wor
ds, a
s a
cond
ition
for i
mpr
ovin
g th
e op
erat
ing
rate
of w
ater
sup
ply
faci
litie
s, bo
th “
hard
” in
terv
entio
ns su
ch a
s the
se a
nd “
soft”
inte
rven
tions
are
requ
ired1 .
The
purp
ose
of th
is P
roje
ct is
to e
stab
lish
a su
stai
nabl
e O
&M
fram
ewor
k, a
nd m
ost o
fth
e act
iviti
es ar
e sof
t com
pone
nt (t
echn
ical
assi
stan
ce).
Ther
efor
e, se
tting
the
“ope
ratin
g ra
te”
as a
n in
dica
tor o
f the
ove
rall
goal
was
a re
lativ
ely
low
prio
rity.
For
thes
e re
ason
s,in
dica
tors
rel
ated
to w
ater
man
agem
ent t
hat s
eem
to h
ave
a di
rect
cau
sal r
elat
ions
hip
wer
e se
t.
OG
I-2
Acc
ess t
o sa
fe w
ater
in a
ll D
istri
cts o
f the
Ea
ster
n Pr
ovin
ce im
prov
e fr
om X
X%
to
XX
% (i
ndic
ator
s 1
and
2 w
ill b
e de
fined
up
on t
he r
esul
ts o
f th
e ba
selin
e su
rvey
du
ring
the
cour
se
of
the
Proj
ect
Impl
emen
tatio
n)
Del
ete
D
elet
ed fo
r the
sam
e re
ason
as a
bove
.
OG
I-3
Stan
dard
ized
re
port
is
subm
itted
re
gula
rly i
n al
l D
istri
cts
of t
he E
aste
rn
Prov
ince
(R
epor
ts
refe
r to
th
ose
subm
itted
from
the
WSP
s to
the
Dis
trict
s an
d fr
om th
e D
istri
cts t
o W
ASA
C)
Stan
dard
ized
re
port
is
subm
itted
re
gula
rly f
rom
WSP
s to
the
ir re
porti
ng
line
in a
ll D
istri
cts o
f Rw
anda
Th
is in
dica
tor
is s
et a
s a
key
indi
cato
r in
“R
ural
Wat
er S
uppl
y Fu
nctio
nalit
y” in
the
Nat
iona
l Wat
er P
olic
y an
d Im
plem
enta
tion
Stra
tegy
rev
ised
in D
ecem
ber
2016
. Thi
spr
ovis
ion
is th
e go
al th
at sh
ould
be
aim
ed a
t in
“rep
ortin
g” w
ithin
the
O&
M fr
amew
ork
in th
is P
roje
ct.
R
egul
ar s
ubm
issi
on o
f sta
ndar
d re
ports
by
POs
is a
n im
porta
nt fa
ctor
in im
plem
entin
gth
e O
&M
fram
ewor
k, so
it is
hig
hly
rele
vant
as a
n ov
eral
l goa
l ind
icat
or.
OG
I-4
100%
of
the
rura
l w
ater
sup
ply
syst
ems
are
man
aged
by
licen
sed
WSP
s by
usi
ng
mod
el d
eleg
ated
con
tract
in a
ll D
istri
cts
of R
wan
da.
Th
is in
dica
tor
is s
et a
s a
key
indi
cato
r in
“R
ural
Wat
er S
uppl
y Fu
nctio
nalit
y” in
the
Nat
iona
l Wat
er P
olic
y an
d Im
plem
enta
tion
Stra
tegy
rev
ised
in D
ecem
ber
2016
. Thi
spr
ovis
ion
is th
e go
al th
at s
houl
d be
aim
ed a
t in
a “d
eleg
ated
con
tract
” w
ithin
the
O&
Mfr
amew
ork
in th
is P
roje
ct.
A
situ
atio
n in
whi
ch a
ll ru
ral w
ater
supp
ly sy
stem
s are
man
aged
by
a lic
ense
d PO
, bas
edon
a m
odel
con
tract
, is
an
impo
rtant
ele
men
t in
pra
ctic
ing
the
O&
M f
ram
ewor
k.Th
eref
ore,
this
indi
cato
r is h
ighl
y re
leva
nt a
s an
indi
cato
r for
the
over
all g
oal.
1 H
ard
inte
rven
tions
, suc
h as
equ
ipm
ent a
ssis
tanc
e, d
irect
ly in
crea
se o
pera
ting
rate
s, bu
t sof
t int
erve
ntio
ns s
uch
as te
chni
cal a
ssis
tanc
e ar
e m
ore
likel
y to
con
tribu
te to
mai
ntai
ning
op
erat
ing
rate
s.
83
Proj
ect P
urpo
se
PDM
Ver
sion
1
PDM
Rev
ised
for V
ersi
on 2
R
emar
ks
Obj
ectiv
ely
verif
iabl
e in
dica
tors
＜O
vera
ll co
mpo
sitio
n of
indi
cato
rs＞
PP-1
In
stitu
tiona
l fra
mew
ork
for t
he o
pera
tion
and
mai
nten
ance
of
rura
l w
ater
sup
ply
syst
ems i
s aut
horiz
ed b
y W
ASA
C;
Inst
itutio
nal f
ram
ewor
k fo
r the
ope
ratio
n an
d m
aint
enan
ce o
f ru
ral
wat
er s
uppl
y sy
stem
s is a
ppro
ved
by S
WG
;
Fo
llow
ed a
ppro
val p
roce
ss fo
r wat
er se
ctor
doc
umen
t dev
elop
men
t.
PDM
ver.1
PDM
ver.2
1.In
stitu
tiona
l fra
mew
ork
for t
he o
pera
tion
and
mai
nten
ance
of r
ural
wat
er su
pply
syst
ems i
s aut
horiz
ed b
y W
ASA
C;
1.In
stitu
tiona
l fra
mew
ork
for t
he o
pera
tion
and
mai
nten
ance
of r
ural
wat
er su
pply
syst
ems i
s app
rove
d by
SW
G;
2.N
atio
nal g
uide
lines
and
man
uals
dev
elop
ed in
Out
put 2
are
aut
horiz
edby
WA
SAC
;2.
Nat
iona
l gui
delin
es a
nd m
anua
ls d
evel
oped
1 in
Out
put 2
are
app
rove
dby
SW
G;
Foot
not
e: T
his i
nclu
des “
Nat
iona
l Gui
delin
es fo
r Sus
tain
able
Rur
al W
ater
Supp
ly S
ervi
ces”
and
“Te
chni
cal S
uppo
rt M
anua
l for
the
Rur
al W
ater
Supp
ly P
roje
ct”.
3.W
ASA
C R
WS’
s tra
inin
g pr
ogra
mm
es a
nd te
chni
cal s
uppo
rt m
anua
lsfo
r the
Dis
trict
s are
aut
horiz
ed b
y W
ASA
C;
Del
ete
・O
ne fa
ctor
rega
rdin
g th
e W
ASA
C R
WS’
s tra
inin
g pr
ogra
mm
es is
mov
edto
indi
cato
rs fo
r Out
put 3
・O
ther
fact
or re
gard
ing
the
TSM
is m
oved
to in
dica
tors
for P
P-2
4.W
ASA
C R
WS’
s ann
ual a
ctio
n pl
an (i
nclu
ding
cap
acity
dev
elop
men
tpl
an) i
s im
plem
ente
d.N
o ch
ange
84
PDM
Ver
sion
1
PDM
Rev
ised
for V
ersi
on 2
R
emar
ks
PP-2
N
atio
nal
guid
elin
es
and
man
uals
de
velo
ped
in O
utpu
t 2 a
re a
utho
rized
by
WA
SAC
;
Nat
iona
l gu
idel
ines
an
d m
anua
ls
deve
lope
d 1
in O
utpu
t 2
are
appr
oved
by
SW
G;
Foot
no
te:
This
in
clud
es
“Nat
iona
l G
uide
lines
for
Sus
tain
able
Rur
al W
ater
Su
pply
Ser
vice
s” a
nd “
Tech
nica
l Sup
port
Man
ual
for
the
Rur
al
Wat
er
Supp
ly
Proj
ect”
.
Fo
llow
ed a
ppro
val p
roce
ss fo
r wat
er se
ctor
doc
umen
t dev
elop
men
t.
In o
rder
to g
ain
the
unde
rsta
ndin
g of
all
stak
ehol
ders
in th
e w
ater
sect
or, t
he ti
tle o
f the
deve
lopm
ent d
ocum
ent o
f the
Pro
ject
was
cle
arly
indi
cate
d in
the
foot
note
.
PP-3
W
ASA
C R
WS’
s tra
inin
g pr
ogra
mm
es
and
tech
nica
l su
ppor
t m
anua
ls f
or t
he
Dis
trict
s are
aut
horiz
ed b
y W
ASA
C;
Del
ete
R
egar
ding
the
“WA
SAC
RW
SS tr
aini
ng p
rogr
amm
e” d
efin
ed in
the
first
par
t of
this
indi
cato
r, it
is a
ppro
pria
te to
set
it a
s an
indi
cato
r for
Out
put 3
. It h
as m
oved
to O
utpu
t3.
