WASH Sector Strategic Plan 2019-2023

1 | P a g e FEDERAL GOVERNMENT OF SOMALIA FINAL DRAFT WASH SECTOR STRATEGIC PLAN 2019—2023 May, 2019 2 | P a g e Contents SECTION THREE ................................................................................................................................ 20 STRATEGIC DIRECTIONS .................................................................................................................... 20 SECTION FOUR.............................................................................................................................. 23 WASH SECTOR POLICY PROIRITIES.................................................................................................. 23 CHAPTER I .................................................................................................................................... 24 WATER SERVICE DELIVERY ............................................................................................................. 24 CHAPTER II ................................................................................................................................... 29 HYGIENE AND SANITATION............................................................................................................ 29 CHAPTER THREE............................................................................................................................ 35 WASH IN OTHER SECTORS ............................................................................................................. 35 CHATER FOUR............................................................................................................................... 40 LEADERSHIP AND GOVERNANCE .................................................................................................... 40 Situation Analysis ...................................................................................................................... 40 CHAPTER FIVE............................................................................................................................... 45 WASH SECTOR FINANCING ............................................................................................................ 45 Situation Analysis ...................................................................................................................... 45 CHAPTER SIX................................................................................................................................. 49 WASH SECTOR INFORMATION MANAGEMENT SYSTEM................................................................... 49 Situation Analysis ...................................................................................................................... 49 CHAPTER SEVEN............................................................................................................................ 54 WASH INFRASTRUCTURE ............................................................................................................... 54 Situation Analysis ...................................................................................................................... 54 CHAPTER EIGHT ............................................................................................................................ 58 WASH IN EMERGENCY................................................................................................................... 58 Situation Analysis ...................................................................................................................... 58 SECTION NINE .................................................................................................................................. 73 PLAN RISK MATRIX............................................................................................................................ 73 3 | P a g e LIST OF ABBREVIATIONS CDI – Combined Drought Index CHF Common Humanitarian Fund CLTS Community Lead Total Sanitation CSO Civ il Society Organization EPR Emergency Response Plan EU European Union FAO Food and Agriculture Organization FWG Flood Working Group GIS Geographic Information System IDP Internally Displaced People ICT Information, Communication Technology IMWSC Inter-Ministerial WASH Steering Committee IOM International Organization for Migration KAP Knowledge, Attitude, Practice MoECHE Ministry of Education, Culture and Higher Education MoEWR Ministry of Energy and Water Resources MoH&HS Ministry of Health and Human Serv ices NDP National Development Plan OCHA Office Coordination Humanitarian Affairs ODF Open Defecation Free PPP Public-Private-Partnership SDG Sustainable Development Goals SOP Standard Operating Procedures SWALIM SWAp Sector Wide Approach UN United Nation UNICEF United Nation Children‟s Fund USAID United States Agency for International Development NGO Non-Governmental Organization WASH Water, Sanitation and Hygiene WHO World Health Organization WSS Water Supply System 4 | P a g e FOREWORD The Federal Government of Somalia has developed the first ever Somalia National WASH Sector Policy in 2018. The WASH Sector Strategic Plan has therefore been developed to operationalise the Policy and the WASH sector component of the National Development Plan (NDP). The plan details the priority interventions as identified in the Policy and NDP. The development of the Plan has taken into consideration a wide range of policies and the changing climatic conditions. The process also took into consideration the international treaties and conventions to which Somalia is a signatory more especially (i) the Sustainable Development Goals (SDGs). A review of a wide range of WASH sector documents was done to provide an in-depth analysis and understanding of the sector. The aim of reviewing policies and plans during the development of the Plan was to harmonise the strategic plan with the other existing sector and inter sectoral documents. This plan covers federal line-ministries and all member states including Banaadir Regional Authority. The Plan will guide the WASH sector investments for the next five years starting from January 2019 to December 2023. The Plan provides an overall framework for the WASH sector and its major aim is to contribute towards the overall development goal of the WASH sector of Somalia by accelerating economic growth to reduce poverty as stated in the National Development Plan (NDP). The development process also involved the wider stakeholders in the WASH sector. This consultative and participatory process created the interest of all stakeholders to formalize partnership and contribute optimally in the implementation of the Plan for the five years to come. Most development plans fail because they have been developed simply for having a plan for its own sake, because they do not understand the external environment, because they are too long, complicated, and detailed, and because they have unrealistic goals given level of resources – they try to solve everything. We have avoided these mistakes and I hope that therefore this plan stands a better chance of being accomplished. 5 | P a g e Finally, line-ministries with the support of development partners will explore all possibilities to secure adequate funding and support to the Plan. We will create an enabling environment for the effective implementation of the Plan prior to the realization of the intended objectives and targets set for the five years to come. Sincerely, H.E Hon. Mrs. Fawzia Mohamed Sheikh The Minister Ministry of Energy and Water Resources Federal Government of Somalia H.E. Dr. Fawzia Abikar Nur The Minister Ministry of Health and Human Services Federal Government of Somalia 6 | P a g e ACKNOWLEDGMENT The first Somalia WASH Sector Strategic Plan 2019 – 2023 is the product of a long and complex process of intensive consultations, teamwork on specific assignments, detailed studies and information gathering with the full engagement and participation of all stakeholders. The Inter-Ministerial WASH Steering Committee (IMWSC) comprised of Ministry of Energy and Water Resources (MoEWR), Ministry of Health and Human Serv ices(MoH&HS), Ministry of Education, Culture and Higher Education(MoECHE), Ministry of Humanitarian Affairs and Disaster Management (MoHADM), Ministry of Public Works, Reconstruction and Housing(MoPWRH), Ministry of Planning, Investment and Economic Development(MoPIED) is very grateful to everyone who contributed to the successful development of this strategic plan. The concerted effort of all line ministries and other stakeholders is acknowledged. Special thanks go to IMWSC members who were leading the whole process from beginning to end and exceptionally facilitated the state level consultations. We would also like to acknowledge the technical support prov ided by Mr. Khadar Mahmoud Ahmed from IRIS Consulting who spearheaded the whole process of developing the WASH Sector Strategic Plan and being the main architect and designer of the Plan. Similar gratitude goes to UNICEF in prov iding the financial and technical support necessary for the development of Plan. Finally, I would like to acknowledge the efforts of all those institutions and indiv iduals who participated and contributed in the development of this document. These include Government Ministries and Agencies at Federal and Federal Members States, Development Partners, UN Agencies, NGOs, Civ il Society and Private Sector. My thanks to you all Eng. Omar Shurie Chairperson, IMWSC Federal Government of Somalia Abdirizak Mohamud Yusuf Deputy Chairperson, IMWSC Federal Government of Somalia 7 | P a g e EXECUTIVE SUMMARY The Government has also developed the first ever Somalia National WASH Sector Policy to be endorsed by the Cabinet. The Plan has therefore been developed to operationalise the Policy and WASH sector component of the NDP. This plan covers federal line-ministries and all member states including Banaadir regional authority. The Plan will guide the WASH sector investments for the next five years starting from January 2019 to December 2023. The Plan provides an overall framework for the WASH sector and its major aim is to contribute towards the overall development goal of the WASH sector of Somalia by accelerating economic growth to reduce poverty as stated in the National Development Plan (NDP). Somalia is both a water scarce country and a country with collapsed infrastructure as a result of prolonged civil war compounded with limited sector governance and low availability of skilled individuals. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report,, access to piped water stands at 19% nationally; whereas, access to improved water sources stands at 40% nationally. Access to basic sanitation stands at 16%, with 11% of population using shared facilities and 34% unimproved sanitation facilities. Open defecation rate stands at 39% nationally with 7% in urban areas and 60% in rural defect in the open. The challenges related to sanitation in Somalia involve various issues, from the low level of access to sanitation facilities and services as well as the low service coverage with poor quality of sanitation services to the lack of a legislative and institutional framework. According to WASH KAP Survey 2015, less than half (44%) has a general hand washing facility, among those with hand-washing facilities, only 10% of them have water and soap whilst 4% have a combination of water, soap and drainage. The management of WASH programs are highly centralized. Management structures, procedures and tools for technical support at all levels are either inadequate or absent. There is a lack of appropriate information on the WASH sector operations to enable objective decision making for the management and for policy makers. It is difficult to have proper record of the technical and professional staff available in the WASH sector. In addition, there are no harmonized and coordinated legal, regulatory and policy frameworks. The policies and acts in place remain draft for long in all institutions and are inconsistent with no monitoring and evaluation frameworks to measure the progress on the implementation of the policies. The WASH Sector envisions “Adequate and safe water, hygiene and sanitation for all”. In order to realize the its vision, the WASH sector aims to improve access to safe, affordable, equitable, sustainable and quality water and sanitation services, and increased adoption of hygienic practices at the personal, household and community levels, resulting in (i) reduced morbidity and mortality rates and (ii) enhanced people‟s health, productivity and quality of life The strategic plan sets the following strategic objectives 8 | P a g e i. To increase access to safe water supply in urban and rural areas through a coordinated approach and achieve high coverage of piped water in line with the national and SDGs goals and targets ; ii. To increase equitable access to sustainable sanitation services, promote hygiene behaviour change at scale and end open defecation in line with the national and SDGsl goals and targets; iii. To provide efficient, environmentally friendly and culturally appropr iate sewerage management system and improve the management of liquid and hazardous wastes; iv. To establish and strengthen the institutional, management and legal framework for the proper management of water resources as well as hygiene and sanitation services; v. To promote community participation, private sector engagement, in-sectoral coordination and donor partnerships for the holistic and sustainable development of the sector; vi. To establish a robust and vibrant information management and early warning system to use for proper planning of the sector, track the progress, improve accountability and properly manage water resources, hygiene and sanitation services; The estimates the total resources required for the next five years to achieve the strategic objectives: STRAETEGIC PRIORITY AREAS 2019 2020 2021 2022 2023 TOTAL Water Serv ice Delivery $ 11,300,000.00 $ 23,000,000.00 $ 35,000,000.00 $ 38,700,000.00 $ 43,200,000.00 $ 152,200,000.00 Hygiene and Sanitation $ 8,000,000.00 $ 11,100,000.00 $ 13,900,000.00 $ 16,000,000.00 $ 18,100,000.00 $ 68,100,000.00 WASH in Other Sectors $ 3,300,000.00 $ 5,500,000.00 $ 6,100,000.00 $ 6,500,000.00 $ 6,950,000.00 $ 28,450,000.00 Leadership and Gov ernance $ 2,600,000.00 $ 3,300,000.00 $ 2,100,000.00 $ 1,000,000.00 $ 900,000.00 $ 8,900,000.00 Financing $ 600,000.00 $ 900,000.00 $ 700,000.00 $ 600,000.00 $ 400,000.00 $ 3,200,000.00 Information Management $ 1,100,000.00 $ 2,000,000.00 $ 2,350,000.00 $ 2,650,000.00 $ 2,200,000.00 $ 11,500,000.00 Infrastructure $ 32,500,000.00 $ 41,300,000.00 $ 54,500,000.00 $ 65,000,000.00 $ 75,000,000.00 $ 271,000,000.00 Emergency Preparedness $ 700,000.00 $ 1,000,000.00 $ 4,500,000.00 $ 3,400,000.00 $ 2,300,000.00 $ 24,900,000.00 TOTAL $ 60,100,000.00 $ 88,100,000.00 $ 119,150,000.00 $ 133,850,000.00 $ 149,050,000.00 $ 568,250,000.00 9 | P a g e SECTION ONE BACKGROUND AND METHODOLOGY The Government has developed the first ever Somalia National WASH Sector Policy to be endorsed by the Cabinet. The Plan has therefore been developed to operationalise the Policy and WASH sector component of the NDP. This plan covers federal line-ministries and all member states including Banaadir regional authority. The Plan will guide the WASH sector investments for the next five years starting from January 2019 to December 2023. The Plan provides an overall framework for the WASH sector and its major aim is to contribute towards the overall development goal of the WASH sector of Somalia by accelerating economic growth to reduce poverty as stated in the National Development Plan (NDP). The development of the Plan has taken into consideration a wide range of policies and the changing climatic conditions. The process also took into consideration the international treaties and conventions to which Somalia is a signatory more especially the Sustainable Development Goals (SDGs). In order to facilitate the drafting of the Plan, thematic areas where identified namely water resource management, hygiene and sanitation, WASH in institutions, WASH in emergency, infrastructure, governance, financing, information management, private sector engagement, civil society engagement, partnership development and coordination. Each thematic area starts with situation analysis using most up to date information and analysis, following by the identification of critical issues and challenges as well as the identification of SMART goals, objectives, strategies and indicators with baseline values and realistic targets. Wide ranges of WASH experts were consulted in order to get their inputs into specific issues related to the development of the Plan. A review of a wide range of WASH sector documents was done to provide an in-depth analysis and understanding of the sector. Consultation meetings were convened in all states. Line Ministers, Development Partners, Private Sector, Civil Society and other stakeholders were consulted and contributed to the process of developing Plan. The Plan consists of 5 sections. Section 1 provides a brief overview of the background and methodology. Section II provides situation analysis of the WASH sector using most up-to-date and valid data available with the Government, Development Partners and Insti tutions. Section III sets the strategic direction including the overall vision, mission, targets as well as principles and values. Section IV set out the WASH policy priorities and is divided into six chapters (water resource management, hygiene and sanitation, WASH in institutions, leadership and governance, WASH sector financing, information management system, partnership and coordination, WASH infrastructure & WASH in emergency). Section V provides an overview of the financing requirements for the WASH sector. Section VI covers the performance monitoring framework. Section VII covers the plan management, coordination and implementation arrangements; whereas, section VIII provides an overview of the risks and assumptions for the plan. 10 | P a g e SECTION TWO CONTEXT ANALYSIS Overview of the WASH Sector The National WASH Sector Policy provides more in-depth analysis of the WASH situation in Somalia. The WASH Sector Strategic Plan will provide an overview of the WASH sector as detailed below. Water Resources Somalia is both a water scarce country and a country with collapsed infrastructure as a result of prolonged civil war compounded with limited sector governance and low availability of skilled individuals. Water is considered both an economic and social good due t o the heavy reliance on water for livestock and agricultural production in Somalia and women face the major burden of fetching water, often walking up to 10 km to get water in the dry season. Groundwater provides 80% of the domestic water supply, but the groundwater table is deep (100 to 300 m below the surface) which makes extraction expensive. Due to dissolved minerals the salinity is also very high. Despite the significance of the groundwater and the high costs of drilling, relatively little is known about the hydro-geology of the country (Balint Z. et al, 2011). Access to safe water is low across the country. