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2019-05-01
British Council;
This research, driven in partnership by the British Council and the German Academic Exchange Service (DAAD), looks at the reasons why some national governments invest in supporting outward mobility scholarship programmes. The study aims to improve our understanding of why governments sponsor these programmes; how they are designed, administered, and funded; who participates and where they study; and what impact the programmes are having.
The report contains detailed case studies of 11 countries and their approaches to national outward mobility scholarship programmes, with comparative case study analysis and recommendations for countries looking to establish or develop outward mobility scholarship programmes.
2018-12-12
United Nations Environment Programme (UNEP);
The present report is being submitted pursuant to paragraph 9 of resolution 3/71 of the United Nations Environment Assembly of the United Nations Environment Programme (UNEP), in which the Environment Assembly requested the Executive Director of UNEP to compile voluntary commitments, as applicable, targeting marine litter and microplastics; to provide an overview of their scope in support of the work of the Environment Assembly on that issue; to better understand progress towards achieving Sustainable Development Goal target 14.1 on preventing andsignificantly reducing marine pollution of all kinds, in particular from land-based activities, including marine debris and nutrient pollution, by 2025 (see General Assembly resolution 71/313); and to report to the Environment Assembly at its fourth session on the matter.
The report contains an analysis of the voluntary commitments made in the context of the United Nations Conference to Support the Implementation of Sustainable Development Goal 14, the Our Ocean Conference, the United Nations Sustainable Development Platform, the Clean Seas campaign and the Environment Assembly portal for voluntary reporting relating to marine litter.
2018-11-01
Giving Circle Networks;
Together, we are 20 networks representing 1,500+ Circles, part of the broader giving circle field pooling potentially $1.29B in funding.
2018-07-09
WEDC;
The benefits of access to safe water supplies can be jeopardized by poor system functionality, often a result of inadequate financing for ongoing monitoring, operation, and maintenance. This study assessed the level of ongoing monitoring among water supply systems in Rukungiri District, southwest Uganda, and examined local stakeholder perspectives through household, institutional, and organizational surveys. System functionality was generally found to be inadequate. Furthermore, this study explored the possibility of financing ongoing water system costs by more closely linking water supply provision with resource recovery from sanitation. Certain sanitation technologies can recover nutrients from human excreta. The economic value of these nutrients may provide a sustainable source of funds sufficient to support a water system's ongoing operation and monitoring. Coupling water supply and sanitation through nutrient recovery may provide opportunities to develop innovative financing strategies, simultaneously promoting greater water and sanitation access, sustainable resource flows, and continued water system functionality.
2018-07-09
WEDC;
This paper underscores the need for market-based approaches in the delivery and management of Waterand Sanitation services especially in the rural and peri-urban areas. The paper seeks to highlight theimportant role that WASH enterprises which mostly serve as gap fillers in the many rural, urban & peri –urban areas that are mostly unserved / underserved plays in service provision. While appreciating theimportance of Community – based management model that has been universally practiced, the paperfocuses on the Kenya Integrated Water, Sanitation and Hygiene (KIWASH's) approach to capacitydevelopment as crucial for ensuring improved and expanded WASH Services. This paper also discussesthe importance of Business Development Services in instilling a culture of performance and reorientingthe small and medium WASH enterprises embrace market based approaches to service delivery.
2018-07-09
WEDC;
The Kenyan government estimates that 500 billion KES ($5 billion USD) are needed to achieve sanitation coverage targets in urban areas by 2030. To finance these infrastructure improvements, the Ministry of Environment, Water, and Natural Resources is looking at various financing options, including private sector participation, foreign aid, and cross-subsidies. Using a double-bound dichotomous choice method coupled with qualitative interviews, this study investigated willingness to pay for a pro-poor sanitation surcharge among customers of two Kenyan water utilities. 75% of respondents were willing to pay a surcharge, with just over half willing to pay up to 100 KES ($1 USD) per month. The primary determinants of willingness to pay were trust in the water utility to manage the pro-poor surcharge, feelings of solidarity towards people living without sanitation, and satisfaction with current water services.