Th
e “t
echn
ical
sup
port
man
uals
for t
he D
istri
cts”
def
ined
in th
e la
tter p
art o
f thi
s ind
exw
ere
deve
lope
d as
nat
iona
l-lev
el d
ocum
ents
, so
they
wer
e in
clud
ed in
Indi
cato
r 2 (P
P-2)
.
Bas
ed o
n th
e ab
ove
mea
sure
s, th
is in
dica
tor h
as b
een
dele
ted
from
the
Proj
ect p
urpo
sein
dica
tor.
Mea
ns o
f Ver
ifica
tion
Aut
horiz
atio
n of
W
ASA
C
on,
i) in
stitu
tiona
l fr
amew
ork,
ii)
na
tiona
l gu
idel
ines
and
man
uals
, and
iii)
train
ing
prog
ram
mes
an
d te
chni
cal
supp
ort
man
uals
.
Aut
horiz
atio
n of
SW
G o
n, i)
inst
itutio
nal
fram
ewor
k, i
i) na
tiona
l gu
idel
ines
and
m
anua
ls,
and
iii)
tech
nica
l su
ppor
t m
anua
ls.
M
odifi
ed f
rom
"W
ASA
C"
to "
SWG
" to
fol
low
app
rova
l pro
cess
of
the
deve
lopm
ent
docu
men
t.
Sinc
e th
e in
dica
tors
rela
ted
to th
e W
ASA
C R
WSS
trai
ning
pro
gram
me
wer
e m
oved
toO
utpu
t 3, t
he re
leva
nt m
eans
of v
erifi
catio
n ha
ve a
lso
been
del
eted
.
Impo
rtan
t Ass
umpt
ions
1.
The
prop
osed
fr
amew
ork
isim
plem
ente
d in
all
Dis
trict
s of
the
East
ern
Prov
ince
by
WA
SAC
.2.
Polit
ical
situ
atio
n re
mai
n st
able
.
1.D
elet
e
2.N
o ch
ange
3.A
dequ
ate
finan
cial
reso
urce
s fo
r the
oper
atio
n an
d m
aint
enan
ce o
f ru
ral
wat
er su
pply
syst
ems a
re a
lloca
ted
toD
istri
cts a
nd W
ASA
C R
WSS
4.Th
e po
licie
s on
rur
al w
ater
sup
ply
man
agem
ent
serv
ices
ar
e no
tsi
gnifi
cant
ly c
hang
ed
Th
e fir
st im
porta
nt a
ssum
ptio
n of
PD
Mve
r.1 w
as d
elet
ed b
ecau
se it
is th
e ov
eral
l goa
lof
PD
Mve
r.2.
Th
is c
ondi
tion
was
add
ed b
ecau
se it
wou
ld b
e di
ffic
ult t
o ac
hiev
e th
e ov
eral
l goa
l unl
ess
appr
opria
te fi
nanc
ial r
esou
rces
rela
ted
to th
e ru
ral w
ater
sup
ply
syst
em w
ere
allo
cate
dto
the
dist
ricts
and
WA
SAC
.
This
con
ditio
n w
as a
dded
bec
ause
it w
ould
be
diff
icul
t to
achi
eve
the
over
all g
oal i
ft h
ere
wer
e m
ajor
cha
nges
in
the
curr
ent
orga
niza
tiona
l st
ruct
ure
such
as
WA
SAC
,di
stric
ts, e
tc.,
and
polic
ies t
hat r
ecom
men
ded
PPP
cont
ract
s.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 2. Results of the Project
85
Plan of Operation (PO)
POver.4, the latest version (as of end of March 2019), is attached in Annex 11. The major changes made in
each revision are as follows.
Table 2-67：Major Changes of PO
Date of revision Version Major Changes The 2nd SC March 18, 2016
POver.1→ POver.2
Revise the equipment items based on the discussions between the C/P and Japanese Experts
Add the schedule of the C/P training in Japan Revise the schedule of Activity 2-2, 2-3, 3-3, 3-4, 4-4, 4-6 and 4-7
The 5th SC March 19, 2018
POver.2→ POver.3
Reflect the change of the activities in PDMver.2 Add the equipment items based on the PDMver.3
The 6th SC March 15, 2019
POver.3→ POver.4
Have added following inputs by Japanese side from the 3rd phase- GIS expert- GIS equipment
The Project phases for PO were divided into 3 to 4 phases Revise the schedule of the Activity 1-5, 2-7, 3-4, 4-4, 4-6 and 4-7.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 3. Results of Joint Review
86
3 Results of Joint Review
Results of Review based on DAC Evaluation Criteria
In the Project, the Japanese Review Team and Rwandan Review Team carried out intensive study and analysis of the activities and achievements of the Project for the mid-term review in June 2016 and terminal
evaluation in May 2019.
Evaluation Criteria
The evaluation of the Project was carried out using the DAC evaluation criteria. The definitions of the five
evaluation criteria for the Project are as follows.
Table 3-1：DAC Evaluation Criteria
Criteria Definitions Relevance A criterion for considering the validity and necessity of the Project regarding whether the
expected effects of the Project (or Project purpose and overall goal) meet with the needs of target beneficiaries; whether the contents of the Project is consistent with Rwandan policies and with Japanese Official Development Assistance (ODA) policies; and whether Project strategies and approaches are relevant.
Effectiveness A criterion for considering whether the implementation of the Project has benefited (or will benefit) the intended beneficiaries or the target group.
Efficiency A criterion for considering how economic resource/inputs are converted to results, including the relationship between the Project cost and effects
Impact A criterion for considering the effects of the Project with an eye on the longer term effects, including those that are direct or indirect, positive or negative, and intended or unintended.
Sustainability A criterion for considering whether produced effects continue after the termination of the assistance.
Source：Mid-term Review Report, July 2017 (JICA)
Summary of Results of the Mid-Term Review (MTR)
Results of the Review
The results of the review, adopting the five evaluation criteria detailed above, is shown in table below.
Table 3-2：Summary of the Review Results
Five Evaluation Criteria
Results of Review
Relevance Relevance is high. The need to improve access to water are high in the target (model) Districts. In the model Districts, O&M of water supply systems is not appropriately conducted. The rural water supply coverage (rate of rural households within 500m of an improved water source) in the fiscal year 2015-16 is 79% (National Water Supply Policy Implementation Strategy, December 2016). The Project is consistent with the Rwandan water supply policy. In the National Water Supply Policy in Rwanda, one Policy objective out of five is to strengthen water sector’s institutional and capacity-building framework. In VISION 2020, the long-term national development plan, it is described that 100% access should be achieved by 2020. The Project is also consistent with Japanese ODA policy toward Rwanda. In the Japanese rolling plan for Rwanda, the overall policy is to promote sustainable growth (evolvement toward middle income country). Under this policy, four objectives are listed; development of economic infrastructure, development of agriculture, improvement of social services, and human resources development to support growth. Improvement of safe water is included in the
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 3. Results of Joint Review
87
Five Evaluation Criteria
Results of Review
objective of social services improvement. The Project is appropriately designed, incorporating necessary components to improve O&M of rural water supply facilities, such as establishment of institutional framework and capacity development. The Project was targeted for improvement of piped water supply systems only, but based on the results of the baseline survey in February 2016, activities for point water sources and support to WUC were included in the Project activities.
Effectiveness Effectiveness is high in general. The Project Purpose is likely to be achieved if the Project is smoothly implemented during the remaining Project period. The documents on institutional framework developed by the Project are planned to be approved at SWG chaired by the Ministry of Infrastructure (MININFRA). As to activities on point water sources that are additionally included, it is necessary to clarify several issues. There is an existing framework for O&M of point water sources; however, the role of Districts, POs and WUC are not defined clearly enough, for example. Therefore, establishing a framework for O&M of point water sources may take considerable time, affecting the whole process to achieve the Project Purpose. The logic from Output to the Project Purpose is appropriate. Necessary Outputs are designed to achieve the Project Purpose. Important assumptions do not have any serious influence on achieving the Project purpose, i.e., turnover of personnel of WASAC RWSS and the model Districts. Turnover of personnel took place at WASAC as well as at District level, but not frequently.