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report, access to piped water stands at 19% nationally; whereas, access to basic water supply stands at 40% nationally. Most striking is the trends in water access indicating that WASH interventions have failed over the years to translate into concrete and sustainable improvements in access to safe and improved water sources. Surface water resources are dominated by the Shebelle and Juba River which are the source of the South‟s significant agricultural potential. Consequently control of the riverine areas has been at the heart of much of the conflict over the last 20 years. As the bulk of the water in the rivers originates in the Ethiopian highlands, trans-border agreements are required to effectively manage the water resources as well as develop a coordinated approach to flood warning. Assessment and mapping of groundwater resources has been limited since the comprehensive surveys undertaken by Italian Hydro-geologists in the 1970s. Individual hydro-geological surveys have been carried out to guide borehole drilling but this has not been coordinated and very little of the data is consolidated. SWALIM recently undertook an assessment of groundwater potential in SL and PL and produced comprehensive maps and information to guide water development. However there is limited capacity within the WASH sector actors to absorb and utilize this data. The aquifers in Somalia are a combination of shallow aquifers in the riverine areas that are recharged from surface water, and aquifers of often considerable depth elsewhere. Apart from the riverine areas, recharge of aquifers is relatively small, and a large proportion of groundwater draws from connected aquifer formations in neighboring Kenya and Ethiopia. Moreover, groundwater quality in Somalia is relatively poor, due to high levels of salinity. One of the major causes of this elevated mineral content is that the water is or has been in contact with easily 11 | P a g e dissolvable minerals. In addition, groundwater recharge is inadequate and confined to limited source areas; many aquifers receive no recharge at all and consist of old, highly minerali zed fossil water. The network of functioning pastoral water supply structures is highly inadequate and leads to environmental degradation through overgrazing around existing water points. In recent years , rural water projects have focused on infrastructure rehabilitation. There is some evidence that the same water supplies will be routinely “rehabilitated” every 2-3 years by different organizations. This is both a failure of the approach to water interventions which are often short term, relief orientated and do not consider sustainability and of the responsible water authorities which do not maintain records of water projects. In the last 2 years a large number of boreholes (possibly over 50) have been drilled by contractors on the instructions of various Islamic governments under the umbrella of the Organization of Islamic Council (OIC). It appears that this drilling has been un-coordinated, un mapped and had minimal community participation. There are reports that some of these boreholes are not equipped to pump water. Water shortages are usually experienced during the long dry season (Jilaal) when the population can only rely on the two permanent rivers (the Juba and Shabelle) and ground water supplies (permanent springs, boreholes, permanent wells). The typical response from aid agencies to drought is to fund water trucking to areas with temporary water supplies. It is estimated that millions of dollars have been spent on these temporary responses over the last 20 years. If funding had been pooled and spent on more permanent water supply solutions the need for water trucking would be greatly reduced. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report, urban water supply coverage is 70% and access to piped water in urban areas stands at 45%. However, many of the urban & peri-urban poor (including IDPs) rely on small-scale water vendors who provide low quality water at a high price so that poor people pay up to five times more for water; the despite the fact the country is experiencing rapid urban growth, accelerated by internal displacement due to conflict and drought. Most of the water points mapped and quality surveys conducted indicated high levels of contamination in water supplies at source, point of collection and point of use. There is no national reference public health laboratory to check and monitor the quality of water. There are weaknesses in regulating and assuring water quality compounded by relatively poor understanding of how the water supplies become contaminated and the risks associated with the use of this water. Improvements in water quality will therefore require combined efforts from several institutions. Water treatment with chlorine has fairly good awareness in southern regions of Somalia, whereas, in Somaliland the ceramic filter is popular. However, usage for either of the methods is very low and majority of the population don't use the recommended water treatment methods. 12 | P a g e Hygiene and Sanitation Sanitation is an important and critical development issue, which, like other pertinent development issues needs serious consideration for sustainable development of the country‟s economy and management of water resources. Sanitation improvement is an imperative intervention needed to improve living conditions leading to a full healthy and productive life among the population. Sanitation improvement needs to be addressed in the context of an integrated development strategy, especially with water development strategies as the two are inevitably linked. The challenges related to sanitation in Somalia involve various issues, from the low level o f access to sanitation facilities and services as well as the low service coverage with poor quality of sanitation services to the lack of a legislative and institutional framework. The need for sanitation can be seen throughout the country. As in the water sector there are a number of structures with marginal responsibility for sanitation. The confusion surrounding whether full sanitation responsibility should fall under Ministry of Health, Local Government or the Ministry responsible for water has not been fully addressed. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report, access to basic sanitation stands at 16%, with 11% of population using shared facilities and 34% unimproved sanitation facilities. Open defecation rate stands at 39% nationally with 7% in urban areas and 60% in rural areas. Majority of Somali people don't have hand washing facilities at home. According to WASH KAP Survey 2015, less than half (44%) has a general hand washing facility. The region with the highest of this is South Central at 47%. The availability of this facility is lowest amongst IDPs and nomadic communities. According to UNICEF, an ideal hand washing facility must have a combination of water, soap and drainage. Although 44% of the households have a hand-washing facility only 10% of them have water and soap whilst 4% have a combination of water, soap and drainage. Further, access to sanitation facilities stands at 34%, with Somaliland having the highest access to sanitation at 74%. Access to hand-washing facility near the toilet area is very low and stands 12% nationally whereas access to water near the toilet area is as extremely low as 3% nationally; whereas, 20% of the population is not aware of how to dispose their garbage. Higher mentions are recorded in South Central, in rural areas and amongst nomadic communities. Burning is the method commonly used to dispose garbage but it is as low as 19%. The proportion of adults using pit latrines stands at 39%. Adults in IDPs that defecate in open air stands at 59%; whereas majority of nomads defecate in an open air or in the bush. Access to latrine with slabs stands at 8%. Access to private and communal latrines stands at 51% and 49% respectively. IDPs use communal latrines across the country. The average households that share latrines are almost 4 nationally, but vary among the different states and regions. 13 | P a g e Safe disposal of excreta, so that it does not contaminate the environment, water, food or hands, is essential for ensuring a healthy environment and for protecting personal health. In Somalia, the disposal of contents from a toilet/latrine is unsafe. 20% use it as fertilizer, 25% dump the contents in a forest, whilst 10% dump the content in a river. The community practices on management of latrines vary across the zones. Less than half (39%) empty the latrine when it is full and the same percentage don‟t know (39%) how to manage the latrine. 20% prefer to dig another latrine. A small portion stays without latrine (2%). More than two thirds of the population has never emptied their latrine. For many years hygiene and sanitation promotion and prevention education and communication Programs in Somalia have tended to be ad hoc, uncoordinated, isolated and often fail to learn lessons from previous initiatives. In particular the approaches used have been characterized by the use of cascade training and an emphasis on education of Somali populations as opposed to participatory approaches building on local knowledge promoting existing positive traditional practices. Sector siloes also limit the impact of approaches to community sanitation and hygiene used by each sector. The predominant form of sanitation investment of all types of aid in Somalia has been through programs subsidizing the construction of latrines. Despite this investment there is very little evidence of impact on the increased use of latrines or improved sanitation and hygiene. The current situation is also characterized by a high degree of un-sustainability and little sustained behavior change. New community based approaches for sanitation such as Community Led Total Sanitation, CLTS, have shown great promise globally and in Somalia. Communities are encouraged to review their own defecation patterns and the impact it has on their community. Through this analysis they then develop their own action plan towards their community becoming open defecation free (ODF). Since piloting CLTS in 2012, a total of 144 villages have achieved self-acclaimed ODF status. An additional 232 have been triggered and are on course to achieving ODF status. However, because of weak government engagement, scaling up of CLTS is a challenge. The sanitation sector and operational sewerage system never recovered from the challenges of the last 27 years and have received far less attention and funding from various stakeholders and investors. In the absence of a public sector provider, or enabling environment, individual waste collectors have assumed the role and recovered costs by charging households directly. Waste from the few functioning sanitation facilities and the waste gathered by the collectors are commonly deposited in dry river beds and landfills without consideration of publi c health or environmental degradation. Community latrines, since sewer systems servicing individual households are limited or non existent, are used by the majority of people who have access to sanitation. Migrations and displacement have considerably stressed the few existing systems found in peri-urban and temporary facilities have become permanent. Overall peri-urban sanitation & hygiene is at crisis levels. Acute watery diarrhea outbreaks are common and efforts to engage government to manage sanitat ion services have been 14 | P a g e unsuccessful. There are no national statistics on waste generation levels in Somalia. No national figures could be found for all wastes including hazardous wastes. The complexity of waste generated is increasing due to changing production patterns, increased urbanization, industrial and service activities. Nationally, it is estimated that less than 40% of the generated waste is collected for disposal. Waste collection and transportation is limited by inadequate equipment, personnel a nd financial resources facing all local authorities in Somalia. To bridge this gap, private sector involvement in waste management is growing in major cities across the country. Hazardous waste and healthcare waste is rarely incinerated. They indiscriminately disposed into the dumpsites where they get mixed with other wastes. Very few in urban centers operate a landfill. Most of the waste generated ends up in dumpsites where no waste compaction and capping take place. There are no recycling and composting technologies available in the country. The absence of adequate biohazard and biological waste management procedures in health institutions in both public and private sectors allows for uncontrolled outbreaks of contagious diseases and pose a serious public health problem. Hospital waste, like bio hazardous and biological waste, including disposable medical supplies (i.e., used needles, syringes and vials, gloves, surgical dressings and unused expired medicines) are scattered around at hospital premises. Owing to the lack of proper planning or control of bio hazardous waste management, the public is left unprotected from these hazardous and contentious wastes. The management and control of solid and liquid waste, as in many developing countries, remain a major problem in every town in Somalia. Empty plastic bags, items of domestic waste and rubbish bags filled with human faeces and food products are hanging in trees or scattered around in empty buildings or are left behind at plots of land. Urine-filled plastic bottles, chemical waste, used engine and motor oil, oil and petrol spills from petrol stations, and abandoned vehicles are signs that hazardous waste is not properly managed. Medical Waste Healthcare wastes, like bio hazardous and biological waste, including disposable medical supplies (i.e., used needles, syringes and vials, gloves, surgical dressings and unused expired medicines) are scattered around at health facility premises. Owing to the lack of proper planning or control of bio hazardous waste management, the public is left unprotected from these hazardous and contentious wastes. The absence of adequate biohazard and biological waste management procedures in health institutions in both public and private sectors allow for uncontrolled outbreaks of contagious diseases and is a threat to public health. In particular, there is no adequate incineration system in place in any of the health facilities. WASH in Schools WASH in Schools has been a component of many WASH programs over the years. However, there are few examples of these resulting in sustainable services at schools or in sustained behavior change. The most recent model for a more holistic approach to facility-based WASH (supported by USAID) has potential for better results. Furthermore, the inclusion of WASH facilities 15 | P a g e within the child-friendly schools component of the „Back to School‟ campaign may generate more interest and support to WASH in schools. WASH in Health Facilities Primary health care facilities are frequently the first point of care, especially for those in rural areas. They also are critical in responding to disease outbreaks, such as cholera. Yet, without WASH services, the ability of health care workers to carry out proper infection prevention and control measures and demonstrate to communities safe WASH practices, both of which are especially important in controlling and stopping outbreaks, is greatly compromised. However, there are no clear policy and plan of action for water and sanitation in healthcare facilities. There is no reliable data on the status of WASH in health facilities. In Somalia, there is no approach tested or recognized as the best practice; therefore, there is a need to develop an approach that works in this area. Resource constraints and a lack of clarity on what would be the best approaches have resulted in a very poor coverage of programs ensuring that health facilities have a minimum water and sanitation infrastructure and appropriate WASH behavior change elements of the services offered. Governance The governance of WASH sector goes beyond MoEWR to broader institutions and stakeholders. The institutional set up of the WASH sector institutions largely remain under-resourced leading to widespread institutional inertia. There are serious capacity gaps in human resources and management systems. Roles are not clear and often overlapping among different government institutions. Functions and structures are inconsistent and over-stretched giving additional burden to already meagre and minute resources available to the sector. In addition, management of WASH programs are highly centralized. With the prevailing poor resource base, the Ministries at the Federal level are unable to develop or enforce operational or technical guidelines and standards at Sub-national levels. Management structures, procedures and tools for technical support at all levels are either inadequate or absent. There is a lack of appropriate information on the WASH sector operations to enable objective decision making for the management and for policy makers. It is difficult to have proper record of the technical and professional staff available in the WASH sector. There are no harmonized and coordinated legal, regulatory and policy frameworks. The policies and acts in place remain draft for long in all institutions and are inconsistent with no monitoring and evaluation frameworks to measure the progress on the implementation of the policies. Almost all the government institutions consulted have a unit or a focal person in charge of WASH. They all belong to IMWSC and regularly attend the IMWSC meetings under the chairmanship of the Ministry of Energy and Water Resources Management. The responsibility for water resource management is not clearly defined in the Somalia context. Regions have an extremely varied approach to structures for institutional water management and responsibility. Water Codes, Laws and institutional structures have mainly been implemented in SL and PL. The Federal Government of Somalia (FGS) has recently developed a 16 | P a g e Water Act. There is however a consensus that water resources and management should be prioritized. Hygiene and sanitation issues are not well represented at institutional level. The Ministry of Health have public health department which is often the designated government counterpart