2018-07-09
WEDC;
In order to address some of the challenges faced in implementation of Indian government's flagship program Swachh Bharat Mission (Gramin), the Madhya Pradesh state government introduced the direct benefit transfer of incentives to beneficiary households in 2016. This system uses an android application and web portal for digitizing the processes, resulting in direct transfer of toilet construction incentives into beneficiaries' bank accounts. The paper is based on a study which brings out the experiences of the direct benefit transfer model, based on field research in 3 districts of Madhya Pradesh. Findings indicate that the system has resulted in improved monitoring, efficiency and transparency; as well as reduction in scope for corruption. However, a few bottlenecks were observed including process gaps, community access, capacity building, equity and ethical considerations. The paper also brings out the key enablers for effective implementation of the model in large-scale government programs.
2018-07-09
WEDC;
The innovative cross-country 'WASH & Learn Programme' that Simavi implements in East Africaintegrates different sustainability aspects in the use of Cost Recovery Planning and RiskAssessment/Mitigation tools to trigger WASH financing and investments in the sustainability of WASHinfrastructure. Through this operational mix of sector tools and principles, results are becoming evident:Communities, schools and governments are working together to generate income, to grow local funds forWASH and especially for operation and maintenance of the WASH investment. The stakeholderengagement has scaled up from initial discussion to active involvement through public privatepartnerships, fostering the target group from beneficiaries to stakeholders.
2018-07-09
WEDC;
This paper highlights the process, successes, and challenges of commercial financing for WASH and identifies lessons for moving forward with continued commercial financing in Kenya. The paper is based on a review of the experience of the USAID's Sustainable Water and Sanitation in Africa (SUWASA)program which ran from 2010 to 2015, and which has been succeeded by the new USAID water sanitation and Hygiene Finance (WASHFIN) program designed to enhance access to commercial financing. The paper shows how commercial financing has and continues to build on accomplishments of the Kenyan government in advancing sector reforms in the context of devolution and decentralization.
2018-07-09
WEDC;
This paper summarises the reflections from a 12 country policy dialogue on financing WASH services to2030 hosted by the Collaborative African Budget Reform Initiative (CABRI) in November 2017 in collaboration with Oxford Policy Management. The dialogue brought together director-level representatives from Ministries of Finance and Line Ministries with responsibilities for Water and/or Sanitation. This paper provides a brief summary of the current funding and financing trends in WASHbefore turning to the key reflections of stakeholders during the dialogue. The reflections of the senior government officials responsible for WASH indicate that additional investment is needed for the sector through governments own contributions and through innovative financing mechanisms.
2018-07-09
WEDC;
Water services provision and resource management are devolved functions as per Schedule 4 of the current Constitution of Kenya. A critical determinant of the devolution success in Kenya's WASH sector will be how the County Governments as primary duty bearers will develop resilient WASH supply and management systems that are demand responsive and overall accountable to public needs. Therefore, tackling sustainability issues in WASH services requires a holistic approach focusing on governance and particularly principles of governance: transparency, participation and accountability as to improve service delivery. The USAID-KIWASH Project partners with water service providers in 9 counties including Kakamega County Water and Sanitation Company (KACWASCO) to support them improve and sustain water and sanitation coverage, water catchment protection and credit worthiness. This paper presents an evidence-base case study of KIWASH engagement with KACWASCO that enhanced accountability of its operations, water coverage, revenue collection, resource allocation, customer satisfaction, participation and transparency.
2018-07-09
WEDC;
According to the Tanzania Water and Sanitation Network's 2009 national water point mapping survey,46% of all public, improved water points were non-functioning. In the Karatu District in northernTanzania, community-owned water supply organizations (COWSOs), Karatu Village Water Supply(KAVIWASU) and Endamarariek/Endabash Water Supply (ENDAWASU), experienced 39 and 34% nonrevenue water, respectively. To improve revenue collection and water supply services, the RevolutionizingRemittance Recovery in Water (R3W) project built the capacity of KAVIWASU and ENDAWASU to install and manage a prepaid water technology. Results to date show that revenues increased by 201%, downtime reduced from 1 week to less than a day, COWSOs' technical and management skills improved and there was greater customer satisfaction with the new technology.