Efficiency Efficiency is relatively high. Outputs are being produced as expected at the time of the Mid-term review. In addition to Outputs presented in indicators in PDM, several outputs are produced. First, the results of the baseline survey are utilized at WASAC for their daily works. Next, mapping and inventory data on water supply systems are developed. In addition, through experiences of these activities WASAC learnt various methods of surveys and analysis. The logic from Input to Output is appropriate in general. Sufficient inputs are planned to conduct activities, and activities necessary to produce Outputs are designed. Planned activities are being implemented almost as planned. There is a slight delay in conducting training for Districts and POs but the training already conducted is highly appreciated by the participants, according to the interview. It took a longer time than planned to complete the baseline survey; however, the results of the baseline survey are fully utilized. As to the additional activities for point water sources, the details are still under discussion. All the planned activities are expected to be completed by the end of the Project period. Inputs are adequately implemented so far in general. Japanese Experts with appropriate expertise are dispatched based on Plan of Operation (PO). Equipment was supplied based on the discussion and agreement between Unit heads and Japanese Experts. In the first year of the Project, two vehicles were provided to WASAC and utilized for O&M and supervision. In the second year, equipment for O&M of piped water supply systems and point water sources was provided. It is planned that the supplied equipment will be handed over to the model Districts and the Districts lend the equipment to POs. The procedure to handover the equipment to the District is still under process at the time of the Mid-term review and it is currently placed under administration of WASAC. Training in Japan was conducted for three Unit heads and two officers at WASAC RWSS in 2016. According to the interview, the participants learned technique and method such as O&M of piped water supply systems and point water sources, water quality control, data analysis, and project management. Rwandan side allocated personnel engaged in the Project appropriately in general. It has been taking more time to allocate WATSAN officer at Districts. At the time of the Mid-term review, three model Districts out of four have assigned their WATSAN officers. All the inputs implemented so far have been utilized except for a part of O&M equipment above mentioned.
Impact It is likely that the institutional framework for the O&M of water supply systems will be implemented in Rwanda if the institutional framework proposed by the Project is adopted. Among Districts other than model Districts, for instance, in Gatzimos, the contract with the PO was concluded in May 2017. This means that the institutional framework developed by WASAC and the Project is being gradually adopted. At WASAC RWSS, at least one officer is allocated to each Province at every unit. The person in charge in each Province at each unit will be able to expand the results of the Project to other Districts and Provinces.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 3. Results of Joint Review
88
Five Evaluation Criteria
Results of Review
As to the logic from the Project Purpose to the Overall Goal, it may be necessary to review its logic, including the Indicators. In the current PDM, it is described that operational conditions of rural water supply systems are improved in all Districts of Eastern Province. If the framework is implemented nationwide, however, the achievements of effects on operational conditions of rural water supply systems are not necessarily limited only to Eastern Province. Thus, it will be necessary to revise the Overall Goal, together with indicators. Several unexpected positive impacts are also observed. Through the baseline survey conducted by the Project, the importance of point water sources was recognized among those involved in rural water supply. Furthermore, the results of the Project are utilized in District-wide approach, which is implemented to strengthen planning at district level in five Districts on a pilot basis. In the District-wide approach, the capacity assessment method used in the Project is utilized as well as the Technical Support Manual developed by the Project is planned to be done.
Sustainability Sustainability is expected to some extent at the time of the Mid-term review. Sustainability in policy aspect is high. The Rwandan National Water Supply, released in December 2016, describes the target of full access of safe water as strengthening institutional framework. Also, VISION 2020 presents the target of full access of safe water. The strategic papers after 2020 are now under preparation. It is likely that the policy to improve and further strengthen water supply will continue, according to the preliminary information currently available with regard to VISION 2050 and the Economic Development and Poverty Reduction Strategy (EDPRS 3), as well as the interviews during the Mid-term review. If the institutional framework promoted by the Project is officially adopted, it is expected that the framework be common. Organizational sustainability is relatively high. The organizational capacity of WASAC RWSS in planning and implementation is improving through project activities. The capacity of WASAC RWSS to support Districts and to conduct training is also being strengthened. Recently Deputy Chief Executive Officer (D-CEO) in charge of rural water supply is appointed to WASAC and 27 engineers in charge of supporting District are planned to be newly recruited. This will further strengthen the organizational capacity of WASAC RWSS. The organizational capacity of Districts and POs is also improving, with staff trained by the Project. A large-scale organizational reform is not expected at WASAC at the time of the Mid-term review, according to the interview. Financial sustainability is medium. It is considered that WASAC has sufficient financial resources for current expenditures. With the government policy to achieve 100% of access to safe water, it is expected that budget necessary for investment and rehabilitation of piped water supply systems and point water sources be secured by Districts through the government to some extent. The Resource Mobilization (RM) Unit at WASAC RWSS has a mandate to mobilize stakeholders to acquire resources necessary for the implementation of rural water supply systems and point water sources, and also to support the fund mobilization for the Districts. Therefore, it is expected that RM Unit be actively involved in obtaining budgets including those from development partners. It seems that Districts are not allocated sufficient budget to operate and maintain water supply systems and point water sources. When the planned special water account, which is earmarked for water supply facilities, becomes available, it is expected that the budget for O&M of water supply systems and point water sources will be managed more appropriately. Technical sustainability is high to some extent. The capacity and commitment of those involved in the Project have been improving. Those who participated in the training utilize the skills acquired during the training, for example, skills for O&M of hand pump and water quality control. However, continuous training is still required. The system of capacity development is being gradually established through the project activities. A training programme to strengthen staff at WASAC RWSS has been developed and TOT was conducted for WASAC RWSS staff to be trainers for Districts and POs. The training modules are developed by the Project and they are likely to be utilized among those involved in O&M of water supply facilities continuously. Through these activities, it is expected that the technical sustainability will be enhanced. On the other hand, it is recommended to conduct comprehensive capacity assessment for identifying improvement of organizational capacity before the end of the Project. Factors Promoting Better Sustainability and Impact The commitment of the Project stakeholders is high because the Project is consistent with the
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Five Evaluation Criteria
Results of Review
national target, that is, full access to safe water. Factors Concerning to Implementation Process Relevant stakeholders are actively involved in the process of formulating the National Guidelines and manuals. Factors Concerning to Implementation Process The capacity of Districts is not sufficient yet in terms of human resources and budget. Currently a WATSAN officer is not allocated in one of four model Districts. Districts do not have enough budget necessary for O&M of water supply systems. The C/Ps are busy with their regular duties at WASAC RWSS and sometimes they are not fully engaged in the Project in spite of their high commitment.
Source: Mid-term Review Report, July 2017
Recommendation by the Joint Mid-term Review Team
Recommendations by the Joint Mid-term Review Team is as shown below.
(1) To include the activities for point water sources into the PDM
(2) To promote practical operation of draft framework for O&M of piped water supply systems in the field (3) To support district to allocate budget
(4) To revise the PDM
(5) To continue capacity development and conduct capacity assessment
(6) To cooperate with JICA’s grand aid project ‘Project for Rural Water Supply (Phase 3)’
(7) To implement continuous collaboration in the Project activities
Terminal Monitoring Evaluation
The terminal monitoring evaluation team analysed and evaluated the achievement status of the PDM
indicators, and made the following recommendations. The contents of the recommendations are summarized
in clause 4.3.
(1) Elaboration of the O&M Framework through the Applicability Field Test
(2) Optimizing Budget Management
(3) Update and Practical Use of the Developed GIS Mapping (4) Enhancement of the Capacity of the Personnel for the District Framework
(5) Strengthening Technical Support to WATSAN Officers by DSEs
(6) Effective use of the Project Equipment
(7) O&M training for Boreholes with Hand Pumps
(8) Continuous Renewal of the Institutional Framework
Self- Assessment by the Project
The following table shows the results of self- assessment conducted by the JICA Experts based on DAC
Evaluation Criteria.
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Table 3-3：Evaluation Results by the Project
Evaluation Items
Evaluation Results
Relevance From these points of view, the relevance of the Project was rated as “high”: Improving the operation and maintenance system of rural water supply facilities and
improving access to safe water is consistent with the needs of the population and the policies on the Rwandan side, as well as the policies on the Japanese side.
This project can contribute to improved access to safe water. Effectiveness The effectiveness of the Project was rated as “fairly high”:
The Project purpose, “Sustainable framework for the operation and maintenance of rural water supply systems in Rwanda is established”, has been achieved as described in Chapter 2.2.3.
Due to the high ownership and commitment on the Rwandan side, the operation and maintenance framework of the water supply system has been elaborated and has made significant progress compared to before the start of the Project (2015). Examples include the introduction of the PO licensing system, the clustering of facilities to be managed, a national uniform rate for water charges and royalties, the development of a model contract and the development of a training module.
Each one of these achievements contributed to the overall success of the Project in a clear and visible way.
Through this Project, the collaboration between the involved parties was also improved as expected.
Efficiency The efficiency of the Project was rated as “medium”: The quality, quantity and timing of inputs from both the Japanese and Rwandan sides were
generally appropriate. Training in Japan was conducted twice and a total of 10 C/Ps participated. All participants
maintained high motivation and were able to fully learn about Japanese policies and technology.
For the documents developed in the Project, it was necessary to discuss with and obtain approval of the Water and Sanitation SWG and TWG (established for decision-making purposes by stakeholders in the water and sanitation sector). It was difficult to schedule meetings with the relevant parties and it took more than a year to get 11 documents approved.
Part of the donated equipment has not been fully utilized due to mismatches with site needs. Impact The impact of the Project was rated as “fairly high”:
Project is expected to achieve overall goal. Indicator 1: The standard format of the monthly report has already been distributed to private operators nationwide and the submission rate has reached 50-60%. WASAC regularly monitors the submission of monthly reports by POs and, in collaboration with the district’s WATSAN officer and WASAC’s DWSSE, is taking measures to improve the feedback on POs for a more effective use of the monthly report data. Therefore, if this activity stays on track, the monthly report submission rate from POs is expected to rise further and the data will be used more effectively. Indicator 2: The private business license system is enforced by RURA and the current rural water supply service in the 27 Districts is operated via a delegated contract with licensed private operators. Since a “Model Delegated Contract” was approved at the SWG held in May 2019, we expect that as the implementation of this contract is further promoted, the second indicator can also be achieved.