but have little means to lead the sector. Urban sanitation is seen to be the mandate of local municipal authorities but in practice these authorities believe that this responsibility is limited to mainly sewerage (which doesn‟t exist) and solid waste management. Leaving a gap in responsibility for on-site sanitation which is the norm for around 99% of urban residents Sector coordination is often ensured through the “cluster”. Up until recently there was no Government committee appointed to ensure inter-ministerial coordination and this role was often ensured by the inter-cluster coordination mechanism. An inter-sectoral committee has now been established in Mogadishu, chaired by the Ministry of Energy and Water Resources with membership by Ministry of Health, Ministry of Education, Ministry of Public Works, Ministry of Planning, Ministry of Humanitarian Affairs, UNICEF and IOM which has potential to strengthen the oversight and coordination of the fragmented planning and implementation of WASH sector activities. Coordination at state, regional and district level is still managed by WASH cluster. The clusters structures at regional level are dominated by NGOs closely linked to the Cluster through their funding from Somalia Humanitarian Fund (SHF). Other WASH actors remain un-coordinated and private sector, Diaspora and Arab government instigated water projects often implement without adherence to standards or even good practice. New Technologies & Innovations There appear to be few examples of technical innovation in WASH sector but notable successes include among others small-scale water treatment systems - the three tank system introduced by IOM has potentiality of improving access to safe drinking water in riverine areas of SCZ. Solar pumping equipment installed on shallow wells and boreholes - the use of high quality components has resulted in systems which are low on maintenance costs and reliably provide water, even in remote areas of the country. Ceramic water filters – Locally manufactured have been distributed in a number of communities in Gedo, Bay, Galgadud and SL with good acceptance. Lined and covered „Baleys‟ – a pilot project constructed by Terre Solidari in PL improved the reliability of rainwater harvesting and provided fresh water which could be combined with saline borehole water to provide drinking water. Private Sector Involvement Publicly managed up to 1991, urban Water Supply Systems (WSS) and Sanitation Facilities and Services were already financially stressed and inadequate. Damaged and poorly maintained they rapidly became non-functional during the following 2 decades. WSS and Sanitation infrastructure did not receive public funding as well as substantial bilateral and private funding. The local private sector has developed, during that period, to fill the void created by the lack of public leadership in providing Water and Sanitation services. Entrepreneurs throughout the 17 | P a g e country have built berkads, drilled private boreholes, provided services throughout the main cities and to some extent improved WSS operation. PPPs were developed in 12 towns between 2000 and 2009 with the biggest being in Bosaso, Galkayo, Baidoa and Borama. Many of the urban water companies are now owned by a local investor who operates with local business people as shareholders. In general, these have had good results particularly in large cities like Boroma, Bosasso and Garowe. The notable success is the continued provision of water to users in Jowhar, Merka and Baidoa after the takeover of these towns by ICU and then AS. Despite the absence of any external support these companies (established between 2000 and 2005) managed to negotiate to bring in necessary inputs to keep the WSS operational. In the Somalia context government authority struggles to provide planning, policy, and regulation. SL and PL have reorganized their urban water sectors and largely established local WSS agencies and domestic public-private partnerships (PPP) under an EC funded program but there are obvious limitations in the south-central region. Decentralized water service delivery is clearly the right path for Somalia but questions around equity and water quality need to be addressed. A public-private partnership is an ideal and sustainable solution for water supply and waste management in urban cities. It can further be explored sustainable waste management and control as well as for funding of market development to promote waste recycling and sanitation and hygiene services of both solid and liquid waste management. Systems operated by the private sector provide water with relatively better hygienic quality, unlike the case with rural systems operated by communities themselves. PS operated systems provide water that is sold at US$ 5 and US$ 15 per cu. m during the wet and dry seasons, respectively. Comparatively, private operators in most developing countries sell water between US$ 0.4 and US$ 4.5 per cu. m on the average Role of the Civil Society Organizations in WASH Sector Non-Governmental and Civil Society Organizations play an important role in the provision of basic services to the people in the absence of strong central government. It is the fourth sector existing alongside and interacting with the state, development partners and private industry. However, the Government did not take broad view on the importance of Civil Society Organizations (CSOs). Over the past decades, there has been a considerable increase both in the number of CSOs and in the scope of their activities. They are playing an influential role in dealing with emergencies and humanitarian situations across the country. However, since the collapse of the former government and the emergence of the community based organizations; CSOs have had no defined space for their individual and collective participation. As a result, their influence on policies and service delivery has been limited. Most of the CSO focus on small scale WASH projects with little or no collaboration with the Government Institutions. Similarly, their interactions with the communities largely focused on stimulating community participation and little on voice strengthening. 18 | P a g e CSOs involved in WASH sector have no common voice or forum to exchange information and ideas. It is necessary to build a coalition and networking in order to accumulate CSO voices and be able to effectively advocate for 2030 SDGs, especially goal number 6. Like other CSO movements in the developing world; CSO's engaged in WASH Sector of Somalia doesn't have an advocacy plan or strategy to lobby for a shift in strategic approaches moving from emergency-based ad-hoc intervention to a more holistic development of the sector towards Universal WASH Coverage. WASH Sector Financing It is difficult to understand how the WASH sector of Somalia is financed. However, there are mainly four sources in financing the WASH sector such as tariffs, external aid, private sector and taxes. External finance plays a vital role in capacity development and provision of water and sanitation services. However, there is no statistics or information on the t rends of external aid to water and sanitation sector of Somalia; but the trend has grown globally from 2007. Over the period 2003-08 bilateral aid to water increased at an average annual rate of 15%. Multilateral aid also rose over the period 2003-08 (4% annually). However, in Somalia the trend remains unknown. There has been no attention given to focus on providing adequate financing to support more sustainable WASH service delivery in Somalia. The current financing arrangements failed to achieve any real progress in improving sustainable access to water or sanitation services . There have been no sufficient capital funds made available for the preventive maintenance and rehabilitation of the assets. The WASH budget must address both capital and operational as well as sources of income to determine any gaps. WASH Sector Monitoring and Early Warning System Government data collection network is non-existent, and the sector relies on information management program run by SWALIM. Somalia is lacking academic and research initiatives on the management of water and sanitation sector. The sector also lacks real understanding of its ground water potential. There is a hydro-meteorological monitoring network that combines manual rainfall, river monitoring stations and automatic weather stations with satellite based data transmission. There have also been some attempts to introduce drought mitigation and management approaches using a Combined Drought Index (CDI). The Somalia Water Sources Information Management System (SWALIM) has over 2,250 detailed records of strategic point water sources; this system has recently been upgraded. However, government institutions don‟t have the capacity and staff capable enough to manage the system as well as a vision to use the information for sector planning and coordination. Gender and Social Inclusion Women face the major burden of fetching water, often walking up to 10 km to get water in the dry season. The burden of fetching drinking water from outdoor sources falls disproportionately on girls and women. Throughout Somalia women and girls are the main providers of household water supply and sanitation, and have the primary responsibility for maintaining a clean home environment. The lack of access to safe water and sanitation facilities therefore affects women and girls most acutely. This considerably reduces the time women and girls have available for other activities such as childcare, income generation and school attendance. 19 | P a g e Girls often have to walk long distances to fetch water in the early morning. After such an arduous chore, they may arrive late and tired at school. Being „needed at home‟ is a major reason why children, especially girls from poor families, drop out of school. Providing water closer to homes increases girls‟ free time and boosts their school attendance. In addition, low access to quality WASH services negatively affects girls and women. When girls enter puberty, they are often forced to skip classes or drop out of school, because there are no separate toilets for them which guarantee a minimum of privacy. Lack of separate and decent sanitation and washing facilities discourages girls who are menstruating from attending full time, often adding up to a considerable proportion of school days missed. There is evidence to show that water and sanitation services are generally more effective if women take an active role in the various stages involved in setting them up, from design to planning, through to the ongoing operations and maintenance procedures required to make any initiative sustainable. A World Bank evaluation of 122 water projects found that the effectiveness of a project was six to seven times higher where women were involved than where they were not. 20 | P a g e SECTION THREE STRATEGIC DIRECTIONS The vision, mission, goal, values and principles are derived from the Draft WASH Policy and the National Development Plan for the Federal Government of Somalia. They intend to contribute to the achievement of the national development goals as well as the realization of the WASH related SDGs. Vision Adequate and safe water, hygiene and sanitation for all Mission Improved access to safe, affordable, equitable, sustainable and quality water and sanitation services, and increased adoption of hygienic practices at the personal, household and community levels, resulting in (i) reduced morbidity and mortality rates and (ii) enhanced people‟s health, productivity and quality of life Goal Ensure provision of safe, affordable, equitable, quality and sustainable management of water, hygiene and sanitation for all. Strategic Objectives vii. To increase access to safe water supply in urban and rural areas through a coordinated approach and achieve high coverage of piped water in l ine with the national and SDG goals and targets; viii. To increase equitable access to sustainable sanitation services, promote hygi ene behaviour change at scale and end open defecation in line with the national and SDG goals and targets; ix. To provide efficient, environmentally friendly and culturally appropriate sewerage management system and improve the management of liquid and hazardous wastes; x. To establish and strengthen the institutional, management and legal framework for the proper management of water resources as well as hygiene and sanitation services; xi. To promote community participation, private sector engagement, in-sectoral coordination and donor partnerships for the holistic and sustainable development of the sector; xii. To establish a robust and vibrant information management and early warning system to use for proper planning of the sector, track the progress, improve accountability and properly manage water resources, hygiene and sanitation services; 21 | P a g e Targets i. Increase equitable access to safe and affordable drinking water from 40% to 60% by 2023; ii. Increase access to child-friendly and gender sensitive WASH facilities with menstrual management facilities to 70% of primary and secondary schools by 2023; iii. Increase the percentage of people living in open defecation free environment to 70% by 2023; iv. Increase the use of hand-washing practice with water and soap to 70% by 2023; v. Increase the proportion of the garbage collected and disposed into appropriate dumping sites to 60% by 2023; vi. Ensure 70% of local governments have WASH units and basic laboratories to test water quality by 2023; Core Values and Principles The following values and principles provide the basis for the WASH Sector Strategic Plan: 1) Universal and equitable access to safe, affordable, cost-effective, and quality WASH services accessible to all people in Somalia. 2) Effective, transparent and accountable governance and leadership in managing the different components of the WASH system with decentralized management for the delivery of WASH services. 3) Building effective collaborative partnerships and coordination mechanisms engaging local community, national and international stakeholders and pursuing the aid effectiveness approaches. 4) Good quality services - well managed, sensibly integrated, available, accessible, accountable, affordable and sustainable (with a corresponding reduction in vertically driven, standalone programmes and projects). 5) Emphasis on prevention and control of priority WASH related diseases and health conditions. 6) Addressing the special needs of vulnerable groups, rural and pastoral communities . 7) Evidence-based interventions based on considered use of reliable WASH information. 22 | P a g e 8) Meaningful engagement and participation of citizens in the management and financing of the WASH services. 9) Increased and more diverse public-private partnerships. 10) Implementation of WASH financing systems that promotes equitable access to priority WASH services. 23 | P a g e SECTION FOUR WASH SECTOR POLICY PROIRITIES This section covers the WASH sector policy priorities reflected in the draft WASH sector policy and covered in the national development plan. 1. Chapter I “Water resource Management” 2. Chapter II “Hygiene and Sanitation” (waste management “solid and liquid” urban sanitation, rural sanitation, healthcare waste management) 3. Chapter III “WASH in Institutions” 4. Chapter IV “Leadership and Governance” (policy and legal framework, partnerships and coordination, monitoring, evaluation and learning, institutional development, etc) 5. Chapter V “WASH Sector Financing: 6. Chapter VI “Information management system including early warning and surveillance system; 7. Chapter VIII “WASH Infrastructure” 8. Chapter IX “WASH in Emergency” 24 | P a g e CHAPTER I WATER SERVICE DELIVERY Situation Analysis Somalia is both a water scarce country. Groundwater provides 80% of the domestic water supply, but the groundwater table is deep (100 to 300 m below the surface) which makes extraction expensive. Due to dissolved minerals the salinity is also very high. Despite the significance of the groundwater and the high costs of drilling, relatively little is known about the hydro-geology of the country (Balint Z. et al, 2011). Access to safe water is low across the country. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report, access to piped water stands at 19% nationally; whereas, access to basic water supply stands at 40% nationally. Most striking is the trends in water access indicating that WASH interventions have failed over the years to translate into concrete and sustainable improvements in access to safe and improved water sources. Surface water resources are dominated by the Shebelle and Juba River which are the source of the South‟s significant agricultural potential. Consequently, control of the riverine areas has been at the heart of much of the conflict over the last 27 years. Assessment and mapping of groundwater resources has been limited since the comprehensive surveys undertaken by Italian Hydro-geologists in the 1970s. Indiv idual hydro-geological surveys have been carried out to guide borehole drilling, but this has not been coordinated and very little of the data is consolidated. SWALIM recently undertook an assessment of groundwater potential in SL and PL and produced comprehensive maps and information to guide water development. However, there is limited capacity within the WASH sector actors to absorb and utilize this data. The aquifers in Somalia are a combination of shallow aquifers in the riverine areas that are recharged from surface water, and aquifers of often considerable depth elsewhere. Apart from the riverine areas, recharge of aquifers is relatively small, and a large proportion of groundwater draws from connected aquifer formations in neighboring Kenya and Eth iopia. Groundwater quality in Somalia is relatively poor, due to high levels of salinity. One of the major causes of this elevated mineral content is that the water is or has been in contact with easily dissolvable minerals. In addition, groundwater recharge is inadequate and confined to limited source areas; many aquifers receive no recharge at all and consist of old, highly mineralized fossil water. The network of functioning pastoral water supply structures is highly inadequate and leads to environmental degradation through overgrazing around existing water points. In recent years, rural water projects have focused on infrastructure rehabilitation. There is some evidence that the same water supplies will be routinely “rehabilitated” every 2-3 years by different organizations. This is both a failure of the approach to water interventions which are often short term, relief orientated and do not consider sustainability and of the responsible water authorities which do not maintain records of water projects. In the last 2 years a large number of boreholes (possibly over 50) have been drilled by contractors on the instructions of various Islamic governments under the umbrella of the Organization of Islamic Council (OIC). It appears that this drilling has been un-coordinated, un 25 | P a g e mapped and had minimal community participation. There are reports that some of these boreholes are not equipped to pump water. Water shortages are usually experienced during the long dry season (Jilaal). The typical response from aid agencies to drought is to fund water trucking to areas with temporary water supplies. It is estimated that millions of dollars have been spent on these temporary responses over the last 20 years. If funding had been pooled and spent on more permanent water supply solutions the need for water trucking would be greatly reduced. Urban water supply is relatively low and access to piped water stands at 19%. However, many of the urban & peri-urban poor (including IDPs) rely on small-scale water vendors who provide low quality water at a high price so that poor people pay up to five times more for water. Most of the water points mapped and quality surveys conducted indicated high levels of contamination in water supplies at source, point of collection and point of use. There is no national reference public health laboratory to check and monitor the quality of water. There are weaknesses in regulating and assuring water quality compounded by relatively poor understanding of how the water supplies become contaminated and the risks associated with the use of this water. Improvements in water quality will therefore require combined efforts from several institutions. Water treatment with chlorine has fairly good awareness in southern regions of Somalia, whereas, in Somaliland the ceramic filter is popular. However, usage for either of the methods is very low and majority of the population don't use the recommended water treatment methods. Critical Issues and Challenges 1. Low coverage of clean and safe water supply in both urban and rural areas. 