Centre of Excellence in Water and Sanitation Strategic Plan 2012-2016

Strategic Plan2012-2016 Mzuzu University-Centre of Excellence in Water And Sanitation

MZUZU UNIVERSITY

CENTRE OF EXCELLENCEIN WATER AND SANITATION

Private Bag 201LuwingaMzuzu 2Malawi.Tel: (265) 01 320722,(265) 01 320 575, or (265) 01 930 796Fax: (265) 01 320 505

Photograph : Borehole in operation Photograph : Participants after training in Sanitation

MZUZU UNIVERSITY - CENTRE OF EXCELLENCE IN WATER AND SANITATION

PRIVATE BAG 201 LUWINGA, MZUZU 2, MALAWIi | P a g e

CENTRE OF EXCELLENCE

IN WATER AND SANITATION

STRATEGIC PLAN FOR 1212 TO 2016


List of Acronyms and Abreviations

AIDS Acquired Immune Deficiency Syndrome

CBO Community Based Organization

CDC Centre for Disease Control

DU Documentation Unit

HIV Human Immune Virus

ISM Integrated Science Management

IWRMD Integrated Water Resources Management and Development

LIAS Low Income Areas

LSHTM London School of Hygiene and Tropical Medicine

MDGs Millennium Development Goals

MEPD Ministry of Economic Planning and Development

MGDs Malawi Growth Development Strategy

MoLG & RD Ministry of Local Government and Development

MZUNI Mzuzu University

NETWAS Network for Water and Sanitation

NGO Non Governmental Organization

SADC Southern Africa Development Countries

SP Strategic Plan

SWOT` Strength Weakness Opportunities and Threats

UCDISM University Capacity Development for Integrated Sanitation

Management

UNICEF United Nations Children’s Fund

UNO United Nations Organization

WASH Water, Sanitation and hygiene

WASHTED Water, Sanitation, Health and Appropriate Technology Development

WASTE WASTE-Netherlands

WATSAN Water and Sanitation

WEDC Water, Engineering and Development Centre

WFP World Food Programmme

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Foreword

This document is a five-year Strategic Plan 2012-2016 for the Centre of

Excellence in Water and Sanitation, here referred to as the WATSAN Centre. The

strategic plan has been developed to aid the Centre to implement programmes

efficiently and effectively.

The broad objective of the Centre is to aid Mzuzu University work towards a

universal provision of Water, Sanitation and Hygiene (WASH) services as a basic

human right. The objective of the Centre is realized by mounting awareness

campaigns, orientation activeness, training, research and consultancy.

The Strategic plan is in full cognizance of Malawi’s place in the global village as

reflected in United Nation’s Millennium Development Strategy (MGD’s) and the

Malawi’s Growth and Development Strategy (MGDS).

Working within this spirit, the Centre is committed to making constant reviews in

the WASH sector thus adding value to efforts of other stakeholders.

In addition, the Strategic Plan is an indirect invitation to stakeholder institutions,

development partners, entrepreneurs in the WASH Sector and the media to

singularly and collectively enhance purposeful implementation of appropriate

programmes and projects.

The Mzuzu University, Centre of Excellence in Water and Sanitation Strategic Plan

is a strategic planning tool for the centre. The plan clearly defines the centre’s

mission, vision, long term goal, general and specific objectives and strategies

that may be utilized in order to achieve the goal while fulfilling the mission. The

Strategic Plan identifies issues to be addressed over the planning period (2012 to

20016). It covers attributes of the centre that need to be changed, like the

financial position, and others that need to be sustained while at the same time

enhancing attributes that prove to be crucial to keep the centre productive. The

development of this plan is intended to coincide with existing strategies aimed at

improving the effectiveness of Water Resources Management and Development

which will later change to include the curriculum for Sanitation

It is virtually important, though, to remember that this five- year Plan is a ‘living

document’ and, as such, will be continuously modified in line with developments iii | P a g e


or changes during its five year term to ensure that the information presented

remains relevant and accurate.

It is important to remember that the centre is currently relying heavily on

external financial institutions and as a result its capacity to carry out more work

is limited. Because of this scenario the centre is intending to engage itself in

activities that can enable generation of self sustaining income.

At the time of its preparation, this plan was one of the three documents required

to be finalized and presented to the Financial Partner , WASTE. As a result most

items issues reflect donor requirement.

ACKNOWLEDGEMENTS

The Centre acknowledges the financial support from WASTE – Netherlands.

The technical support from the Faculty of Environmental Sciences through its

management and staff is also deeply appreciated for their contributions. The

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Centre further extends its gratitude for the support from Mzuzu University

Management for facilitating the development of this Strategic Plan.