Ripple effects of the Project With the implementation of the Project, the number of staff at WASAC RWSS has increased from the original six. A new post was created in 2017 for overseeing the rural water supply: the Deputy Chief Executive Officer (D-CEO). Also, since June 2018, the District Water Sanitation Support Engineers (DWSSE), who are in charge of technical support for the district, have been deployed in all 27 Districts. The total number of employees is now 38, about six times higher compared to the beginning of the Project. WASAC RWSS has grown steadily as an organization that supports the rural water supply sub-sector in Rwanda.
At the end of the Project, there was no confirmed negative impact. Sustainability The overall sustainability of the Project was rated as “fairly high”:
On the policy aspect: high
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Evaluation Items
Evaluation Results
Improvements in facility operating rate and water supply services are also stated in the “National Water Policy” revised in December 2016 and the “Water and Sanitation Sector Strategic Plan (2018-2024)” revised in November 2017. Policy sustainability is high.
On the organizational aspect: fairly high The organizational structure that supports Districts and POs is still functioning under current
conditions. If this status is maintained, the implementation capacity of the Districts and POs will certainly improve.
The Districts lack manpower, budget and equipment. Long-term support from the central government is still necessary for the Districts to become independent. From June 2018, the WASAC RWSS has deployed engineers to further strengthen the technical support system for each district.
Among private operators, SMEs are being removed from the fray and large POs are expanding their contracts. If major companies continue to advance into other areas, the rural water supply service is expected to improve. Due to the large-scale operations, further improvement is predicted for the management structure as well.
On the financial aspect: medium There is still a big gap between the actual needs and the budget allocation from the
government for investment and maintenance (facility rehabilitation and installation or replacement of water meters, chlorinators, pumps etc.). However, there is significant donor cooperation in the Rwandan water sector, through the SWG, so for the time being budget support from donors is expected.
The water tariffs set by RURA take into account the recovery budget up to level 2, including the daily maintenance and management costs for private operators and the equipment replacement cost incurred by the Districts.
Dedicated accounts for water supply and sanitation services were opened in each district, payments from POs were received and the financial resources for maintenance were clarified. However, the costs of renewal and improvement of facilities due to deterioration are increasing and it is only possible to cover the necessary budget using the revenue from water charges. As such, it is necessary to find alternative funding methods.
Key Factors Affecting Implementation and Outcomes
Factors That Have Increased the Project’s Efficiency
（1） Achieving High Organizational Commitment Through a Performance Contract System
Since 2006, Rwanda has been striving to improve the efficiency and effectiveness of public services by
setting annual performance contracts (Imihigo) for all central and local public institutions. These performance
contracts are evaluated by the government at the end of the fiscal year and the results are made publicly
available. Therefore, each institution has an incentive to actively work toward achieving the target.
At WASAC, this Project’s C/P, an annual action plan is formulated every year based on the national policy of the water and sanitation sector and all activities (including Project activities) are incorporated into the
action plan. The action plan is checked on a regular basis (monthly and quarterly) and if there is a gap between
the planned and the actual results, the action plan is revised appropriately. As such, for WASAC, using the
PDCA cycle has become common practice and this, in turn, has become a major factor that facilitates the
Project implementation process. Specific advantages are described in the table below:
Table 3-4：Advantages of the Performance Contract System
Item Content Implementation of PDCA cycle-based activities
During the technical cooperation project, the activities were carried out on a PDCA cycle basis. This mechanism is already functioning for the daily work of the C/P
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Item Content and, in retrospective, implementing corrective measures has worked out very smoothly.
Strong commitment to achieving goals and concentration of C/P resources
Project activities included in the annual action plan of the C/P continued even in the absence of JICA Experts in Rwanda, under the leadership of the C/Ps themselves.
（2） A Deeper Understanding of the Importance of Soft Assistance
In Rwanda’s water and sanitation sector, at the beginning of the Project (2015), for the sake of achieving
“access to safe water for all citizens of Rwanda” as stated in VISION 2020, the highest priority was given to
the hard component, such as construction, repair and expansion of water supply facilities to meet the
increasing water demand. However, “Ensure sustainable functionality of rural water supply infrastructure by
strengthening operation and maintenance (O & M) management arrangements” is listed as a priority goal of
the National Water Policy revised in 2016 and, as a result, the management of rural water supply was also improved. As a result, the stakeholders in the water and sanitation sector now recognize the importance of
soft improvement, such as improving water supply services, developing human resources and creating
guidelines and standard documentation.
In the soft fields, unlike the hard fields, it is sometimes difficult to intuitively and visually grasp the conditions
necessary to achieve results and, as such, it lacks a sense of necessity and urgency as compared to the hard
fields. However, as this issue was reflected in the new direction of the national policy, the interest and expectations for this Project increased and the mutual cooperation with the C/P and other involved parties
deepened.
（3） Securing Financial Resources Through Resource Mobilization
At the beginning of the Project, in April 2015, WASAC RWSS started only with the O&M Support Division
(O&M Unit). Three new sections were subsequently established in October 2015: The Delegated Water
Contract Management Unit (DWM Unit), Community Mobilization Unit (CM Unit) and Resource Mobilization Unit (RM Unit), for a total of 4 divisions. Among these, the RM Unit is a specialized unit in
charge with obtaining resources for project implementation and it has the responsibility of preparing budget
proposals for priority actions in the water and sanitation sector, as well as encourage action on behalf of the
government and the development partners. Although the highest priority goal of this Project is to develop a
strengthened operation and maintenance framework throughout Rwanda, it is difficult to achieve it with the
government budget alone and, therefore, external funding sources must also be found. WASAC has the vision and know-how of procuring external funds through partnerships with external organizations. The corporation
has succeeded in securing external funds through the C/P’s independent actions. In this Project, for example,
funds were obtained from the African Development Bank for installing flow meters and chlorine disinfection
equipment in the existing water supply systems (300 locations).
（4） Collaborating with JOCV (Japan Overseas Cooperation Volunteers)
The scope of the Project activities covers a wide area from the capital Kigali to the four model Districts in Eastern Province. However, within the limited resources of the Project, it has been difficult to confirm the
latest status of the four model Districts in a timely and accurate manner. On the other hand, JOCV personnel
were assigned to all the target Districts of the Project, carrying out activities on the grassroots level such as
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repairing hand pump wells and raising hygiene awareness. In this Project, for the purpose of strengthening
relations with the Districts and improving work efficiency, point water source O&M management framework
reconstruction activities started from the second half of 2018, including JOCV short-term dispatches and Project staff as well as JOCV personnel in the four Districts. As a result of this activity, the opportunities for
communication with the district, private sector and community have dramatically increased. Moreover, the
motivation and task ownership levels of the Districts have also increased proportionally. This collaboration
turned out to be a win-win for both parties involved, as it complemented the weaknesses of both the Project,
which lacked communication with the actual locations, and the JOCV members who needed more rallying
power toward the district organizations.
（5） Stimulating the Entire Water Sector
Since this Project aims to establish a national-level maintenance system, the latest policies and strategies of
the water sector must be available in a timely manner and the results achieved by the Project must be widely
recognized by the stakeholders. In Rwanda’s water sector, the JICA Rwanda Office was co-chaired by the
Water and Sanitation Sector Working Group (SWG). As there were active measures taken to disseminate and
share the results of the Project, including information sharing on the water sector’s priority issues and the latest trends among stakeholders, mutual cooperation with the SWG was further promoted.
Factors That Have Decreased the Project’s Efficiency
（1） C/P Staff Transfer and Turnover
With the implementation of the Project, the number of staff members at WASAC RWSS has increased from
the original 6 (in April 2015) to 17 due to an organizational reform in October 2015. A new post was also
created in 2017 for overseeing the rural water supply: the Deputy Chief Executive Officer (D-CEO). Since June 2018, the District Water Sanitation Support Engineers (DWSSE), who are in charge of technical support
for the district, have been deployed by the D-CEO in all 27 Districts. The total number of employees reached
38 by the end of the Project (November 2019), 6 times higher compared to 2015. As a result, WASAC RWSS
has grown steadily as an organization that supports the rural water supply sub-sector in Rwanda.
However, during the transition, there were several transfers and overall high employee turnover, which
resulted in only 7 of the initial (2015) members remaining. In turn, the results of training and competency building conducted in Japan for C/P in 2016 and 2017 led to the improvement of C/P individual competence,
but the organization itself is still in the developing stage from this point of view. Although there are
unavoidable circumstances regarding changes of personnel, consideration should be given so that at least C/P
staff members with technological training are not transferred in the short term.