2. Revival of the existing non-functioning water supply schemes and developing new water supply facilities. 3. Lack of proper management in operations and maintenance of urban and rural water supply systems. 4. High levels of contamination in water supply at source, point of collection and point of use. 5. Difficulty in setting tariffs to recover costs in managing operations and maintenance of water supply and ensuring equity for the poor and the marginalized communities. 6. Inadequate revenue and investment in water supply facilities. 7. Extremely limited technical know-how, skills and capacity in water resource management at all levels. 8. Low awareness and use of recommended household water treatment options. 26 | P a g e Goal Increase access to safe water supply in urban and rural areas through a coordinated approach and achieve high coverage of piped water in line with the national and i nternational goals (SDG); Strategic Objectives and Strategies Strategic Objective 1: To improve water supply coverage for the urban and rural population from the current average level of 40% to 70% by year 2023. Strategies: 1.1 Undertake systematic assessment on urban and rural water supply system across the country and develop national urban water supply programme. 1.2 Implement the national water supply programme to double the current coverage from 40% to 70% by 2023. 1.3 Develop and implement appropriate technology for rainwater harvesting. 1.4 Enhance water management systems to reduce and prevent wasteful water. 1.5 Develop waste water treatment systems that meet established environmental standards. Strategic Objective 2: To improve water quality and safety through provision of appropriate water treatment and quality control equipment and supplies by 2023. Strategies 2.1 Establish water quality (WQ) testing facilities at the federal level, equipped gradually with all advanced analytical equipment. 2.2 Establish WQ labs with trained staff and necessary equipment one in each state, initially with basic water testing equipment to be able to do a range of parameters – physical, microbiological and chemical) for the most common parameters. 2.3 Undertake testing and quality assurance for all new water points before the communities use the water supply and publish/share the results with local authorities. 2.4 Conduct annual spot tests of randomly selected water points and keep the records at local authority level. 27 | P a g e 2.5 Procure and distribute field test-kits (presence/absence tests) to remote communities for occasional spot checks of household treatment of water supplies. Strategic Objective 3: To develop human resources for carrying out sustainable water supply services by 2023. Strategies: 3.1 Conduct systematic inventory and head-count on available human resource for water resource management in conjunction with systematic training needs assessment; 3.2 Develop and implement capacity building programme on water engineers, technicians and managers; 3.3 Institute robust affordable system for supportive supervision on water resource management; 3.4 Establish national water resource management institute; 3.5 Train water technicians on water sampling and water quality test kit operation and maintenance; Strategic Objective 4: To improve capacity on research on appropriate technology for local condition, durable use of sustainable materials for water supply such as good quality polyvinyl chloride (PVC) or chlorinated polyvinyl chloride (CPVC) water supply pipes by 2023. Strategies: 4.1 Develop viable management system for the operation and maintenance of water facilities. 4.2 Introduce appropriate technology for local conditions to support the water supply distribution. 4.3 Install solar systems on shallow wells and boreholes. 4.4 Introduce locally appropriate, community-maintainable technologies such as hand pumps, ceramic water filters, gravity pipe schemes, household water treatment technologies, bio-sand filters, solar disinfection, etc to improve rainwater harvesting and provide fresh drinking water. 4.5 Introduce appropriate and community-maintainable technologies that best suit local conditions to de-salinate drinking water. 28 | P a g e Performance Framework S.N INDICATOR BASELI NE TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 % of households with access to safe water supply. 40% 42% 45% 50% 58% 70% JMP 2017 2 % of households using appropriate water treatment options. 10? 20% 40% 60% 80% 90% WASH KAP Survey 3 Number of water treatment products granted market authorization. N.A 1 2 3 4 5 Document rev iew 4 % of water treatment schemes implementing water safety plans; N.A 20% 40% 60% 70% 80% Superv ision report 5 % of water supply points/facilit ies regulated. N.A 20% 40% 60% 70% 80% Document rev iew 6 Number of States with advanced water quality (WQ) testing facilit ies. N.A 2 4 6 6 6 Superv ision report 7 Existence of national water resource management institute. 0 1 1 1 1 1 Document rev iew 8 Number of water engineers, managers, and technicians who graduated from certified training institutions. N.A 0 0 20 40 80 Training report 9 Number of districts with adequate field test-kits for spot-checks of HH water treatment. N.A 8 16 34 68 92 Superv ision report Financing Estimates for Water Resource Management Objective 2018 2019 2020 2021 2022 TOTAL USD To improve water supply coverage for the urban and rural population from the current average level of 40% to 70% by year 2023. $10,000,000 $20,000,000 $30,000,000 $35,000,000 $40,000,000 $135,000,000 To improve water quality and safety through provision of appropriate water treatment and quality control equipment and supplies by 2023. $1,000,000 $2,000,000 $3,000,000 $2,000,000 $1,500,000 $9,500,000 To develop human resources for carrying out sustainable water supply serv ices by 2023. $5,00,000 $1,000,000 $1,500,000 $1,500,000 $1,500,000 $6,000,000 To improve capacity on research on appropriate technology for local condition, durable use of sustainable materials for water supply such as good quality galvanized steel water supply pipes by 2023. $300,000 $5,00,000 500,000 $200,000 $200,000 $1,700,000 TOTAL $152,200,000 29 | P a g e CHAPTER II HYGIENE AND SANITATION Situation Analysis Sanitation is an important and critical development issue, which, like other pertinent development issues needs serious consideration for sustainable development of the country‟s economy and management of water resources. The challenges related to sanitation in Somalia involve various issues, from the low level of access to sanitation facilities and services as well as the low service coverage with poor quality of sanitation services to the lack of a legislative and institutional framework. The need for sanitation can be seen throughout the country. As in the water sector there are a number of structures with marginal responsibility for sanitation. The confusion surrounding whether full sanitation responsibility should fall under Ministry of Health, Local Government or the Ministry responsible for water has not been fully addressed. According to WHO-UNICEF Joint Monitoring Program (JMP) 2017- SDG launch report, access to basic sanitation stands at 16%, with 11% of population using shared facilities and 34% unimproved sanitation facilities. Open defecation rate stands at 39% nationally with 7% in urban areas and 60% in rural areas. Majority of Somali people don't have hand washing facilities at home. Less than half (44%) has a general hand washing facility. The region with the highest of this is South Central at 47%. The availability of this facility is lowest amongst IDPs and nomadic communities. According to UNICEF, an ideal hand washing facility must have a combination of water, soap and drainage. Although 44% of the households have a hand-washing facility only 10% of them have water and soap whilst 4% have a combination of water, soap and drainage. Further, access to sanitation facilities stands at 34%, with Somaliland having the highest access to sanitation at 74%. Access to hand-washing facility near the toilet area is very low and stands 12% nationally whereas access to water near the toilet area is as extremely low as 3% nationally. According to the results of the WASH KAP Survey 2015, 20% of the population is not aware of how to dispose their garbage. Higher mentions are recorded in South Central, in rural areas and amongst nomadic communities. Burning is the method commonly used to dispose garbage but it is as low as 19%. The proportion of adults using pit latrines stands at 39%. Adults in IDPs that defecate in open air stands at 59%; whereas majority of nomads defecate in an open air or in the bush. Access to latrine with slabs stands at 8%. Access to private and communal latrines stands at 51% and 49% respectively. IDPs use communal latrines across the country. The average households that share latrines are almost 4 nationally, but vary among the different states and regions. Safe disposal of excreta, so that it does not contaminate the environment, water, food or hands, is essential for ensuring a healthy environment and for protecting personal health. In Somalia, t he 30 | P a g e disposal of contents from a toilet/latrine is unsafe. 20% use it as fertilizer, 25% dump the contents in a forest, whilst 10% dump the content in a river. The community practices on management of latrines vary across the zones. Less than half (39%) empty the latrine when it is full and the same percentage don‟t know (39%) how to manage the latrine. 20% prefer t o dig another latrine. A small portion stays without latrine (2%). More than two thirds of the population has never emptied their latrine. For many years hygiene and sanitation promotion and prevention education and communication Programs in Somalia have tended to be ad hoc, uncoordinated, isolated and often fail to learn lessons from previous initiatives. In particular the approaches used have been characterized by the use of cascade training and an emphasis on education of Somali populations as opposed to participatory approaches building on local knowledge promoting existing positive traditional practices. Sector siloes also limit the impact of approaches to community sanitation and hygiene used by each sector. The predominant form of sanitation investment of all types of aid in Somalia has been through programs subsidizing the construction of latrines. Despite this investment there is very little evidence of impact on the increased use of latrines or improved sanitation and hygiene. The current situation is also characterized by a high degree of un-sustainability and little sustained behavior change. New community based approaches for sanitation such as Community Led Total Sanitation, CLTS, have shown great promise globally and in Somalia. Communities are encouraged to review their own defecation patterns and the impact it has on their community. Through this analysis they then develop their own action plan towards their community becoming open defecation free (ODF). Since piloting CLTS in 2012, a total of 144 villages have achieved self-acclaimed ODF status. An additional 232 have been triggered and are on course to achieving ODF status. However, because of weak government engagement, scaling up of CLTS is a challenge. The sanitation sector and operational sewerage system never recovered from the challenges of the last 26 years and have received far less attention and funding from various stakeholders and investors. In the absence of a public sector provider, or enabling environment, individual waste collectors have assumed the role and recovered costs by charging households directly. Waste from the few functioning sanitation facilities and the waste gathered by the collectors are commonly deposited in dry river beds and landfills without consideration of public health or environmental degradation. Community latrines, since sewer systems servicing individual households are limited or non existent, are used by the majority of people who have access to sanitation. Migrations and displacement have considerably stressed the few existing systems found in peri -urban and temporary facilities have become permanent. Overall peri -urban sanitation & hygiene is at crisis levels. Acute watery diarrhea outbreaks are common and efforts to engage government to manage sanitation services have been unsuccessful. There are no national statistics on waste generation levels in Somalia. No national figures could be found for all wastes including hazardous wastes. The complexity of w aste generated is 31 | P a g e increasing due to changing production patterns, increased urbanization, industrial and service activities. Hazardous waste and healthcare waste is rarely incinerated. They indiscriminately disposed into the dumpsites where they get mixed with other wastes. Very few in urban centers operate a landfill. Most of the waste generated ends up in dumpsites where no waste compaction and capping take place. There are no recycling and composting technologies available in the country. Hospital waste, like bio hazardous and biological waste, including disposable medical supplies (i.e., used needles, syringes and vials, gloves, surgical dressings and unused expired medicines) are scattered around at hospital premises. Owing to the lack of proper planning or control of bio hazardous waste management, the public is left unprotected from these hazardous and contentious wastes. The management and control of solid and liquid waste, as in many developing countries, remain a major problem in every town in Somalia. Empty plastic bags, items of domestic waste and rubbish bags filled with human feces and food products are hanging in trees or scattered around in empty buildings or are left behind at plots of land. Urine-filled plastic bottles, chemical waste, used engine and motor oil, oil and petrol spills from petrol stations, and abandoned vehicles are signs that hazardous waste is not properly managed. Critical Issues and Challenges 1. Extremely low coverage of sewerage and non-sewerage sanitation coverage for the population in both urban areas. 2. Lack of appropriate dumping sites for solid and liquid wastes from both domestic and industrial productions. 3. Indiscriminate dumping of hazardous and healthcare wastes with domestic wastes due to lack of proper incineration system leaving the public unprotected from hazardous and contentious wastes. 4. Difficulty in setting tariffs to recover costs in managing operations and maintenance of sanitation supply and ensuring equity for the poor and the marginalized communities. 5. Inadequate revenue and investment in sanitation supply 6. Challenges in scaling up CLTS across the country. 7. Limited technical know-how and capacity of institutions in-charge for hygiene promotion and sanitation improvement. 32 | P a g e Goal: Increase equitable access to sustainable sanitation services, promote hygiene behaviour change at scale and end open defecation in line with the national and international goals (SDG); Strategic Objectives and Priority Strategies Strategic Objective 1: To improve sewerage and non-sewerage sanitation coverage for urban and rural population to 70% by 2023. Strategies: 1.1 Construct communal toilets for slums, IDPs and informal settings and facilitate the management of public toilets under local management; 1.2 Arrange collection and transport of sludge and treatment in drying beds. 1.3 Increase proportion of villages that are free of open defecation. 1.4 Increase proportion of households practising correct water treatment methods and safe storage. 1.5 Increased institutional sanitation facilities to meet the full range of special needs including people with disabilities. 1.6 Increase availability of sanitation materials, supplies and equipment. 1.7 Establish reliable supply chain system for sanitation supplies at all levels. Strategic Objective 2: To support and provide sanitation and hygiene education that will improve peoples‟ health and quality of life through acceptable hygienic practices by 2023. Strategies: 2.1 Increase proportion of households practicing hand washing with soap or a substitute at critical times using appropriate and culturally sensitive strategies and tools. 2.2 Make annual WASH „recognition‟ and assess ODF declarations and devise rewards for achieving ODF status. 2.3 Increase, scale up and sustain ODF villages in Somalia. 2.4 Raise public awareness on integrated solid waste management. 33 | P a g e 2.5 Raise public awareness on empting latrines and proper disposing of sludge. 2.6 Create awareness on menstrual hygiene and improve menstrual hygiene facilities at household, community and in public institutions. 