Table of Contents……………………………………………………………viForeword.......................................................................................................................... iiiACKNOWLEDGEMENTS....................................................................................................vExecutive Summary.......................................................................................................viiCHAPTER 1 INTRODUCTION.......................................................................................1CHAPTER 2 PURPOSE, STRENGTHS AND LIMITATIONS OF THE STRATEGIC PLAN2

2.0 Purpose................................................................................................................22.1 Planning Framework.........................................................................................2The Centre adopted a simple planning framework which can be represented by the following steps:-..............................................................................................................22.2 Strengths of the Strategic Plan........................................................................32.3 Measurement of Performance..........................................................................32.4 Limitation of the Strategic Plan....................................................................32.5 Key Assumptions...............................................................................................4

CHAPTER 3 OVERVIEW OF MZUZU UNIVERSITY-CENTRE OF EXCELLENCE IN WATER AND SANITATION...............................................................................................5

The Centre’s Vision......................................................................................................7v | P a g e


The Centre’s Mission Statement................................................................................7The Centre’s Core Values............................................................................................7The Centre’s Strategic Objectives.............................................................................9

Training seminars/ Short Courses................................................................................9Research........................................................................................................................9

Surveys/ laboratory experiments.........................................................................................................9Disaster Preparedness and Management.......................................................................................10

Consultancies.............................................................................................................10Projects........................................................................................................................10International conferences and workshops.............................................................10Networking, information and documentation.......................................................10

CHAPTER 4 SITUATION ANALYSIS..............................................................................12(f)Local community-based organisations...............................................................14(g)Schools and slum dwellers..................................................................................14(h)Local and national government agencies.........................................................15(i)International Development Organizations.........................................................15(j)International Donors.............................................................................................154.3 Institutional Systems and Structures............................................................16Human resource.........................................................................................................16Assets and resources................................................................................................174.4 Strategic Analysis of Internal Operating Environment (SWOT Analysis).17

4.4.1 Strengths...................................................................................................................................184.4.2 Weaknesses................................................................................................................................194.4.3 Opportunities.............................................................................................................................194.4.4 Threats..........................................................................................................................................20

CHAPTER 5 ESTABLISHMENT OF BALANCED SCORECARDS...................................265.1 Rationale for strategic planning and analysis of key strategic issues. . . .265.2 Meeting the challenges of the Millennium Development Goals................265.3 Past Experience on Research, Trainings and Consultancies......................27

CHAPTER 6 MONITORING, EVALUATION AND PERFORMANCE MEASURES.........496.1 General...............................................................................................................496.2 Performance Indicators...................................................................................52

Executive Summary

The Centre is an arm of the Department of Water Resources Management and

Development in the Faculty of the Environmental Sciences. The Centre was

established in 2010 with the aim of promoting on-site sanitation and water

supply through research and training, focusing on simple but most commonly

used appropriate technologies (such as pit latrines, ecological sanitation,

shallow wells and hand pumps) in Malawian communities. It was established

to go out to industries to spearhead applied research, training, consultancies,

outreach programmes in water, sanitation and hygiene (WASH)sub-sectors

realizing that:

Water and sanitation management institutions in Africa are unable to

adequately provide Water Sanitation and Hygiene (WASH) services to the

present populations or to maintain service standards because of few vi | P a g e


trained personnel in the sector.

Accessibility and quality of water, sanitation and hygiene (WASH) are

closely linked to socio-economic development.

Water and Sanitation management institutions in Africa have hitherto

overlooked or neglected the social and psychological aspects of water,

sanitation and hygiene (WASH) services.

Access to portable water remains difficult in many regions particularly for

the rural and urban poor. Furthermore, there are little prospects for

distribution systems to expand quickly to cope with the high population

growth rates which characterize poor communities

Sanitation is one of the Millennium Development Goal targets lagging

behind.

Investing in adolescent sanitation and hygiene programmes can break

entrenched cycles of poverty and inequality thus making adolescence

become an age of opportunity.

Sustainable quality service in water and sanitation sub-sectors heavily

relies on strong public – private – partnerships.

The Centre was established in 2009. The rationale behind establishment of

the Centre is the recognition that Malawi, just like other nations in the

SADC Region and beyond, needs to urgently address the challenges faced

by Implementers of Water and Sanitation Programmes. To achieve

this goal, the nation requires well – trained people who will need expertise

in Water and Sanitation Issues as well as in the Social- economic aspects of

water, school sanitation, hygiene and the relationship amongst sanitation,

livelihoods and agricultural production. To this effect, the Centre of

Excellence has been set up to link implementation with research to enable

it to effectively and efficiently produce such expertise. This

notwithstanding, Government is aware of the dire need to solve problems

pertaining to the provision of adequate safe water and sanitation through

the Sector Wide Approach (SWAp). Using this philosophy therefore, the vii | P a g e


Centre has joined hands with partners including the Malawi Government

through the Ministry of Irrigation and Water Development’s SWAp in one of

its seven pillars i.e. institutional development and capacity building which

seeks to address critical shortages of core staff.