（2） Delays in the Documentation Approval Process
For national-level documentation such as National Guidelines and training modules, the approval process first goes through a Senior Management Meeting within WASAC, a TWG Consultation Meeting, and a
Senior Management Meeting within the Ministry of Infrastructure, after which it is submitted to SWG for
the validation. However, due to the large number of stakeholders involved, it was difficult to schedule
meetings. Moreover, JICA Experts were not permanently stationed in Rwanda, so if the meeting could not
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be set up during their assignment period, the process would be interrupted, which happened on several
occasions. As a result, many of the developed documents took more than one year to go from the draft version
to the final approval, which shows that there were serious issues with the efficiency of the process.
（3） The Cooperation between Authorities in the Water and Sanitation Sector
In Rwanda, the Ministry of Infrastructure is responsible for formulating policies and strategies for the water and sanitation sector. Based on the decentralization policy adopted in 2000, the district is responsible for
water supply services and facility management for populations, while RURA is in charge with setting up rate
and monitoring service levels as regulator. Therefore, when discussing the operation and maintenance
framework of water supply facilities, it becomes essential to bring together the Ministry of Infrastructure, the
district supervising authority (the Ministry of Local Government), RURA and WASAC.
In the water and sanitation sector, working groups (SWG, TWG) have been established for cooperation and programme coordination among stakeholders. The Ministry of Local Government and RURA are both
members of these groups, but there are quite a few people in charge with both organizations, which made it
difficult to engage in continuous consultations. For this reason, there was no choice but to rely on individual
discussions to achieve consensus.
Lessons Learnt
（1） Training Designed for Continuous Effectiveness
In June 2018, the WASAC RWSS hired MIS specialists and 21 DWSSEs (district water sanitation support
engineers) and, in August 2018, began to develop a rural water supply inventory and maps throughout the
country. In May 2019, they completed all the databases, including GIS maps of facilities. As for the main
factor of this success, as described in 3.2.1, there is no doubt that the staff was highly motivated by the
performance contracts signed with the WASAC / RWSS. In addition, it is clear that the management abilities of the MIS specialists, as well as the implementation abilities of the DWSSEs, were also essential in hastening
the process. The DWSSEs in particular achieved high performance in the short term after joining WASAC
and can be considered to have played a major part in this accomplishment.
They had the opportunities to utilize the GPS and GIS-related knowledge and skills acquired during
training, for immediate practical purposes
They were able to concentrate on this work and practice repeatedly between August 2018 and May 2019
Training to use software such as GIS is highly demanding for C/Ps, but the training time during the Project
was rather constrained and within the training period alone it was difficult to reach the necessary level to use
the knowledge in practice. However, this particular case was an opportunity for the C/Ps to train and acquire
knowledge, implement it immediately, then repeat the whole process again, which helped them develop the
necessary competencies within the short time limit. From this, it can be concluded that a training programme
focused on learning followed by immediate application can lead to a dramatic increase in effectiveness.
（2） Setting Target Figures and Evaluating the Accomplishment Rate
In this Project, based on the results of the baseline survey conducted in 2015, the PDM indicators that had
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been pending since the beginning of the second phase (2016) have been studied together with the C/P. In the
process, it was found that there was a gap in the way of setting goals between the Japanese side and the
Rwandan side. The Japanese side relied on forecasting, i.e. drafting future plans based on current resources. On the other hand, the Rwandan side relied on backcasting, i.e. considering an ideal future and then working
backwards to connect it to the current conditions. For this reason, the Rwandan side tended to set a high
target value of 90-100%, even when the baseline values were low. This characteristic is also visible in the
annual action plan (including the medium- to long-term plans) in the water sector, where many of the target
values set are ambitiously high.
The backcasting method has many advantages, as the parties involved are motivated to always think about the best way to achieve the goal and thereby have the potential to reach the goal in the shortest time. However,
there are also many cases where high targets are set without a common picture about how to achieve them –
the current situation is that there have not been enough discussions regarding the theoretical basis (potential
risks and resources) and the concrete paths toward achieving the set goals.
Projects are usually based on forecasting, as activities are carried out with the aim of maximizing the effect
of a defined amount of resources (time, budget and people). However, when assessing the PDM indicators implemented with the C/P, the target values were set by backcasting, taking into account the Rwandan way
of thinking and, consequently, some indicators were set to fairly high target figures.
Therefore, when evaluating the indicator accomplishment rate, it is important to focus on a comprehensive
evaluation that encompasses the entire implementation process, including input, activities and impact, rather
than just focusing on accomplishment versus failure.
（3） The Importance of Involving District Officials (District Executive Secretary) in the Process
In Rwanda’s rural water supply sub-sector, the district is responsible for facility management as the asset
owner. WATSAN officers from to the one-stop center are in charge of actual operations throughout the
district and their scope of work includes projects related to both pipe and point water supply facilities in the
project cycle such as planning, implementation, maintenance management, monitoring and evaluation.
However, rural water supply facilities are numerous and scattered over a wide area, so it is physically impossible to carry out all operations alone. Therefore, one of the keys to improving the overall performance
of the district was finding methods for assisting the WATSAN officer. The Project actively sought to involve
the district officers in this process as one of the methods. In particular, the district executive secretary was
invited to workshops and meetings to discuss the current status and issues of water supply facilities and to
achieve mutual understanding. As a result, WATSAN officers began participating more actively in project
activities and committing more to their tasks. This showed once again that, to promote this kind of district-level operations, it is essential to make efforts toward involving both the actual staff responsible with the
implementation and the executives in charge, as well as enhancing their mutual cooperation
（4） Improving Efficiency by Engaging Local Human Resources
To avoid the risk of stagnation due to the absence of JICA Experts, the Project has been actively employing
local staff. Concretely, specialists have transferred technology to the local staff and they have adopted an
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approach of working together with C/Ps, which contributed to increasing the output significantly. Moreover,
continued communication with the involved parties through the local staff also increased the sense of unity
between the Japanese side and the Rwandan side.
Four local staff members actually passed the WASAC mid-career recruitment test during the project and now
they work as full-time WASAC employees. The Project’s local staff has a great opportunity to learn skills, know-how and ideas from JICA Experts, which is most beneficial when it comes to developing specialized
competencies. In this case, as a secondary effect, WASAC was also on the receiving side of said benefits by
hiring the new specialists.
To sum up, there are many advantages to hiring local staff, such as increasing the output efficiency, working
as a catalyst for mutual cooperation and getting the opportunity to create more specialists through transfer of
technology.
（5） Setting PDM Indicators for the Overall Goal
The overall goal of the Project is to be evaluated 3 to 5 years after the end of the Project. Since the Project
team has already left the field, the C/P will have to monitor all indicators. In the case of this Project, because
the overall goal is targeted in the whole of Rwanda, there was a concern that if a unique indicator was set in
the Project, it would end up not being measured properly. Therefore, to increase the possibility of indicators
being measured not only by the C/P but also by the several stakeholders in the water sector, the indicators were set focusing on consistency with the key performance indicators set in the National Water Policy and
Strategy.
In this way, when the overall goal is nationwide, the executing agency has the motivation to monitor regularly
by adopting the key performance indicators set in the water sector. It will be possible to evaluate the
achievement of goals by itself.
（6） C/P Capacity Development Evaluation Methods
For this Project, capacity assessment was conducted before and after the training to measure the changes in
C/P capacity. It was conducted on a self-evaluation basis, before and after the Project, measuring the
capacities required for the rural water supply project cycle split into 4 steps, from planning to evaluation. The
result was that the overall C/P score was improved and most of the C/Ps felt that their individual abilities
increased throughout the Project. However, since this is a subjective self-evaluation, there are issues when it
comes to the level of what can be done and what cannot be done practically. As such, for future projects, it would be recommended to create an evaluation document which touches all the key abilities required for the
core tasks of the C/P and measure the results by that scale for a more objective evaluation.
（7） Selecting Equipment for Procurement
In the Project, water supply facility maintenance tools and leak detectors were procured and delivered to the
C/P and the four model Districts after undergoing training on how to use them. The purpose of the procured
equipment was for demonstrations during training, as well as for POs to use for on-site maintenance. To this extent, in collaboration with the C/P, a system was implemented for lending out the equipment to the POs to
ensure sustainable use. However, there were two issues when it came to actually implementing the rental
system:
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Among the maintenance tools, POs already own the simple and inexpensive ones that can be procured
locally, such as spanners and wrenches, so there are few requests for rental.
It is difficult to manage all the equipment provided since there is only on sole WATSAN officer. There are cases where the rental procedures take a long time and also cases where the borrowed tools are lost,
so the officer may be reluctant to lend out equipment.
Regarding the first one of these issues, as there was not enough time to check all the equipment already
owned by the POs and their needs, we had to proceed with the equipment procurement as it was.
The item type, quantity, use etc. are specified in the business instructions for the consultants’ selection and
the consultants are required to provide a list of equipment, including cost estimations. However, this content was requested by the other party before the Project, at the stage of detailed planning and investigation and
was included in the PDM when the R/D was concluded. It is difficult to make a decision on equipment
selection before the beginning of the Project, since the working conditions are yet unclear and so it is
inevitable that consultants participating in the proposal should follow the proposal written according to the
preliminary survey.