2.7 Educate mothers about the WASH related diseases and how to prevent these especially in children. Strategic Objective 3: To have sanitation systems that are designed and constructed in a manner that they provide effective protection against disease transmission and environmental impact of waste disposal by 2023. Strategies: 3.1 Support the development of evidence-based sanitation marketing strategy. 3.2 Build the capacity of the private sector to engage on a business footing to develop and promote appropriate and affordable sanitation products. 3.3 Create and strengthen incentives such as lines of credit and tax breaks for the private sector to participate in the sanitation market and improve collaboration. 3.4 Develop products and services that respond to consumer preferences. 3.5 Create marketing messages and communication plans to promote these products and services to consumers. Strategic Objective 4: To develop human resources for carrying out sustainable hygiene and sanitation services by 2023. Strategies: 4.1 Conduct systematic inventory and head-count on available human resource for hygiene and sanitation in conjunction with systematic training needs assessment; 4.2 Develop and implement capacity building programme on environmental health, hygiene and sanitation. 4.3 Conduct cascade training CLTS training focusing on the four major steps (pre-triggering, triggering, post-triggering and scaling-up). 4.4 Institute robust affordable system for supportive supervision & post -triggering follow-up. 4.5 Train artisans focusing on hygiene & sanitation promotion, slab production, basic business (marketing and sales promotion) and sales management. 34 | P a g e 4.6 Train environmental health experts and sanitarians on proper handling and disposal of hazardous wastes (chemical, biological and healthcare wastes including water sampling and water quality test kit operation and maintenance. Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 % of households with access to improved latrines. 16% 20% 30% 40% 50% 70% JMP 2017 2 Number of regions with at least 1 sanitation market centre. N.A 3 6 9 12 18 Superv ision report 3 Number of open defecation free v illages. 144 288 576 1152 2304 4608 Declaration reports 4 % of households practicing proper handling and storage of solid and waste. N.A 30% 40% 50% 60% 70% WASH KAP Survey 5 % of households with their latrines emptied and properly disposed. 30% 40% 50% 60% 70% WASH KAP Survey 6 % of households practicing hand washing with soap at critical times. 30% 40% 50% 60% 70% WASH KAP Survey 7 % of population practicing oral hygiene during morning and evening. N.A 30% 40% 50% 60% 70% WASH KAP Survey 8 % of women practicing menstrual hygiene. N.A 30% 40% 50% 60% 70% WASH KAP Survey Financing Estimates Objective 2018 2019 2020 2021 2022 TOTAL USD To improve sewerage and non sewerage sanitation coverage for urban and rural population to 70% by 2023. $6,000,000 8,000,000 $10,000,000 $12,000,000 $14,000,000 $50,000,0000 To support and provide sanitation and hygiene education that will improve peoples‟ health and quality of life through acceptable hygienic practices by 2023. $1,000,000 $1,500,000 $2,000,000 $2,000,000 $2,000,000 $9,500,000 To have sanitation systems that are designed and constructed in a manner that they provide effective protection against disease transmission and environmental impact of waste disposal by 2023. $500,000 $900,000 $1,000,000 $1,000,000 $1,000,000 $4,400,000 To develop human resources for carrying out sustainable hygiene and sanitation serv ices by 2023. $500,000 $700,000 $900,000 $1,000,000 $1,100,000 $4,200,000 35 | P a g e TOTAL $68,100,000 CHAPTER THREE WASH IN OTHER SECTORS Situation Analysis Evidence for the strong link between water, hygiene and sanitation with health, nutrition, education, food security and economic is overwhelming. Not only does good sanitation and hygiene significantly reduce the risk of morbidity and mortality from major killers like diarrhea, malaria and pneumonia it has also been shown to reduce stunting and the risk of wasting as well as increased reduced attrition and dropout rates. Safe water, good sanitation and hygiene practices are also connected to lifelong and intergenerational impacts on cognitive abilities, earnings, and poverty reduction WASH in Schools has been a component of many WASH programs over the years. However, there are few examples of these resulting in sustainable services at schools or in sustained behavior change. The most recent model for a more holistic approach to facility-based WASH (supported by USAID) has potential for better results. Furthermore, the inclusion of WASH facilities within the child-friendly schools component of the „Back to School‟ campaign may generate more interest and support to school WASH. There are no clear policy and plan of action for water and sanitation in healthcare facilities. There is no reliable data on the status of WASH in health facilities. In Somalia, there is no approach tested or recognized as the best practice; therefore, there is a need to develop an approach that works in this area. Resource constraints and a lack of clarity on what would be the best approaches have resulted in a very poor coverage of programs ensuring that health facilities have a minimum water and sanitation infrastructure and appropriate WASH behavior change elements of the services offered. Primary health care facilities are frequently the first point of care, especially for those i n rural areas. They also are critical in responding to disease outbreaks, such as cholera. Yet, without WASH services, the ability of health care workers to carry out proper infection prevention and control measures and demonstrate to communities safe WASH practices, both of which are especially important in controlling and stopping outbreaks, is greatly compromised. Healthcare wastes, like bio hazardous and biological waste, including disposable medical supplies (i.e., used needles, syringes and vials, gloves, surgical dressings and unused expired medicines) are scattered around at health facility premises. Owing to the lack of proper planning or control of bio hazardous waste management, the public is left unprotected from these hazardous and contentious wastes. The absence of adequate biohazard and biological waste management procedures in health institutions in both public and private sectors allows for uncontrolled outbreaks of contagious diseases and is a threat to public health. In particular, there is no adequate incineration system in place in most of the health facilities. 36 | P a g e Critical Issues and Challenges 1) Extremely low proportion or total lack of Increase of schools with users-friendly clean, hygienic toilets with hand washing and proper waste management facilities. 2) Lack of proper incineration system for medical wastes in healthcare institutions. 3) Lack of strategies and policies to scale up school-led total sanitation. 4) Lack of menstrual hygiene facilities and supplies (dignity kits) in schools. Goal Ensure equitable, good quality, easily accessible, affordable and sustainable safe water, sanitation and hygiene services delivered to all school children, patients, and staff including those with special needs for better health and well -being. Strategic Objectives and Priority Strategies Strategic Objective 1: To improve access to gender-sensitive, child friendly and safe water, sanitation and hygiene facilities in public institutions (schools, health facilities and community toilets) for better health and wellbeing for school children, patients, and communities by 2023. Strategies 1) Increase proportion of health facilities (health posts, health centres, hospitals) with adequate water, latrine & hand washing facilities; 2) Rehabilitate water systems, toilets and hand washing facilities as well as incineration systems to improve the existing situations of hygiene and sanitation in health facilities; 3) WASH education module added to the curriculum of community health workers to orient on key WASH messages; 4) Integrate WASH promotion in national health campaigns and outreach activities such as national immunization days; 37 | P a g e Strategic Objective 2: To build human resource capacity for improved school water, sanitation and hygiene service delivery which is gender sensitive and child friendly by 2023. Strategies 1) Rehabilitate water systems, toilets and hand washing facilities to improve the existing situations of hygiene and sanitation in schools; 2) Initiate and rollout school led total sanitation programmes in all public and private schools; 3) Set up school sanitation and hygiene clubs as part of child to child activities in schools. 4) Integrate WASH in national teacher training programme and into primary and secondary education curriculum and text-books; 5) Provide cascade training on water, hygiene and sanitation related topics reaching at least two teachers per school in Somalia; 6) Establish national water and sanitation institute (academy) to train WASH engineers and technicians 7) Create awareness on menstrual hygiene and improve menstrual hygiene facilities in schools; 8) Incorporate Sanitation and Hygiene implementation tools and approaches into the training curricula of higher teaching institutions; Strategic Objective 3: To influence communities to participate in planning, construction, use and maintenance of user friendly water and sanitation facilities for schools, health institutions and communities by 2023. Strategies 4.1 Establish community funding mechanisms to support the implementation and sustainability of WASH in institutions by 2023 4.2 Raise the awareness of school children, their families and communities on hygiene practices; Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 38 | P a g e 2018 201 9 202 0 202 1 202 2 2023 1 % of schools with adequate gender and disability sensitive latrines. N.A 20 % 30 % 40 % 50 % 60% School Census 2 % of schools with access to improved water supply system. N.A 20 % 30 % 40 % 50 % 60% School Census 3 % of adolescent girls in upper primary and secondary schools with access to dignity kit (menstrual hygiene kits) in schools. N.A 30 % 50 % 70 % 80 % 90% School Census 4 Proportion of prisons with access to improved water supply system. N.A 20 % 30 % 40 % 50 % 60% Prison Assessment 5 Proportion of prisons with access to adequate gender and disability sensitive latrines. N.A 20 % 30 % 40 % 50 % 60% Prison Assessment 6 % of health facilit ies with adequate gender and disability sensitive latrines for patients, prov iders and clients. N.A 40 % 60 % 80 % 90 % 100 % HFA 7 % of health facilit ies with access to improved water supply system for patients, prov iders and clients. N.A 40 % 60 % 80 % 90 % 100 % HFA 8 % of health facilit ies with access to appropriate medical waste disposal system (incineration system). N.A 40 % 60 % 80 % 90 % 100 % HFA 9 Existence of supplementary curriculum about hygiene promotion in schools. 0 1 Curriculum rev iew 10 Number of teachers trained on hygienic practices and promotion. N.A 500 150 0 250 0 350 0 5000 Training reports Financing Estimates Objective 2018 2019 2020 2021 2022 TOTAL USD To improve access to gender sensitive, child friendly and safe water, sanitation and hygiene facilit ies in public institutions (schools, health facilit ies and community toilets) for better health and wellbeing for school children, patients, and communities by 2023. $3,000,000 $5,000,000 $5,500,000 $6,000,000 $6,500,000 $26,000,000 To build human resource capacity for improved school water, sanitation and hygiene serv ice delivery which is gender sensitive and child friendly by 2023. $100,000 $150,000 $200,000 $250,000 $300,000 $1,100,000 To influence communities to participate in planning, construction, use and maintenance of user friendly water and sanitation facilit ies for schools, health institutions and communities by $200,000 $350,000 $400,000 $250,000 $150,000 $1,350,000 39 | P a g e 2023. TOTAL $28,450,000 40 | P a g e CHATER FOUR LEADERSHIP AND GOVERNANCE Situation Analysis The governance of WASH sector goes beyond MOEWR to broader institutions and stakeholders. The institutional set up of the WASH sector institutions largely remain under-resourced leading to widespread institutional inertia. There are serious capacity gaps in human resources and management systems. Roles are not clear and often overlapping among different government institutions. Functions and structures are inconsistent and over-stretched giving additional burden to already meagre and minute resources available to the sector. In addition, management of WASH programs are highly centralized. With the prevailing poor resource base, the Ministries at the Federal level are unable to develop or enforce operational or technical guidelines and standards at sub-national levels. Management structures, procedures and tools for technical support at all levels of the organizational system are either inadequate or absent. There is a lack of appropriate information on the WASH sector operations to enable objective decision making for the management and for policy makers. It is difficult to have proper record of the t echnical and professional staff available in the WASH sector. There are no harmonized and coordinated legal, regulatory and policy frameworks. The policies and acts in place remain draft for long in all institutions and are inconsistent with no monitoring and evaluation frameworks to measure the progress on the implementation of the policies. The responsibility for water resource management is not clearly defined in the Somalia context. Somali regions have an extremely varied approach to structures for institutional water management and responsibility. Similarly, hygiene and sanitation issues are not well represented at institutional level. The Ministry of Health and Human Serv ices has public health department which is often the designated government counterpart but have little means to lead the sector. Urban sanitation is seen to be the mandate of local municipal authorities but in practice these authorities believe that this responsibility is limited to mainly sewerage (which doesn‟t exist) and solid waste management. Leaving a gap in responsibility for on-site sanitation which is the norm for around 99% of urban residents Sector coordination is often ensured through the “cluster”. Up until recently there was no Government committee appointed to ensure inter-ministerial coordination and this role was often ensured by the inter-cluster coordination mechanism. A WASH inter-sectoral committee has now been established in Mogadishu, chaired by the Ministry of Energy and Water Resources with membership by Ministry of Health and Human Serv ices(MoH&HS), Ministry of Education, Culture and Higher Education(MoECHE), Ministry of Humanitarian Affairs and Disaster Management (MoHADM), Ministry of Public Works, Reconstruction and Housing(MoPWRH), Ministry of Planning, Investment and Economic Development(MoPIED) and UNICEF which has potential to strengthen the oversight and coordination of the fragmented planning and implem entation of WASH sector activities. Coordination at regional and district level is still managed by WASH cluster. The clusters structures 41 | P a g e at regional level are dominated by NGOs closely linked to the Cluster through their funding from Common Humanitarian Fund (CHF). Other WASH actors remain un-coordinated and private sector, Diaspora and Arab government instigated water projects often implement without adherence to standards or even good practice. Critical Issues and Challenges 1) Existing laws and regulations remain draft. 2) The leadership and stewardship role of the Government is very weak. 3) Government has no role over the procurement and management of WASH contracts which remain in the hands of development partners. 4) Weak sector coordination structures and arrangements at all levels. 5) Weak public private partnership (PPP) in the provision of WASH services and procurement of WASH supplies 6) Lack of public accountability mechanism including meaningful representation from vulnerable groups. Strategic Goal Strengthen the leadership, governance, institutional and m anagement capacity of the WASH sector to deliver efficient and effective WASH programmes and services. Strategic Objectives and Priority Strategies Strategic Objective 1: To create enabling environment through provision of appropriate legal framework and provide the necessary capacities for implementation by 2023. Strategies 1.1 Disseminate national WASH policy and national water act. 1.2 Establish and provide resources for the effective functioning of water and sanitation regulatory bodies. 1.3 Develop a system to monitor the compliance and enforcement of policies and regulations. 42 | P a g e Strategic Objective 2: To enhance and streamline the governance, leadership and management systems and capacities at all levels by 2023. Strategies 2.2 Review the functions, structures, roles and responsibilities of the Line Ministries in line with the Federal Constitution. 2.3 Develop clear-cut and effective line of communications between Federal, State, Region and District levels and vice versa. 2.4 Develop and implement leadership and management capacity building plan in line with the updated functions, roles and responsibilities. 2.5 Develop and implement governance and management framework for all WASH facilities and infrastructures (Boreholes, Dams, Dumping Sites, etc). Strategic Objective 3: To provide a viable oversight, sector planning, monitoring and supervision system from national to district levels by 2023. Strategies 3.1 Develop tools for sector-wide planning, supervision, monitoring, review and evaluations including meaningful involvement of service users and communities including hard-to reach areas. 3.2 Develop annual plans (consolidated plan from districts, regions and states) inclusive of all actors (Government, Civil Society, Private Sector, Development Partners, Academic and Training Institutions, etc). 3.3 Undertake joint review missions, based on annual performance review report and organize annual WASH sector review forum to discuss the joint review mission findings and recommendations. Strategic Objective 4: To enhance coordination, alignment and harmonization of development and humanitarian assistance with development partners, implementing agencies, civil society and private sector by 2023. Strategies 4.1 Review the WASH sector coordination arrangements and structures including its membership, terms of references and meeting procedures. 43 | P a g e 4.2 Strengthen IMWSC and cascade the IMWSC at state level - maximising stakeholder participation and collaboration. 4.3 Develop and adopt Somalia WASH sector partnership compact. 4.4 Develop monitoring framework for the Somalia WASH sector partnership compact. 4.5 Strengthen capacity of coordinating structures at federal, state, region and district levels. 4.6 Develop joint funding arrangement based on the WASH sector compact. 