As a result, the Project will be started on the premise that this equipment will be provided after the conclusion of the Project implementation contract. Both the R/D and the PDM clearly specify that the equipment is
provided through an investment from the Japanese side, so the right of the recipient country to receive the
equipment provided is naturally recognized. For this reason, changing the selected equipment after the
beginning of the Project becomes difficult.
It is important to specify the necessary equipment in the documentation, for budgeting purposes. However,
as a proposal for future projects, a mechanism should be created for flexibly selecting and changing the item type, quantity etc. based on an action plan that must be, in turn, formulated by taking into account the needs
of the stakeholders, the management capabilities and so on. This will prevent such mismatches from
occurring.
（8） Utilization of Applicable ICT Technology for Sustainability
This Project aims to disseminate nationwide the O&M framework which has been established through field
tests in the four model Districts. However due to limitations on resources and the presence of various actors, it is necessary to satisfy low cost, simple and, as easy-to-understand, popular techniques as possible. The
Project is trying to apply highly versatile technology such as free cloud storage and open source software
(QGIS、QField、SW Maps, etc.) to develop the data management platform and Web-GIS maps for the water supply networks.
These technologies do not require installation costs and are easy to maintain. Therefore, it is possible to try
a small trial first in the Project and expand it if the effect of business improvement is high. This technology is also effective for similar projects in the future.
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4 For the Achievement of Overall Goals after the Project Completion
Prospects to Achieve Overall Goal
Overall Goal
Overall goals and indicators of the Project are as follows:
Table 4-1：Overall Goal
Overall Goal Sustainable framework for the operation and maintenance of rural water supply systems is implemented in Rwanda.
Objectively Verifiable Indicators 1
Standardized report is submitted regularly from POs to their reporting line in all Districts of Rwanda.
Objectively Verifiable Indicators 2
100% of the rural water supply systems are managed by licensed POs by using model delegated contract in all Districts of Rwanda.
Prospects to Achieve Overall Goal
The overall goal achievement period is 3-5 years from the end of the Project, which in this case means 2022-
2024. The two indicators that measure the overall goal completion have already reached a certain level, with the support of WASAC, the Ministry of Infrastructure, RURA, development partners and other authorities in
the water sector. In future, through recurrent PO monitoring and technical guidance, it is expected that the
overall goal will be achieved.
Objectively Verifiable Indicator 1
For the monthly reports submitted by POs, the introduction by RURA and WASAC of a unified monthly report format started nationwide in March 2017 and C/Ps have been supporting the creation of monthly
reports for POs. As a result, monthly report submissions using the new format are almost established in the
four model Districts of Eastern Province. In the other districts, the monthly report submission status improved
through orientation and meetings with POs conducted by C/Ps and the nationwide report submission rate rose
to about 84% in December 2017. However, it has decreased since and, from the beginning of 2019, the
submission rate has remained between 30-70%. To improve this rate, the same methods implemented in the four model Districts by WASAC must be implemented nationwide.
In addition, in future, it will also be necessary to improve the accuracy of the figures in the monthly report,
as well as to analyse the contents statistically. This will result in more efficient facility operation and water
charge collection for the POs and more reliable collection of royalties for the district, respectively.
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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Source：WASAC/RWSS/ DWM Unit
Source：WASAC/RWSS/ DWM Unit
Figure 4-1：Monthly report submission rate (2017～2019)
Objectively Verifiable Indicator 2
As of 2018, the rural water supply systems in 27 Districts in Rwanda are already managed and maintained
by licensed private companies, through delegated management contract in the PPP; however, the
implementation rate of the standard model contract for each district remains at a low 46% (17/35). In districts
where the standard contract has not been adopted, they often use simpler versions and there have been cases
reported where the responsibilities of the private operators are unclear, or the water supply service levels are
not specified. Therefore, WASAC must support each district in using the standard contract at the time of contract renewal.
Table 4-2：Status of Delegated Contracts for Rural Water Supply Systems Nationwide
Source：WASAC/RWSS/ DWM Unit
NameNo. of
contractedWSS
Ayateke Star Company 3 Yes 1/8/2016 31/7/2021 5 years
MKM 5 No 30/9/2016 29/09/2018 2 years
Kayonza Yes Bosco 18 1 1 Ayateke Star Company 18 No 11/8/2014 10/8/2019 5 years
Ngoma Yes Bosco 17 1 1 WATRESCO 14 Yes 11/10/2018 10/04/2021 3.5 yearsKirehe Yes Bosco 33 2 1 Ayateke Star Company 31 Yes Nov 2017 Nov 2022 5 yearsGatsibo Yes Bosco 29 2 1 Ayateke Star Company 20 Yes 12/6/2017 11/6/2022 5 yearsNyagatare No Bosco 0 - 0 - - - - -Bugesera Yes Bosco 0 - 0 - - - - -Nyanza Yes Alphonse 16 2 1 MEGACOS Ltd 16 YesGisagara No Alphonse 22 1 1 PSF 20 No
Ayateke Star Company 23 Yes 04/2016 04/2021 5 yearsKIBEHO Piligram Center 3 Under prep.
Huye Yes Alphonse 41 1 1 REDEC 41 Yes 2/2017 2/2022 5 yearsNyamagabe Yes Alphonse 36 2 1 NKUNDIMANA JMV 36 No 11/2013 10/2018 5 yearsRuhango Yes Alphonse 33 2 1 Vision IMENA 33 YesMuhanga Yes Alphonse 63 2 1 PAAK KAM Ltd 63 Yes
AQUA RWANDA 8 No 04/2021 04/2021 5 yearsSYLVAN MUHAWENIMANA 1 No 2015 2020 5 yearsKIA 20 Under prep.AMAZI SOKO Y'UBUZIMA 34 Under prep.MEGACOS Ltd 23 Yes 5 yearsAyateke Star Company 33 Yes 5 yearsAQUA VIRUNGA 6 No 2007 2022 15 yearsAGEOH 1AQUA VIRUNGA 22 No 13/05/2014 12/05/2019 5 yearsREDEC 45 No 2014 2019 5 yearsWork VISION 33 Under prep. 5 yearsMEGACOS Ltd 35 Under prep. 5 years
Rusizi Yes Alphonse 40 2 1 PAAK KAM Ltd 32 Yes 5 yearsNyamasheke Yes Jean de Dieu 37 1 1 AGEOH 37Rulindo Yes Jean de Dieu 98 2 1 Ayateke Star Company 64 Yes 2016 2021 5 years
NEEP Company 43 Yes 3/2017 3/2022 5 yearsCFGAE 52 Yes 3/2017 3/2022 5 yearsREDEC 19 No 1/2014 1/2019 5 yearsAQUA VIRUNGA 2 No 2/2010 2/2024 14 years
Burera No Jean de Dieu 40 1 1 REGEP 40 No 5 yearsAyateke Star Company 32 Yes 14/06/2017 13/06/2022 5 yearsPAAK KAM Ltd 28 Under prep.
Gasabo Yes Bosco 22 1 1 PAAK KAM Ltd 17 Yes 04/09/2018 03/09/2023 6 yearsKicukiro No Jean de Dieu -Nyarugenge No Alphonse -
19 1033 45 37 20 953 17
2 2
City of Kigali
Total
2
Musanze Yes Jean de Dieu 24 3 2Northern
Gakenke Yes Jean de Dieu 98 2
Gicumbi Yes Jean de Dieu 60
Ngororero No Jean de Dieu 68 2 2
Nyabihu No Bosco 72 2 2
Rubavu Yes Jean de Dieu 7 2 2
2
Rutsiro Yes Jean de Dieu 56 2 2
Alphonse 10 2 2
Western
Karongi No Jean de Dieu 57 2
2
Southern
Nyaruguru No Alphonse 26 1 2
Kamonyi Yes
Eastern
Rwamagana No Bosco 10 2
No. of PO
Private Operator Introductionof new model
contract
Date ofContract
Date ofterminationof Contract
ContractperiodProvince District
If there is aWATSANOFFICER
Person incharge under
DM unit
No. ofPipedWSS
Cluster
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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Plan of Operation and Implementation Structure of the Rwandan Side to Achieve Overall Goal
WASAC has already made efforts for the nationwide deployment of the Q&M framework. However, the
nucleus of this framework, i.e. the competency development training for district officials and POs, has not
been properly implemented anywhere except for the for the four model Districts. Since June 2018, WASAC has hired 27 new DWSSEs and has started technical support for the rural water supply services by the district.
As such, DWSSEs will play a central role in future nationwide development and will help improve the
practical skills of WATSAN officers and POs in each district. However, the training budget must be secured
through consultation with the development partners and government agencies within the water and sanitation
sector workgroups (SWG) chaired by the Ministry of Infrastructure. The following table shows the main
action plan (draft) on the Rwandan side for achieving the overall goal.
Table 4-3：Main Action Plan (Draft) on the Rwanda Side for Achieving Overall Goal
What When Who To Whom 1. Overall plan The ministerial ordinance to utilize the series of the technical documents developed concerning the National Guidelines for sustainable rural water supply services will be circulated.