4.7 Develop policy and guidelines for Public-Private Partnership based on WASH sector compact to ensure long-term sustainability of the sector. 4.8 Develop common management approaches across the sector by all partners, covering procurement, disbursement and accounting of funds, and joint reviews of WASH sector performance in line with agreed Partnership Principles between federal government and development partners. Strategic Objective 5: To develop and improve the capacity of communities and the involvement of people in community project decision making by 2023. Strategies 5.1 Establish community WASH committees with clear operational protocols and guidelines ensuring meaningful involvement of women and other vulnerable groups; 5.2 Strengthen citizen and civil society engagement and accountability in management and review of WASH services; 5.3 Build the capacity of the community WASH committees and civil society organizations in water resource management as well as in hygiene and sanitation improvements using participatory methodologies such as PHAST and CHAST; Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Number of districts with district WASH management teams. N.A 40 50 60 70 80 Superv ision report 2 % of development partners effected with valid partnership contracts by Federal and State administrations, N.A 40% 60% 80% 90% 100% DAD 3 Number of policy and legal N.A 1 2 3 4 5 Document 44 | P a g e documents approved and published. rev iew 4 Existence of annual work plans and budgets linked to WASH priorities. N.A. 1 1 1 1 1 Document rev iew 5 Number of WASH sector coordination meetings held, minutes documented and actions followed up. N.A 4 4 4 4 4 Meeting minutes 6 % of water and sanitation facilit ies with community WASH committees. N.A. 20% 30% 60% 80% 90% Superv ision report 7 Number of WASH sector regulatory bodies established and functioning. N.A. 1 2 3 3 3 Document rev iew 8 Number of senior and mid-level managers attended certified leadership & management courses. N.A 20 40 60 80 100 Training reports Financing Estimates Objective 2018 2019 2020 2021 2022 TOTAL USD To create enabling environment through provision of appropriate legal framework and provide the necessary capacities for implementation by 2018. $1,000,000 $500,000 $300,000 $200,000 $100,000 $2,100,000 To enhance and streamline the governance, leadership and management systems and capacities at all levels by 2023. $500,000 $1,000,000 $500,000 $500,000 $300,000 $2,800,000 To prov ide a v iable oversight, sector planning, monitoring and superv ision system from national to district levels by 2023. $500,000 $500,000 $500,000 $500,000 $500,000 2,500,000 To enhance coordination, alignment and harmonization of development and humanitarian assistance with development partners, implementing agencies, civ il society and private sector by 2023. $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 To develop and improve the capacity of communities and the involvement of people in community project decision making by 2023. $300,000 $1,000,000 $500,000 $500,000 $400,000 $1,800,000 TOTAL $8,900,000 45 | P a g e CHAPTER FIVE WASH SECTOR FINANCING Situation Analysis It is difficult to understand how the WASH sector of Somalia is financed. However, there are mainly four sources in financing the WASH sector such as tariffs, external aid, private sector and taxes. External finance plays an important role in capacity development and provision of water and sanitation services. However, there is no statistics or information on the t rends of external aid to water and sanitation sector of Somalia; but the trend has grown globally from 2007. Over the period 2003-08 bilateral aid to water increased at an average annual rate of 15%. Multilateral aid also rose over the period 2003-08 (4% annually). However, in Somalia the trend remains unknown. There has been no attention given to focus on providing adequate financing to support more sustainable WASH service delivery in Somalia. The current financing arrangements failed to achieve any real progress in improving sustainable access to water or sani tation services. There has been no sufficient capital funds made available for the preventive maintenance and rehabilitation of the assets. The WASH budget must address both capital and operational as well as sources of income to determine any gaps. Critical Issues and Challenges 1. Lack of understanding of the full life-cycle costs of providing and sustaining WASH services in Somalia and identify finances required to implement the Plan; 2. Extremely limited government budgetary allocations for WASH sector; 3. Lack of pro-poor WASH sector financing policy; 4. Difficult procedures for accessing donor funding; 5. Inequitable and inefficient allocation of WASH sector resources; 6. Water resources and sanitary facilities are unaffordable to the majority of Somali people; 7. Weak coordination and harmonization of external funding; and 8. Lack of system to track WASH sector funding and expenditure. Strategic Goal Create sustainable WASH sector financing system by increasing Government allocation and local financing, diversify income sources and introduce common basket funding through SWAp 46 | P a g e Strategic Objectives and Strategic Priorities Strategic Objective 1: To ensure equitable access to safe, affordable and quality water and sanitation services and secure adequate level of funding needed to achieve national WASH and WASH related sustainable development goals by 2023. Strategies 1.1 Develop pro-poor WASH sector financing policy and implementation strategy (including development of clear criteria for determining vulnerability). 1.2 Undertake series of advocacy and lobbying to increase government allocation to WASH sector to minimum 7% by 2023. 1.3 Develop and implement WASH sector resource mobilization strategy. 1.4 Develop sound, efficient and effective financial and procurement management systems for the WASH sector. 1.5 Develop and institutionalize national and sub-national WASH financial accounts to track flow of financial resources. Strategic Objective 2: To ensure equitable and efficient allocation and use of WASH sector resources at all levels by 2023. Strategies 2.1 Develop and implement equitable needs-based criteria for allocating financial resources. 2.2 Harness the NGO and private sector resources through contractual arrangements in pursuit of national development goals. 2.3 Develop provider payment mechanisms that create incentives for greater productivity, efficiency and equity. 2.4 Introduce and institutionalize WASH sector efficiency monitoring system including measurement of reductions inequalities. Strategic Objective 3: To introduce and gradually increase communities‟ obligations for paying for operations and maintenance costs of water schemes and increase communities‟ participation in financing their water supply projects by 2023. 47 | P a g e Strategies 3.1 Set reasonable tariffs avoiding politically pricing of water resources; 3.2 Mobilize the community to contribute to the costs required to achieve long-term sustainability of water supply and sanitation systems; 3.3 Establish management systems for billing and customer management to ensure financial viability of services delivered; 3.4 Develop and implement innovative community financing schemes. 3.5 Establish and strengthen safety nets to ensure that the poor and other vulnerable populations have access to safe and affordable water and sanitation services. Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Share of Government budget to WASH sector. N.A 3% 4% 5% 6% 7% Document rev iew 2 Existence of functioning national WASH sector accounts at federal and state level. N.A 1 3 5 6 7 Document rev iew 3 Proportion of aid flows that are aligned with WASH Sector Strategic Plan priorities. N.A 30% 50% 70% 80% 90% Expenditure tracking report 4 % of donors and aid flow that use public financial management system. N.A 30% 50% 70% 80% 90% Expenditure tracking report 5 % of disbursement released according to the WASH Sector Planning Cycles. N.A 30% 50% 70% 80% 90% Expenditure tracking report 6 Availability of pro-poor WASH sector financing policy and strategy. N.A 1 1 1 1 1 Document rev iew 7 Existence of billing and customer management system that ensures financial v iability of serv ices delivered. N.A 1 1 1 1 1 Superv ision report 8 Number of national and sub national WASH sector financial resources and expenditure tracking reports published. N.A 1 2 3 4 5 Document rev iew 48 | P a g e Financing estimates OBJECTIVE 2018 2019 2020 2021 2022 TOTAL USD To ensure equitable access to safe, affordable and quality water and sanitation serv ices and secure adequate level of funding needed to achieve national WASH and WASH related sustainable development goals by 2023. $200,000 $300,000 $200,000 $200,000 $100,000 $1,000,000 To ensure equitable and efficient allocation and use of WASH sector resources at all levels by 2023. $300,000 $400,000 $250,000 $150,000 $150,000 $1,250,000 To introduce and gradually increase communities‟ obligations for paying for operations & maintenance costs of water schemes & increase communities‟ participation in financing their water supply projects by 2023. $100,000 $200,000 $250,000 $250,000 $150,000 $950,000 TOTAL $3,200,000 49 | P a g e CHAPTER SIX WASH SECTOR INFORMATION MANAGEMENT SYSTEM Situation Analysis Government data collection network is non-existent and the sector relies on information management program run by SWALIM. Somalia is lacking academic and research initiatives on the management of water and sanitation sector. The sector also lacks real understanding of its ground water potential. There is no national hydro-meteorological monitoring network that combines manual rainfall, river monitoring stations and automatic weather stations with satellite-based data transmission. However, the Somalia Water Sources Information Management System (SWALIM) has over 2,250 detailed records of strategic point water sources; this system has recently been upgraded. In the new system, the „live map” does not require any software application and should facilitate user`s interaction and analysis and enhance data collection. The “live map” has a web interface accessible to all stakeholders (that have access to enough bandwidth). However, government institutions lack the skills and capacity to manage the system as well as a vision to use the tool for sector planning and coordination. Floods are a common phenomenon in the riverine areas of the Juba and Shabelle River basin. The flood recurrence at the Juba and Shabelle Rivers pose a lot of flooding risks along the two rivers, mainly in the middle and lower reaches. There is an apparent need for development of a hydrological forecasting system that could warn people in advance of im pending floods to save life and property. Such a forecasting system would reduce human suffering caused by the frequent flooding while preserving the environmental benefits of floods. In Somalia, SWALIM and UN-OCHA are leading efforts in flood management under the Flood Working Group (FWG); an interagency forum for information sharing, flood preparedness and response management. SWALIM has been mandated under the FWG to develop the flood forecasting system for Juba and Shabelle Rivers to advance early warning for better preparedness and response. However, the success of such a system depends much on availability of quality hydro-meteorological data in real time which has been a great challenge to Somalia and the neighbouring countries that share the basin w ith Somalia (Ethiopia and Kenya). In addition, monitoring and evaluation system of the WASH sector is under-developed. M&E outcomes provide no useful information on sector performance and provide no real time data to inform policy development and management decisions. Critical Issues and Challenges 1. Lack of national hydro-meteorological monitoring network that combines manual rainfall, river monitoring stations and automatic weather stations with satellite based data transmission. 50 | P a g e 2. There are no national statistics on waste generation levels in Somalia including hazardous wastes. 3. Lack of system for sanitation data collection, analysis, reporting, dissemination and use at all levels. 4. Lack of standards and guidelines for water, hygiene and sanitation related data collection, analysis and reporting. 5. Absence of mechanisms for data verification and quality assurance. 6. Lack of real understanding of Somalia ground water potential and mapping of water points. 7. Lack of monitoring and evaluation systems to assist policy makers and practitioners to effectively monitor progress and evaluate the impact the WASH sector is making. 8. Lack of quality hydro-meteorological data in real time for better preparedness and response to floods. Strategic Goal Develop a robust and vibrant information management and early warning system to use for proper planning of the sector, track the progress, improve accountability and manage water resources, hygiene and sanitation services. Strategic Objectives and Priorities Strategic Objective 1: To provide a policy framework for establishing a functional water and sanitation management information systems by 2023. Strategies 1.1 Develop, produce and disseminate a water and sanitation information policy. 1.2 Develop a costed WASH management information system strategic plan and share it with stakeholders and donors for funding. 1.3 Review utilization of the WASH information for policy development, planning, monitoring and evaluation. Strategic Objective 2: To enhance and strengthen the institutional framework for implementing a functional water and sanitation management information system by 2023. 51 | P a g e Strategies 2.1 Strengthen the capacity of the national and sub-national water and sanitation information units to effectively implement the water and sanitation information policy and strategic plan. 2.2 Establish WASH information units at Federal, States, regions and districts and introduce standard tools and soft-wares in phased approach. 2.3 Develop data collection tools and standard operating procedures (SOPs) for the data collection, analysis, and reporting. 2.4 Establish WASH information technical committee at Federal and State levels. Strategic Objective 3: To improve routine data collection quality, management, dissemination and use at all levels by 2023. Strategies 3.1 Establish an integrated WASH information portal for dissemination of all available data and meta-data resources. 3.2 Establish an integrated data warehouse and archive system at Federal and Federal Member States. 3.3 Strengthen proper coordination of WASH sector information and integrate vertical data collection and reporting systems including disaggregation by sex, location and other factors. 3.4 Review and harmonize all data collection and reporting tools. 3.5 Build the capacity of staff at all levels to follow standards, guidelines and SOPs for data collection, analysis and reporting. 3.6 Produce quarterly and annual WASH sector statistical reports to support operational and strategic management of the sector. 3.7 Undertake advocacy for policy makers, planners and implementers for use of WASH data in planning and decision making at all levels. 3.8 Provide information communication technology (ICT) technology to increase access and use of WASH information. 3.9 Mobilize adequate resources for WASH sector information development; 52 | P a g e Strategic Objective 4: To improve and strengthen monitoring and evaluation, research and knowledge management capacity of the WASH sector by 2023. Strategies 4.1 Develop a list of core WASH sector indicators with an emphasis on identifying and addressing inequalities. 4.2 Develop and implement a comprehensive monitoring and evaluation framework for the WASH sector based on WASH sector strategic plan. 4.3 Develop a mechanism for knowledge management . 4.4 Develop a WASH research policy and strategic plan that includes population based and other priority surveys. 4.5 Strengthen capacity for research on WASH issues, including a focus on inequalities. 4.6 Establish a forum for dissemination of local research findings. 4.7 Establish reference laboratory for water to contribute to evidence generation and research. Strategic Objective 5: To enhance early warning and monitoring systems by 2023. Strategies 5.1 Establish water and sanitation surveillance and early warning systems. 5.2 Strengthen integrated WASH related disease surveillance and response (IDSR) information system. 5.3 Build the capacity of the WASH sector in early warning and rapid response. Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Existence of a national core set of indicators with targets to inform WASH sector rev iews and planning. N.A 1 1 1 1 1 Document rev iew 2 % of districts submitting timely, complete and accurate WASH N.A 20% 40% 60% 80% 90% WASH Information 53 | P a g e sector reports. System 3 Number of WASH sector annual reports published; N.A 1 2 3 4 5 Document rev iew 4 Number of research and survey results published. N.A 1 2 3 4 5 Document rev iew 5 % of policy and programme documents developed based on evidence. N.A 20% 40% 60% 80% 100% Document rev iew 6 Share of WASH sector expenditure (Government & Donors) spent on WASH information. N.A 2% 3% 4% 5% 6% Document rev iew 7 Number of staff trained in data collection, analysis and reporting. N.A 20 40 80 100 120 Training report 8 Existence of comprehensive monitoring & evaluation framework to track progress and evaluate the impact of the WASH sector. N.A 1 1 1 1 1 Document rev iew 9 Number of policy makers, planners and implementers trained on data demand and information use. N.A 10 20 30 40 50 Training report 10 Number of WASH information units functioning at federal, state, regional and district levels. N.A 6 12 24 48 96 Superv ision report Financing Estimates Objective 2018 2019 2020 2021 2022 TOTAL USD To prov ide a policy framework for establishing a functional water and sanitation management information systems by 2023. $ 300,000 $400,000 $100,000 800,000 To enhance and strengthen the institutional framework implementing a functional WASH information system by 2023. $200,000 $600,000 $800,000 $1,000,000 $1,000,000 3,600,000 To improve routine data collection quality, management, dissemination and use at all levels by 2023. $200,000 $400,000 $600,000 $600,000 $400,000 2,200,000 To improve and strengthen monitoring and evaluation, research and knowledge management capacity of the WASH sector by 2023. $300,000 $400,000 $600,000 $800,000 $600,000 $2,700,000 To enhance early warning and monitoring systems by 2023. $100,000 $200,000 $250,000 $250,000 $200,000 1,100,000 TOTAL 1,100,000 2,000,000 2,350,000 $2,650,000 2,200,000 11,500,000 54 | P a g e CHAPTER SEVEN WASH INFRASTRUCTURE Situation Analysis The network of functioning water supply infrastructure is highly inadequate. In recent years, water projects have focused on infrastructure rehabilitation. There is some evidence that the same water supplies will be routinely “rehabilitated” every 2-3 years by different organizations. This is both a failure of the approach to water interventions which are often short term, relief orientated and do not consider sustainability and of the responsible water authorities which do not maintain records of water projects. In the last 2 years a large number of boreholes (possibly over 50) have been drilled. It appears that this drilling has been un-coordinated, un-mapped and had minimal community participation. There are reports that some of these boreholes are not equipped to pump water. Moreover, the tendency to see drilling new boreholes as a solution to water access problems has resulted in a large number of boreholes throughout the country but up to 50% of them are non-functional. Further new drilling without proper coordination and community consultation risks environmental damage to critical pasture areas and over-depletion of fragile aquifers Similarly, the sanitation sector and operational sewerage system never recovered from the challenges of the last 27 years and have received far less attention and funding from various stakeholders and investors. In the absence of a public sector provider, or enabling environment, individual waste collectors have assumed the role and recovered costs by charging households directly. Waste from the few functioning sanitation facilities and the waste gathered by the collectors are commonly dumped in dry river beds and landfills without consideration of public health or environmental degradation. Community latrines, since sewer systems servicing individual households are limited or non existent, are used by the majority of people who have access to sanitation. Migrations and displacement have considerably stressed the few existing systems found in urban and peri-urban areas. There are no facilities and tankers to de-sludge latrines. In addition, there are no proper septic tanks. In IDPs areas, households have limited facilities mainly due to restrictions on land availability forcing people to defecate in the open on the periphery of peri-urban areas and camps. Overall urban and pre-urban sanitation & hygiene is at crisis levels. There are no national statistics on waste generation levels in Somalia. No national figures could be found for all wastes including hazardous wastes. Waste collection and transportation is limited by inadequate equipment, personnel and financial resources. To bridge this gap, private sector involvement in waste management is growing in major cities across the country. Critical Issues and Challenges 1) Lack of inventory of existing water and sanitation infrastructure assets. 55 | P a g e 2) Lack of proper records and data to clearly understand the capital investment and capital infrastructural works required to achieve universal access to WASH services in Somalia. 3) There is widespread inadequacy of the network of functioning water supply as well as sewerage and non-sewerage infrastructure across the country. 4) Lack of proper dumping sites or appropriate landfills for domestic wastes. 5) Lack of proper infrastructure including incineration system to properly dispose hazardous wastes including chemical wastes, biological and healthcare wastes. 6) Lack of equipment for the maintenance and upkeep of water and sanitation infrastructure. 7) Absence of workshops at national and sub-national levels for the maintenance of water and sanitation infrastructure. 8) Institutions in-charge for water, hygiene and sanitation lack proper infrastructure including office space, equipment, machinery and transport. Strategic Goal Create a network of water and sanitation infrastructures necessary for the provision of safe, affordable, accessible, quality and sustainable water and sanitation services. Strategic Objectives and Strategic Priorities Strategic Objective 1: To enhance access to water and sanitation services through the establishment of network of water and sanitation infrastructure in both urban and rural areas by 2023. Strategies 1.1 Carry out an inventory of physical infrastructure and quantify the number of water and sanitary facilities to be rehabilitated during the strategic planning period taking account of diverse population needs (e.g. in relation to gender, rural isolation, disability etc). 1.2 Develop a comprehensive physical infrastructure development/rehabilitation plan including rationalization plan. 1.3 Construct/re-construct/rehabilitate water and sanitation facilities in accordance with the rationalization plan. 56 | P a g e 1.4 Elaborate a national water and sanitation infrastructure databanks to include information on physical structures, equipment, machinery, etc. 1.5 Develop a blue print and selection criteria for the drilling of boreholes and construction of water and sanitary facilities. 1.6 Establish architect, engineering and infrastructure maintenance departments at federal and state levels to support the maintenance and the upkeep of water and sanitation infrastructure. Objective 2: To improve the institutional capacity and create conducive working environment through provision of adequate office premises, work-stations, ICT equipment and transport by 2023. Strategies: 2.1 Construct office premises for the WASH institutions‟ head-quarter offices, state ministries, regions and districts. 2.2 Provide work-stations for the head-quarter offices, state ministries, regions and districts. 2.3 Provide ICT equipment and transport to the head-quarter offices, State Ministries, regions and districts. Strategic Objective 3: To procure, install and utilize appropriate WASH equipment and machinery to run water and sanitation facilities by 2023. Strategies: 3.1 Conduct comprehensive needs assessment and database for water and sanitation related equipment and machinery. 3.2 Procure and install new equipment based on the assessed needs. 3.3 Ensure availability of supplies and spare parts for the upkeep and maintenance of equipment and machinery. 3.4 Recruit and train both technical and maintenance staff as required and in accordance with the human resource development plan. Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 57 | P a g e 2018 2019 2020 2021 2022 2023 1 % of urban cities with appropriate sewerage systems. N.A 20% 30% 40% 50% 60% Survey report 2 % of urban cities with functioning water supply systems. N.A 50% 60% 70% 80% 90% Survey report % of rural v illages and nomadic settlements with appropriate water supply systems (berkets, shallow wells, dams) N.A 30% 40% 50% 60% 70% Survey report 3 % of water supply units equipped with basic water supply facilit ies. N.A 50% 70% 80% 90% 100% Survey report 4 % of urban cities with appropriate liquid & solid waste management equipment. N.A 30% 40% 50% 60% 70% Survey report 5 % of urban cities with appropriate liquid & solid waste disposal facilit ies (dumping sites). N.A 30% 50% 70% 80% 90% Survey report 6 % of WASH budget (Government & Donors) spent on WASH infrastructure (capital investment) N.A 40% 30% 30% 30% 30% Document rev iew Financing Estimates OBJECTIVE 2019 2020 2021 2022 2023 TOTAL USD To enhance access to water and sanitation serv ices through the establishment of network of water and sanitation infrastructure in both urban and rural areas by 2023. $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $250,000,000 To improve the institutional capacity and create conducive working environment through provision of adequate office premises, work-stations, ICT equipment and transport by 2023. $500,000 $1,000,000 $500,000 $2,000,000 To procure, install and utilize appropriate WASH equipment and machinery to run water and sanitation facilit ies by 2023. $2,000,000 $3,000,000 $4,000,000 $5,000,000 $5,000,000 $19,000,000 TOTAL $32,500,000 $41,300,000 $54,500,000 $65,000,000 $75,000,000 $271,000,000 58 | P a g e CHAPTER EIGHT WASH IN EMERGENCY Situation Analysis Somalia WASH cluster coordinates humanitarian WASH related response across the country. There is chronic humanitarian situation in Somalia including the recurrent drought/famine conditions, WASH related disease outbreaks and increasingly diverse and complex partnerships aggravated by the total collapse of WASH infrastructure and governmental oversight. Water shortage is common as climate change makes rainfall less predictable. Drought, on the other hand is in that rare category of slow -onset disasters in which it is difficult to decide when a drought has begun, how long it will last, and what the ultimate consequences would be. Given this slow onset droughts have received less attention and support than floods. Droughts and ongoing fighting have brought Somalia close to another famine in 2016 and 2017, just four years after food shortages that killed 260,000 people. A massive scale-up plan by humanitarian partners and donors averted famine and continued delivering humanitarian aid to parts of Somalia. The prolonged drought has lead to massive migration and displacement across the country. Adapting to the adverse effects of future droughts and taking appropriate action to prevent or minimise the damage it can cause remains the focus. Therefore, WASH in emergency interventions should contribute to practical actions to manage risks from drought impacts, protect communities and strengthen the resilience; however, an investment during times of stability can effectively mitigate negative impacts during crisis. Critical Issues and Challenges 1) Chronic water shortage as a result of climate change. 2) Prolonged drought leading to largely migration and displacement. 3) Absence of national coordination mechanism for WASH in emergency, particularly during crisis times. 4) Lack of emergency preparedness and response plan to assist rapid response to WASH related emergencies including diseases outbreaks. 5) WASH emergency supplies and buffer-stocks are rarely procured and pre-positioned into the regions and districts for rapid response to WASH related threats and emergencies. 6) Absence of practical actions to manage risks from drought impacts, protect communities and strengthen the resilience. Strategic Goal 59 | P a g e Improve the capacity of the WASH sector to prevent, control and mitigate WASH related threats and emergencies. Strategic Objectives and Strategic Priorities Strategic Objective 1: To improve access to life-saving water, hygiene and sanitation services for crisis-affected populations aimed at reducing avoidable morbidity and mortality by 2023. Strategies 1.1 Develop WASH emergency preparedness and response strategy and costed plan of action. 1.2 Establish emergency preparedness and response units readied with the necessary equipment, facilities and logistics at federal and state levels. 1.3 Procure and pre-position adequate emergencies WASH supplies and buffer-stocks into the regions and districts for rapid response to WASH related threats and emergencies. 1.4 Train service providers in disaster risk reduction. Strategic Objective 2: To enhance and strengthen early warning and flood monitoring to mitigate, detect and respond to WASH related threats and emergencies in a timely manner by 2023. Strategies 2.1 Strengthen the early warning and surveillance systems for water, hygiene and sanitation related diseases; 2.2 Create flood forecast service points along the rivers and make more points with stage/discharge rating relationships. 2.3 Establish flood forecast centre with the capacity to issue daily and sometimes sub-daily (during the course of a flood event) flood forecast advisories and bulletins for forecast service sites; Performance Monitoring Framework: S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Existence of WASH EPR plan that contain hazard and vulnerability analysis & risk mapping. N.A 1 1 1 1 1 Document rev iew 2 % of resources mobilized that are N.A 60% 70% 80% 90% 100% Expenditure 60 | P a g e based on the gaps and needs identified in the EPR plan tracking report 3 Number of regions with WASH emergency supplies and buffer stocks pre-positioned. N.A All All All All All Superv ision report 4 Number of staff trained in disaster risk reduction. N.A 40 60 120 240 480 Training report 5 Number of flood forecast serv ice points established. N.A 4 8 12 16 20 Superv ision report 6 Number of WASH emergency preparedness and response units established at federal and state levels. N.A All All All All All Superv ision report 7 Existence of functioning flood forecast centre able to produce up-to-date flood forecast advisories and bulletins. N.A 1 1 1 1 1 Document rev iew Superv ision report Financing Estimates for Emergency Preparedness and Response OBJECTIVE 2018 2019 2020 2021 2022 TOTAL USD To improve access to essential water, hygiene and sanitation serv ices for crisis-affected populations aimed at reducing avoidable morbidity and mortality by 2023. $5,000,000 $5,00,000 $4,000,000 $3,000,000 $2,000,000 $23,000,000 To enhance and strengthen early warning and flood monitoring to mitigate, detect and respond to WASH related threats and emergencies in a timely manner by 2023. $200,000 $500,000 $500,000 $400,000 $300,000 $1,900,000 TOTAL $700,000 $1,000,000 $4,500,000 $3,400,000 $2,300,000 $24,900,000 61 | P a g e SECTION FIVE CONSOLIDATED FINANCIAL PLAN SUMMARY STRAETEGIC PRIORITY AREAS 2019 2020 2021 2022 2023 TOTAL Water Serv ice Delivery $ 11,300,000.00 $ 23,000,000.00 $ 35,000,000.00 $ 38,700,000.00 $ 43,200,000.00 $ 152,200,000.00 Hygiene and Sanitation $ 8,000,000.00 $ 11,100,000.00 $ 13,900,000.00 $ 16,000,000.00 $ 18,100,000.00 $ 68,100,000.00 WASH in Other Sectors $ 3,300,000.00 $ 5,500,000.00 $ 6,100,000.00 $ 6,500,000.00 $ 6,950,000.00 $ 28,450,000.00 Leadership and Gov ernance $ 2,600,000.00 $ 3,300,000.00 $ 2,100,000.00 $ 1,000,000.00 $ 900,000.00 $ 8,900,000.00 Financing $ 600,000.00 $ 900,000.00 $ 700,000.00 $ 600,000.00 $ 400,000.00 $ 3,200,000.00 Information Management $ 1,100,000.00 $ 2,000,000.00 $ 2,350,000.00 $ 2,650,000.00 $ 2,200,000.00 $ 11,500,000.00 Infrastructure $ 32,500,000.00 $ 41,300,000.00 $ 54,500,000.00 $ 65,000,000.00 $ 75,000,000.00 $ 271,000,000.00 Emergency Preparedness $ 700,000.00 $ 1,000,000.00 $ 4,500,000.00 $ 3,400,000.00 $ 2,300,000.00 $ 24,900,000.00 TOTAL $ 60,100,000.00 $ 88,100,000.00 $ 119,150,000.00 $ 133,850,000.00 $ 149,050,000.00 $ 568,250,000.00 Financing Estimates for Water Service Delivery Objective 2018 2019 2020 2021 2022 TOTAL USD To improve water supply coverage for the urban and rural population from the current average level of 40% to 70% by year 2023. $10,000,000 $20,000,000 $30,000,000 $35,000,000 $40,000,000 $135,000,000 To improve water quality and safety through provision of appropriate water treatment and quality control equipment and supplies by 2023. $1,000,000 $2,000,000 $3,000,000 $2,000,000 $1,500,000 $9,500,000 To develop human resources for carrying out sustainable water supply serv ices by 2023. $5,00,000 $1,000,000 $1,500,000 $1,500,000 $1,500,000 $6,000,000 To improve capacity on research on appropriate technology for local condition, durable use of sustainable materials for water supply such as good quality galvanized steel water supply pipes by 2023. $300,000 $5,00,000 500,000 $200,000 $200,000 $1,700,000 TOTAL $152,200,000 Financing Estimates for Hygiene and Sanitation Objective 2018 2019 2020 2021 2022 TOTAL USD To improve sewerage and non sewerage sanitation coverage for urban and rural population to 70% by 2023. $6,000,000 8,000,000 $10,000,000 $12,000,000 $14,000,000 $50,000,0000 62 | P a g e To support and provide sanitation and hygiene education that will improve peoples‟ health and quality of life through acceptable hygienic practices by 2023. $1,000,000 $1,500,000 $2,000,000 $2,000,000 $2,000,000 $9,500,000 To have sanitation systems that are designed and constructed in a manner that they provide effective protection against disease transmission and environmental impact of waste disposal by 2023. $500,000 $900,000 $1,000,000 $1,000,000 $1,000,000 $4,400,000 To develop human resources for carrying out sustainable hygiene and sanitation serv ices by 2023. $500,000 $700,000 $900,000 $1,000,000 $1,100,000 $4,200,000 TOTAL $68,100,000 Financing Estimates for WASH in other Sectors Objective 2018 2019 2020 2021 2022 TOTAL USD To improve access to gender sensitive, child friendly and safe water, sanitation and hygiene facilit ies in public institutions (schools, health facilit ies and community toilets) for better health and wellbeing for school children, patients, and communities by 2023. $3,000,000 $5,000,000 $5,500,000 $6,000,000 $6,500,000 $26,000,000 To build human resource capacity for improved school water, sanitation and hygiene serv ice delivery which is gender sensitive and child friendly by 2023. $100,000 $150,000 $200,000 $250,000 $300,000 $1,100,000 To influence communities to participate in planning, construction, use and maintenance of user friendly water and sanitation facilit ies for schools, health institutions and communities by 2023. $200,000 $350,000 $400,000 $250,000 $150,000 $1,350,000 TOTAL $28,450,000 Financing Estimates for Leadership and Governance Objective 2018 2019 2020 2021 2022 TOTAL USD To create enabling environment through provision of appropriate legal framework and provide the necessary capacities for implementation by 2023 $1,000,000 $500,000 $300,000 $200,000 $100,000 $2,100,000 63 | P a g e To enhance and streamline the governance, leadership and management systems and capacities at all levels by 2023. $500,000 $1,000,000 $500,000 $500,000 $300,000 $2,800,000 To prov ide a v iable oversight, sector planning, monitoring and superv ision system from national to district levels by 2023. $500,000 $500,000 $500,000 $500,000 $500,000 2,500,000 To enhance coordination, alignment and harmonization of development and humanitarian assistance with development partners, implementing agencies, civ il society and private sector by 2023. $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 To develop and improve the capacity of communities and the involvement of people in community project decision making by 2023. $300,000 $1,000,000 $500,000 $500,000 $400,000 $1,800,000 TOTAL $8,900,000 Financing estimates for WASH Sector Financing OBJECTIVE 2018 2019 2020 2021 2022 TOTAL USD To ensure equitable access to safe, affordable and quality water and sanitation serv ices and secure adequate level of funding needed to achieve national WASH and WASH related sustainable development goals by 2023. $200,000 $300,000 $200,000 $200,000 $100,000 $1,000,000 To ensure equitable and efficient allocation and use of WASH sector resources at all levels by 2023. $300,000 $400,000 $250,000 $150,000 $150,000 $1,250,000 To introduce and gradually increase