By the end of December 2019
MININFRA Each district, POs
The plan for nationwide dissemination of the Guidelines including the training plan of all districts and POs will be prepared including the resource mobilization through the SWG.
By the end of March 2020
MININFRA SWG member
Orientation for the introduction of the strengthen operation and maintenance framework will be held by each Province.
By the end of March 2020
WASAC Each district, POs
2. Creation of operation and maintenance (O & M) manual for each water supply system Support of the creation of operation and maintenance manuals for each water supply system will be given to each district.
From January to December 2020
WASAC (DWSSEs)
WATSAN officers, POs
3. Utilization of PO monthly report data Regularly analyse monthly report data by DWSSEs and WATSAN Officers, which were started by the WASAC / RWSS / DWM unit, and jointly carry out the extraction of current bottlenecks and the formulation of action plan.
Quarterly WASAC (DWSSEs)
WATSAN officers
WATSAN officers in collaboration with DWSSEs will provide feedback on PO monthly reports.
Every month WATSAN officer, WASAC (DWSSEs)
POs
4. Promoting the installation of water meters (flow meters) and chlorine disinfection unit in existing water supply systems
A water meter and chlorine disinfection unit will be installed systematically in the existing water supply system.
Every year Each district MINECOFIN
5. Rural water supply inventory and GIS map data Update of water supply inventory and GIS map data Every year WASAC
（DWSSEs） -
6. Cross-cutting Monitoring and consultation meeting about the delegation of rural water supply systems to be managed by Private Operators will be held to each district.
Quarterly DWM Unit, WASAC
-
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Recommendations for the Rwandan Side
Recommendations by Terminal Evaluation Team
（1） Elaboration the O&M Framework through the Applicability Field Test
The institutional O&M framework of the rural water supply system will soon be officially validated and
approved by the Sector Working Group. The framework should be elaborated according to the application
results conducted in the four model Districts before WASAC implements the framework nationwide.
Creating monthly reports or collecting royalty fees are themselves not the purpose but rather the framework
must be a tool to improve the Operation and Maintenance situation of rural water supply.
For example; - Clearly define the usage of the monthly report and O&M manuals, and revise the format so that the
users could easily obtain necessary datasets.
- Basic information of the facility is acquired by the District in the construction stage. There shall be a
rule or mechanism to integrate this information to the O&M manual.
- Effectiveness of the installed equipment should be proved through the model piped water supply
systems chosen by the Project. After the effectiveness is proved installation of equipment like flowmeters and chlorination units shall be included as standard design in Rwanda, which is necessary
to appropriately manage the piped water supply system
（2） Optimizing Budget Management
According to the contract between District and PO, the District is responsible for repairing the malfunction
of facilities when the repairing cost is over 500,000 RWF or 1,000,000 RWF. For the beneficiaries, delaying
of the repair causes a big obstacle for their daily lives. Within the District WASH board, it is advisable that they develop an internal regulation so that the decision making and the procurement procedures will
accelerate and royalty fees will be used practically. For example, the decision making procedure could be
classified according to type of work (repairing, rehabilitation, and extension), urgency and scope.
（3） Update and Practical Use of the Developed GIS Mapping
A database for GIS mapping should be developed so that collected data will be in use for the related
stakeholders. Also in the future, a framework should be developed so that according to the GIS database, priority work for repairing, rehabilitation and extension of water supply systems is identified and integrated
into the official plans like District annual action plan.
（4） Enhancement of the Capacity of the Personnel for the District Framework
WASAC should continue the capacity development of the DWSSEs and WATSAN officers. To prove the
functionality of the O&M framework, it is advisable that necessary personnel (DWSSEs and WATSAN
officers) are assigned properly. Also, an MIS specialist who plays a key role in implementing the GIS mapping shall be assigned as soon as possible.
（5） Strengthening Technical Support to WATSAN Officers by DWSSEs
WASAC clearly defined the role of the DWSSEs and support they provided to the districts but the
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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understanding of the role of the DWSSEs by themselves and WATSAN officers seemed to be low as the
assessment. The team recommends that WASAC conduct a workshop to explain further the roles of DWSSE
to them and WATSAN officers and facilitate the information sharing between the DWSSEs and the
WATSAN Officers. The Team also recommends that DWSSEs utilize the monthly reports of POs to make
appropriate advice.
（6） Effective Use of the Project Equipment
The system of storing the equipment at the District and having WATSAN officer who has multiple tasks
already to manage the inventory is not well functioning. Equipment should be placed in the right/convenient
place. The following are some ideas;
- Store the equipment at WASAC branch office and have the DWSSE to manage the inventory.
- During the contract period, PO will keep the equipment and pay leasing fees to the District.
（7） O&M Training for Boreholes with Hand Pumps
Training on operation and maintenance for boreholes with hand pumps should be conducted not to WATSAN
officers but to land officers in the sector level since they are closer to the borehole hand pumps. Also,
DWSSEs should assist and collaborate with land officers on technical viewpoints. Also, extracting and
conducting training courses for sectors that have a large number of boreholes will be efficient and effective.
（8） Continuous Renewal of the Institutional Framework
Documents to be approved by the Sector Working Group should be elaborated by the test results at the four
model Districts. Moreover, the documents shall be continuously adjusted and revised according to the actual
situation and obstacles found on the ground. For these reasons, there shall be a mechanism to review and
revise the documents in a timely basis.
Recommendations by Project Team
（1） Priority Issues in the Operation and Maintenance Framework for Rural Water Supply Systems
To further strengthen the O&M framework of the rural water supply systems, it is necessary to tackle the
following issues:
1） Accelerate the Supply Process of Materials and Equipment to Reduce the Downtime in the Event of Facility Failure
For many water supply systems in rural areas, there are still cases of prolonged water outage when the main facilities, such as pumps and generators, break down. One reason for this is that it takes a
long time for the district to procure materials and equipment. As such, it becomes necessary to
introduce a mechanism for reducing the supply process time, for instance by introducing an annual
contract for an equipment procurement agent.
2） Securing Financial Resources to Cover the Costs of Water Quality Management Operations, such as Chlorine Disinfection and Water Quality Measurement
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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(equipment, reagents)
Since 2017, RURA has unified the water rate nationwide in the rural water supply sector and specific
rates have been set for each of the 5 types of water supply system. These rates were determined based on the O&M costs of each local water supply system at that time. However, water quality management
was still not implemented in most rural water supply systems by 2017 and thus the current water tariff
does not reflect water quality management costs. For this reason, there are many cases where water
quality management is not properly specified in the current contracts between the district and private
operators and, therefore, drinking water safety cannot be confirmed. Water quality management,
including chlorine disinfection and water quality monitoring, is indispensable for ensuring water safety. For this purpose, it is necessary to immediately discuss the measures to secure financial
resources with the responsible organizations, such as RURA and the Ministry of Infrastructure and
take appropriate countermeasures.
3） Equipment Installation Plan for Incomplete Systems (flow meters, water meters, chlorination facilities) and Securing Financial Resources
Many existing water supply systems are not equipped with flow meters and are unable to measure the amount of water distributed. For this reason, the leakage rate remains unknown and there is no
baseline for checking the validity of the billed amount. Similarly, there are concerns about water
pollution, because many existing water supply systems do not have chlorination facilities installed.
In 2017, WASAC surveyed the water supply system nationwide for water sources and the presence
of flow meters in the reservoirs and, in 2018, they inventoried the water supply systems and collected
data on the status of flow meters and chlorination facilities. The next step is to share the issues with all the parties involved in the water sector and to incorporate the costs for this equipment in the annual
plan for the district budget, to request a higher budget from the Ministry of Finance (MINECOFIN).
4） Monitoring the POs Service Level and Enhancing the Revision Cycle
To improve the water supply service to the population, it is necessary to strengthen the periodic
monitoring and revision cycle of the water supply service provided by the POs. In particular, the
DWB, which is responsible for monitoring and evaluating the water supply systems, must periodically provide quantitative information on key business indicators such as water supply time, water quality,
level of response to facility failures, response to complaints and payment default rates of the royalty
fees. All this information must be summarized and provided to the POs as feedback. In addition, a
summary of these periodical evaluations should be used for the final performance evaluation of the
POs. By standardizing the system and using it for the bid evaluation at the following contract renewal,
it will lead to the selection of more fair and transparent POs and, on the PO side, it will work as an incentive to improve the water supply service levels.
（2） Support for Improving the Operation and Maintenance Framework for the Point Water Sources
To achieve the 2024 goal of “100% access to safe water for all citizens” set by NST1 (National Strategy for
Transformation, NST1-2017-2024), in the case of remote rural areas, the current situation of relying on point
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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water supply from wells and improved springs will have to continue for the time being. For this Project, the
four model Districts, WASAC and JICA volunteers have been working since 2019 to elaborate the operation
and maintenance framework for wells according to the specific environment of the each model district. Next,
there will be a similar pilot study conducted for each district, following which the maintenance framework
will be adapted to the local circumstances. In the meantime, the Districts and WASAC will continue to lead the pilot studies regarding the set-up operation and maintenance costs, payment collection and financial
management, securing repair technician, procuring spare parts and establishing a communication system in
the event of a failure. It is necessary to find an optimal response method for each of these issues, then proceed
to share the knowledge countrywide.