communities‟ obligations for paying for operations & maintenance costs of water schemes & increase communities‟ participation in financing their water supply projects. $100,000 $200,000 $250,000 $250,000 $150,000 $950,000 TOTAL $3,200,000 Financing Estimates for Information Management System Objective 2018 2019 2020 2021 2022 TOTAL USD To prov ide a policy framework for establishing a functional water and sanitation management information systems by 2023. $ 300,000 $400,000 $100,000 800,000 64 | P a g e To enhance and strengthen the institutional framework implementing a functional WASH information system by 2023. $200,000 $600,000 $800,000 $1,000,000 $1,000,000 3,600,000 To improve routine data collection quality, management, dissemination and use at all levels by 2023. $200,000 $400,000 $600,000 $600,000 $400,000 2,200,000 To improve and strengthen monitoring and evaluation, research and knowledge management capacity of the WASH sector by 2023. $300,000 $400,000 $600,000 $800,000 $600,000 $2,700,000 To enhance early warning and monitoring systems by 2023. $100,000 $200,000 $250,000 $250,000 $200,000 1,100,000 TOTAL 1,100,000 2,000,000 2,350,000 $2,650,000 2,200,000 11,500,000 Financing Estimates for WASH Infrastructure OBJECTIVE 2018 2019 2020 2021 2022 TOTAL USD To enhance access to water and sanitation serv ices through the establishment of network of water and sanitation infrastructure in both urban and rural areas by 2023. $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $250,000,000 To improve the institutional capacity and create conducive working environment through provision of adequate office premises, work-stations, ICT equipment and transport by 2023. $500,000 $1,000,000 $500,000 $2,000,000 To procure, install and utilize appropriate WASH equipment and machinery to run water and sanitation facilit ies by 2023. $2,000,000 $3,000,000 $4,000,000 $5,000,000 $5,000,000 $19,000,000 TOTAL $32,500,000 $41,300,000 $54,500,000 $65,000,000 $75,000,000 $271,000,000 Financing Estimates for Emergency Preparedness and Response OBJECTIVE 2018 2019 2020 2021 2022 TOTAL USD To improve access to essential water, hygiene and sanitation serv ices for crisis-affected populations aimed at reducing avoidable morbidity and mortality by 2023. $5,000,000 $5,00,000 $4,000,000 $3,000,000 $2,000,000 $23,000,000 To enhance and strengthen early warning and flood monitoring to mitigate, detect and respond to $200,000 $500,000 $500,000 $400,000 $300,000 $1,900,000 65 | P a g e WASH related threats and emergencies in a timely manner by 2023. TOTAL $700,000 $1,000,000 $4,500,000 $3,400,000 $2,300,000 $24,900,000 66 | P a g e SECTION SIX CONSOLIDATED PERFORMANCE FRAMEWORK Performance Framework S.N INDICATOR BASELI NE TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 % of households with access to safe water supply. 40% 42% 45% 50% 58% 70% JMP 2017 2 % of households using appropriate water treatment options. WASH KAP Survey 3 Number of water treatment products granted market authorization. N.A 1 2 3 4 5 Document rev iew 4 % of water treatment schemes implementing water safety plans; N.A 20% 40% 60% 70% 80% Superv ision report 5 % of water supply points/facilit ies regulated. N.A 20% 40% 60% 70% 80% Document rev iew 6 Number of States with advanced water quality (WQ) testing facilit ies. N.A 2 4 6 6 6 Superv ision report 7 Existence of national water resource management institute. 0 1 1 1 1 1 Document rev iew 8 Number of water engineers, managers, and technicians who graduated from certified training institutions. N.A 0 0 20 40 80 Training report 9 Proportion of households with access to water treatment options. WASH KAP Survey 10 Availability of adequate field test -kits in all states and districts for occasional spot-checks of household water treatment. N.A 8 16 34 68 92 Superv ision report Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 % of households with access to improved latrines. 16% 20% 30% 40% 50% 70% JMP 2017 2 Number of regions with at least 1 sanitation market centre. N.A 3 6 9 12 18 Superv ision report 3 Number of open defecation free v illages. 144? 288 576 1152 2304 4608 Declaration reports 4 % of households practicing proper handling and storage of solid and waste. N.A 30% 40% 50% 60% 70% WASH KAP Survey 5 % of households with their latrines emptied and properly disposed. XX? 30% 40% 50% 60% 70% WASH KAP Survey 6 % of households practicing hand washing with soap at critical times. 10%? 30% 40% 50% 60% 70% WASH KAP Survey 67 | P a g e 7 % of population practicing oral hygiene during morning and evening. N.A 30% 40% 50% 60% 70% WASH KAP Survey 8 % of women practicing menstrual hygiene. N.A 30% 40% 50% 60% 70% WASH KAP Survey Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 201 9 202 0 202 1 202 2 2023 1 % of schools with adequate gender and disability sensitive latrines. N.A 20 % 30 % 40 % 50 % 60% School Census 2 % of schools with access to improved water supply system. N.A 20 % 30 % 40 % 50 % 60% School Census 3 % of adolescent girls in upper primary and secondary schools with access to dignity kit (menstrual hygiene kits) in schools. N.A 30 % 50 % 70 % 80 % 90% School Census 4 Proportion of prisons with access to improved water supply system. N.A 20 % 30 % 40 % 50 % 60% Prison Assessment 5 Proportion of prisons with access to adequate gender and disability sensitive latrines. N.A 20 % 30 % 40 % 50 % 60% Prison Assessment 6 % of health facilit ies with adequate gender and disability sensitive latrines for patients, prov iders and clients. N.A 40 % 60 % 80 % 90 % 100 % HFA 7 % of health facilit ies with access to improved water supply system for patients, prov iders and clients. N.A 40 % 60 % 80 % 90 % 100 % HFA 8 % of health facilit ies with access to appropriate medical waste disposal system (incineration system). N.A 40 % 60 % 80 % 90 % 100 % HFA 9 Existence of supplementary curriculum about hygiene promotion in schools. 0 1 Curriculum rev iew 10 Number of teachers trained on hygienic practices and promotion. N.A 500 150 0 250 0 350 0 5000 Training reports Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Number of districts with district WASH management teams. N.A 40 50 60 70 80 Superv ision report 2 % of development partners effected with valid partnership contracts by Federal and State administrations, N.A 40% 60% 80% 90% 100% DAD 3 Number of policy and legal documents approved and published. N.A 1 2 3 4 5 Document rev iew 4 Existence of annual work plans and budgets linked to WASH priorities. N.A. 1 1 1 1 1 Document rev iew 68 | P a g e 5 Number of WASH sector coordination meetings held, minutes documented and actions followed up. N.A 4 4 4 4 4 Meeting minutes 6 % of water and sanitation facilit ies with community WASH committees. N.A. 20% 30% 60% 80% 90% Superv ision report 7 Number of WASH sector regulatory bodies established and functioning. N.A. 1 2 3 3 3 Document rev iew 8 Number of senior and mid-level managers attended certified leadership & management courses. N.A 20 40 60 80 100 Training reports Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Share of Government budget to WASH sector. N.A 3% 4% 5% 6% 7% Document rev iew 2 Existence of functioning national WASH sector accounts at federal and state level. N.A 1 3 5 6 7 Document rev iew 3 Proportion of aid flows that are aligned with WASH Sector Strategic Plan priorities. N.A 30% 50% 70% 80% 90% Expenditure tracking report 4 % of donors and aid flow that use public financial management system. N.A 30% 50% 70% 80% 90% Expenditure tracking report 5 % of disbursement released according to the WASH Sector Planning Cycles. N.A 30% 50% 70% 80% 90% Expenditure tracking report 6 Availability of pro-poor WASH sector financing policy and strategy. N.A 1 1 1 1 1 Document rev iew 7 Existence of billing and customer management system that ensures financial v iability of serv ices delivered. N.A 1 1 1 1 1 Superv ision report 8 Number of national and sub national WASH sector financial resources and expenditure tracking reports published. N.A 1 2 3 4 5 Document rev iew Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 Existence of a national core set of indicators with targets to inform WASH sector rev iews and planning. N.A 1 1 1 1 1 Document rev iew 2 % of districts submitting timely, complete and accurate WASH sector reports. N.A 20% 40% 60% 80% 90% WASH Information System 69 | P a g e 3 Number of WASH sector annual reports published; N.A 1 2 3 4 5 Document rev iew 4 Number of research and survey results published. N.A 1 2 3 4 5 Document rev iew 5 % of policy and programme documents developed based on evidence. N.A 20% 40% 60% 80% 100% Document rev iew 6 Share of WASH sector expenditure (Government & Donors) spent on WASH information. N.A 2% 3% 4% 5% 6% Document rev iew 7 Number of staff trained in data collection, analysis and reporting. N.A 20 40 80 100 120 Training report 8 Existence of comprehensive monitoring & evaluation framework to track progress and evaluate the impact of the WASH sector. N.A 1 1 1 1 1 Document rev iew 9 Number of policy makers, planners and implementers trained on data demand and information use. N.A 10 20 30 40 50 Training report 10 Number of WASH information units functioning at federal, state, regional and district levels. N.A 6 12 24 48 96 Superv ision report Performance Framework S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 1 % of urban cities with appropriate sewerage systems. N.A 20% 30% 40% 50% 60% Survey report 2 % of urban cities with functioning water supply systems. N.A 50% 60% 70% 80% 90% Survey report % of rural v illages and nomadic settlements with appropriate water supply systems (berkets, shallow wells, dams) N.A 30% 40% 50% 60% 70% Survey report 3 % of water supply units equipped with basic water supply facilit ies. N.A 50% 70% 80% 90% 100% Survey report 4 % of urban cities with appropriate liquid & solid waste management equipment. N.A 30% 40% 50% 60% 70% Survey report 5 % of urban cities with appropriate liquid & solid waste disposal facilit ies (dumping sites). N.A 30% 50% 70% 80% 90% Survey report 6 % of WASH budget (Government & Donors) spent on WASH infrastructure (capital investment) N.A 40% 30% 30% 30% 30% Document rev iew Performance Monitoring Framework: S.N INDICATOR BASELIN E TARGET SOURCE 2018 2019 2020 2021 2022 2023 70 | P a g e 1 Existence of WASH EPR plan that contain hazard and vulnerability analysis & risk mapping. N.A 1 1 1 1 1 Document rev iew 2 % of resources mobilized that are based on the gaps and needs identified in the EPR plan N.A 60% 70% 80% 90% 100% Expenditure tracking report 3 Number of regions with WASH emergency supplies and buffer stocks pre-positioned. N.A All All All All All Superv ision report 4 Number of staff trained in disaster risk reduction. N.A 40 60 120 240 480 Training report 5 Number of flood forecast serv ice points established. N.A 4 8 12 16 20 Superv ision report 6 Number of WASH emergency preparedness and response units established at federal and state levels. N.A All All All All All Superv ision report 7 Existence of functioning flood forecast centre able to produce up-to-date flood forecast advisories and bulletins. N.A 1 1 1 1 1 Document rev iew Superv ision report 71 | P a g e SECTION SEVEN PLAN MANAGEMENT AND IMPLEMENTATION ARRANGEMENTS This section presents the implementation plan for WASH Sector Strategic Plan. The Plan will guide stakeholders on how best to deliver the WASH sector priorities. The following will be the key strategies that guide implementation of the Plan: 1. Scaling up water, hygiene and sanitation interventions, in an integrated manner to produce targeted outputs and outcomes, with due consideration to resource constraints; 2. Improving quality and safety of water and sanitation services. 3. Improving responsiveness and accountability to consumers so as to enhance utilization of WASH services; 4. Explicit consideration of women, children and other vulnerable groups in provision of WASH services; 5. Appropriate supervision, monitoring and evaluation framework for the provision of the essential health and nutrition services; COORDINATION ARRANGEMENTS During Plan implementation, the sector coordinating mechanism will be strengthened to enable it provide guidance for institutionalized sector partnership and collaboration. This will lay the foundation for broader joint partnership arrangements between the Government and Development Partners and will discourage standalone, vertical programs and projects. Implementation of Plan through partnership will promote the role of government as the overall steward of the WASH sector in Somalia and the coordinator of all stakeholders‟ efforts. This will enable efficient and equitable utilization of all resources while minimizing duplication and overhead costs. This will be achieved through the following: 1. WASH sector compact will be developed to support the implementation of Plan; 2. Roles and responsibilities of the government (at various levels) and development partners will be clearly articulated in the WASH sector compact; 3. Regular assessment of performance against these roles and functions will be carried out (quarterly and annually) and will include expenditure reviews; 4. Coordination and consolidation of activities carried out by different players, with particular effort focused at the district levels; 72 | P a g e 5. Involvement of the community will be particularly encouraged; Proposed Coordination Structures 1. WASH Sector Financier Forum WASH sector financier forum will be formed of senior representatives of all donors investing more than $5m annually in the WASH sector, including the UN Office for the Coordination of Humanitarian Affairs, plus Line Ministers from Federal. Ministries in-charge for Planning and Budgeting will be represented in this forum. Representatives from major financiers must be individuals who are able to make funding commitments. It will meet in Mogadishu twice a year. 2. Inter-Ministerial WASH Steering Committee at Federal and State levels (IMWSC) The IMWSC will be the key coordination mechanism for the WASH sector at federal and state levels. The group will compose senior members from line Ministries at federal and federal member states, non-state actors, development partners, implementing partners and private sector. The main task of the IMWSC is coordination – harmonizing programmes that are being supported by all actors, avoiding duplication, preventing geographic imbalances in inputs, avoiding conflicting activities and flagrant inefficiencies. The other work of this committee will be to plan in detail the joint annual review (JAR) of the WASH sector. The IMWSC will not make any funding decisions. The forum will meet quarterly (four times a year) in Mogadishu and in respective capital cities of the federal member states. 3. District WASH Committees District WASH Committees will be established in all accessible districts, comprising local government authorities as well as water and sanitation sector stakeholders to coordinate WASH programmes at district level. The district WASH committees will meet monthly in the district capital town. 4. WASH Sector Analysis Team The WASH Sector Analysis Team will be established to support information for policy making and strategic planning in the Somalia WASH sector. This will gradually replace and institutionalize SWALIM unit under FAO. N.B this structure replaces all existing coordination mechanisms that are currently involved in the Somalia WASH sector including WASH cluster and a consensus on these new arrangements needs to be facilitated. Terms of reference and membership for each of the four key committees need to be written down. 73 | P a g e SECTION NINE PLAN RISK MATRIX RISKS PROBABILI TY (H, M, L) IMPACT (H, M, L) ACTIONS TO ALLEVIATE RESPONSIBILIT Y A. INSTITUTIONAL 1. Lack of commitment / buy in to the Plan by Federal Member States. M H Meeting with Federal and State Ministries to generate buy-in and commitment to the Plan. IMWSC 2. Lack of commitment / buy in to Plan by development partners. M H Line Ministers to ask for a special meeting with head of agencies of development partners to ask for commitment/alignment with Plan. IMWSC 3. Overlapping & duplicative functions/responsibilit ies of Federal & Federal Member States leading to lack of leadership. H H Review the functions, roles and responsibilit ies of the Federal and Federal Member States. Line Ministries 4. Shifting of donor priorities and preferences. L H Regular advocacy and updates to donors, particularly around proposed new management, implementation and reporting arrangements for the Plan. IMWSC 5. Weak/lack of Government inter-sectoral coordination. M M Regular advocacy and updates to support the Plan. IMWSC 6. Turnover of donor staff and key Government staff & leadership – lack of institutional memory. M M Proper documentation of the Plan and proper handovers. IMWSC 7. Weak/lack of capacity of WASH sector partners to implement the Plan. H H Improve contracting approaches. Attract new contractors. IMWSC 8. Weak/lack of capacity and commitment by Member States in implementing the Plan. M H Commission capacity assessment and plan for all States. IMWSC 9. Weak/Lack of support of UN agencies, donors and others to restructure Somalia WASH sector governance systems. H H Advocate for the implementation of the plan management, reporting and implementation structure. IMWSC B. POLITICAL 10. Political unrest will make implementation difficult in some areas. L H Ensure equity in distribution of resources. IMWSC 74 | P a g e C. TECHNICAL 11. WASH Sector strategic Plan is too ambitious given existing Government and donor capacity. M H Expand capacity of the Government. Attract more donors to support the Plan. Conduct JAR to ensure realistic targets and milestones are set. IMWSC 12. Natural disasters (droughts) affect the timely and effective implementation of the Plan. L H Emergency preparedness and response plan in place and teams operational. IMWSC 13. Hard to reach groups, such as IDPs, rural and nomads make the Plan difficult to implement. H M Operational research on how to prov ide WASH serv ices for these groups. Involvement of the target communities. IMWSC 4. FINANCIAL 14. Lack of increase in Government financial resources to implement plan. M H Advocacy to increase WASH sector expenditure allocation. Line Ministers 15. Reluctance or slow pace of donors to align funding with the Plan. M H Advocate for adherence to international principles of aid effectiveness. IMWSC 16. Lack of financial and managerial accountability systems. H M Introduce transparent and accountable financial and management systems. Publish National WASH Accounts. IMWSC Line Ministers Key Unacceptable under existing circumstance and requires immediate action to mitigate Manageable under risk control and mitigation actions Acceptable risk, but requires constant monitoring