（3） Countrywide Implementation of Resources Used for the Four Model Districts
In the Project, 11 technical documents (including the National Guidelines and training modules) were developed to improve the O&M framework of the rural water supply system and training activities were
conducted to develop the necessary competencies of the district staff and POs in the four model Districts. In
future, the same measures are scheduled to be deployed nationwide through the WASAC C/Ps. Moreover,
among the trainees in the four model Districts and the local project staff, there are people familiar with the
chlorine disinfection management, creating monthly reports in Excel format and creating O&M manuals for
each water supply system. To efficiently execute nationwide deployment, making good use of these human resources will pose an advantage.
（4） Continuing Use of the Online Portal for Delegated Management Contract in the PPP
The web portal for delegated management contract in the PPP built through this Project is a collection of
important documents and information that can be used as reference for contract management. The site is
designed using Google’s free cloud service and it is easy to add, update, or delete data, while backups are not
necessary, which makes it sustainable for long-term use. It is essential that WASAC personnel continues to manage the web portal because timely sharing and easy access by POs and other parties involved are
indispensable every time the guidelines are reviewed and updated.
（5） Online Release of the Water Supply Inventory via Web-GIS
The nationwide rural water supply inventory and map data prepared by the WASAC C/Ps can now be used
on WASAC’s intranet or in offline mode.
In 2017, the Project developed a trial version of Web-GIS for the four model Districts using Amazon’s cloud service and confirmed that the water supply map can be easily accessed via smartphone through an Internet
browser such as Google. Further on, in order for the end users (the districts and their POs) to efficiently use
the data prepared by WASAC, the technology used must offer simpler operation, higher access convenience
and lower operational costs. Web-GIS is a tool that may fulfil all these requirements. Therefore, as soon as
the current WASAC data center development project is completed, the IT department of WASAC will take
the lead to create an online environment which enables easy access to Web-GIS on the WASAC server.
（6） Review and Improvement of National Guidelines and Manuals
The National Guidelines and manuals developed in this Project are planned to be applied throughout Rwanda
in future and the new issues and lessons learned through the implementation activities must be shared with
Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda 4. For the Achievement of Overall Goals after the Project Completion
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the water sector stakeholders. At the same time, it is necessary to conduct regular reviews (for example, every
5 years) under the leadership of the Ministry of Infrastructure and WASAC so that the technology and
guidelines can be upgraded according to the actual on-site needs and conditions.
Annexes
A1
A2
Annex 1
List of the Counterpart
A3
A4
Annex 1: Assignment of C/P Personnel
As of end of November 2019
Name Position Affiliation Duration
From To WASAC Headquarters Office
1 Mr. James SANO CEO WASAC Project Director
Apr. 2015 Oct. 2017
2 Ms. Gisele UMUHUMUZA Deputy CEO / WASAC, Project Director Apr. 2017 Present
3 Ms. Marie Josée MUKANYAMWASA
Director of Rural Water and Sanitation Services WASAC RWSS
Project Manager Apr. 2015 Oct. 2017
4 Mr. MUGWANEZA Vincent de Paul
Director of Rural Water and Sanitation Services WASAC RWSS
Project Manager Feb. 2018 Present
5 Mr. Emmanuel NIWENSHUTI Head of Unit O&M Unit, WASAC RWSS Apr. 2015 Present
6 Mr. Eugene NDAHIRO
Acting Director of Rural Water and Sanitation Services & Head of UnitResource Mobilization Services Unit, WASAC RWSS
Aug. 2015 Oct. 2018
7 Ms. Marthe NIMUGIRE KAYIHURA.
Head of Unit Delegated Rural Water Services Unit, WASAC RWSS Oct. 2015 Present
8 Mr. Joseph Poers KAJIWABO MUPENDA
Head of Unit Community Mobilization Services Unit, WASAC RWSS Oct. 2015 Present
9 Ms. Jeanine UWIMANA Resource Mobilization Services OfficerResource Mobilization Services Unit, WASAC RWSS
Apr. 2015 Aug. 2019
10 Mr. Theophile NSHIMYUMUREMYI
Resource Mobilization Services OfficerResource Mobilization Services Unit, WASAC RWSS
Oct. 2015 Feb. 2019
11 Mr. Alphonse MANIRAGABA Delegated Rural Water Services OfficerDelegated Rural Water Services Unit, WASAC RWSS
Oct. 2015 Present
12 Ms. Jean de Dieu NDAMAGE Delegated Rural Water Services OfficerDelegated Rural Water Services Unit, WASAC RWSS
Oct. 2015 Apr. 2019
A5
Name Position Affiliation Duration
From To
13 Mr. Jean Bosco BASEMBA Delegated Rural Water Services OfficerDelegated Rural Water Services Unit, WASAC RWSS
Oct. 2015 Present
14 Ms. Marie.Noélla DUKUZUMUKIZA
Community Mobilization OfficerCommunity Mobilization Services Unit WASAC RWSS
Oct. 2015 Present
15 Ms. Angele UMUTONI Community Mobilization Officer Community Mobilization Services Unit, WASAC RWSS
Oct. 2015 Present
16 Ms. Vanice NATAMBA
Community Mobilization Officer Community Mobilization Services Unit, WASAC RWSS
Aug. 2016 Jun. 2018
M&E Specialist under D-CEO WASAC RWSS Jun. 2018 Present
17 Mr. NIYONSENGA Honore MIS Specialist under DCEO WASAC RWSS Jun. 2018 Apr. 2019
18 Mr. Moise IRANKUNDA MIS Specialist under DCEO WASAC RWSS
October. 2019 Present
19 Mr. Egide IYAKARE Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Apr. 2015 Oct. 2015
20 Mr. Regis NSHIMYURENYI Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Apr. 2015 Jun. 2018
21 Mr. Jean Baptiste DUSHIMIYIMANA
Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Apr. 2015 May 2017
22 Mr. Alexis DUSHIMIMANA Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Oct. 2015 Sep. 2018
23 Mr. Vital NSHIMIYIMANA Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Oct. 2015 Jun. 2018
24 Mr. Etienne NGAMIJIMANA
Rural Water Operation & Maintenance Officer O&M Unit, WASAC RWSS Jun. 2017 Jun. 2018
Ruhango District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Sep. 2018
District Water and Sanitation Support Engineer
25 Ms. NYIRAHABIMANA Francoise
Ngoma District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
26 Mr. NDAGIJIMANA Innocent Rwamagana District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
27 Ms. ISHIMWE Gloria Muhanga District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS (on study leave)
Jun. 2018 Aug. 2019
A6
Name Position Affiliation Duration
From To
28 Ms. IRADUKUNDA Joselyne Musanze District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
29 Mr. HODARI Jean Pierre Rubavu District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
30 Ms. DUSABE Larissa Bugesera District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
31 Mr. NYIRIMANA Kajabo Selvator
Rutsiro District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
32 Mr. MUSANGANE Bernard Nyanza District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
33 Mr. TUYIZERE Nehemie Rusizi District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
34 Mr. KUBWAYEZU Justin Gakenke District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
35 Mr. NSENGIYUMVA Ezechiel Ngororero District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
36 Mr. UWIZEYIMANA Innocent Rulindo District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
37 Mr. TURIKUMWENIMANA Emmanuel
Nyaruguru District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
38 Mr. KAYINAMURA Innocent Gatsibo District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
39 Mr. MUHANDA Innocent Nyabihu District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
40 Mr. MUGABIRE Theogene Gisagara District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
41 Mr. IMANANTIRENGANYA Isaac
Karongi District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
42 Mr. MURENGEZI Zenon Nyamasheke District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
43 Mr. SIBOMANA Alexis Nyamagabe District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
44 Mr. MUHIRWA Prosper Nyagatare District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
45 Ms. INGABIRE Christine Kamonyi District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Jun. 2018 Present
A7
Name Position Affiliation Duration
From To
46 Ms. UMUHOZA Marie Grace Burera District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
May 2019 Present
47 Ms. UMUTESI Liliose Gicumbi District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
May 2019 Present
48 Mr. NTIHINYUZWA Fabrice Huye District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
May 2019 Present
49 Mr. IZADUFASHA Joas Azades Kayonza District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
May 2019 Present
50 Mr. BYIRINGIRO Antoine Kirehe District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
May 2019 Present
51 Mr. MANISHIMWE MUHIRWA Patrick
Burera District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Aug 2019 Present
52 Mr. TORERO Martin Acting Muhanga District Water and Sanitation Support Engineer O&M Unit, WASAC RWSS
Sept 2019 Present
A8
Annex 2
Certificate of Provision for the Equipment
A9
A10
Annex 2.1
From Project to WASAC
A11
A12
A13
A14
A15
A16
A17
A18
A19
A20
A21
A22
A23
A24
A25
A26
Annex 2.2
From WASAC to 4 Model Districts
A27
A28
A29
A30
A31
A32
A33
A34
A35
A36
A37
A38
A39
A40