The Centre undertakes applied research, and implements its findings in

the fields of water and sanitation and trains men and women how to plan

for, provide and maintain affordable, clean water and sanitation for the

benefit of communities in Malawi the region and beyond.

The Centre’s Mission is aligned with Mzuzu University’s: To provide high

quality education, training and research and complementary services to

meet the technological, social and economic needs of individuals and

communities in Malawi.

Although the Centre is an independent institution run by the Director, it is

accountable to the University senate and council. The Centre is governed

by Mzuzu University Act and Statutes of 1997. Its financial transactions

are governed by financial regulations of the University and its accounts are

subject to both internal and external audit in line with Public Finance Act,

Public Audit Act and Public Procurement Act.

The Centre, however, faces a number of challenges in its quest to supply water

and affordable sanitation which include increasing water demand due to

population growth of in the peri-uban areas of the cities.

Malawi Growth Development Strategy:

In order to address the challenges and in an effort to achieve the Government of

Malawi’s goals contained in the Malawi Development and Growth Strategy and

the Millennium Development Goals, the Centre has developed a five year

Strategic Plan for 2012 to 2016. The Strategic Plan sets out short, medium and

long term objectives and prepared a capital investment plan that presents a

realistic level of investment to address key functional issues affecting the

delivery of water supply and sanitation services in the per-urban areas of the

cities and the rural communities.

The Strategic Plan takes recognisance of the international partners’ commitment

to transform lives of Malawians through funding of various projects in the water

and sanitation sector.

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CHAPTER 1 INTRODUCTION

Apart from statutory requirement according to Section 68, sub-section (1) of the

Public Finance Management Act (No.7 of 2003), that demands preparation of

the Performance and Management Plan at least three months before the end of

each financial, it is requisite for any successful business to formulate a clear goal

that can be achieved over the planning period through master planning. Master

Planning is the only real way to do long range forecasting for the needs and

direction of the Centre of Excellence in Water and Sanitation. Without the master

plan, it is most likely that the Centre will end up making decisions from a

reactionary point of view as opposed to taking a proactive approach. It is hoped

that master planning (Strategic Planning) will help the Centre to make each

kwacha count when there is limited capital available.

The Centre’s Strategic Plan outlines the long-term goal of the Centre, general as

well as specific objectives, strategies for achieving the same and setting proper

mechanisms of monitoring and evaluation. For this to be done, objectively

verifiable indicators must be formulated, means of verification must be drawn

and measurable targets in terms of deliverables and dates of delivery must be

set. This plan provides an outline of the Centre intends to conduct its operations

and business over the five year planning period starting from 2012. The plan is

also intended to serve in the following areas;

To provide means of sharing information with employees, customers,

government and potential partners, so that there is an agreement on the

Centre’s plans.

To ensure that decisions related to services rendered by the Centre take

account of what customers want and are prepared to pay for.

To ensure that the centre generates enough income sufficient for “full cost

recovery” to sustain the Centre’s operations.

To help the Centre to monitor financial and technical performance.

To support performance-based contracts with implementing partners,

employees including public and private sectors where applicable by

helping the centre to identify and agree on performance targets.

To support activities needed for performance improvements, such as

research, training and consultancy monitoring, benchmarking and external

audits.

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CHAPTER 2 PURPOSE, STRENGTHS AND LIMITATIONS OF THE STRATEGIC PLAN

2.0 Purpose

The Strategic Plan outlines the Centre’s goal, specific objectives,

performance indicators including targets and strategies to be utilised to

achieve the goal over a period of five years starting in 2012.

The plan has been developed to serve the following purposes

Act as a checklist of Centre’s planned activities and achievement

indicators.

Serve as a guide for financial and related resource mobilization.

Serve as a guide for budgeting.

Serve as a recipe for client-oriented vis-a-vis problem-based service

delivery.

Facilitate timely broad – based project planning, monitoring and

evaluation.

Link the Faculty of Environmental Sciences through programmes in

IWRM and ISM with sister Centres and related institutions in Africa and

the world at large.

2.1 Planning Framework

The Centre adopted a simple planning framework which can be represented by the following steps:-

Specify the Centre’s goals and objectives relative to the mission.

Assess the Centre’s Organizational Structure and Service Roles.

Identify external influences (challenges and Opportunities).

Evaluate Internal Capacity (technical, financial and managerial).

Analyse Strategic Options for achieving compliance and other goals.

Implement the preferred planning alternative.

Monitor and evaluate outcomes and make adjustments as needed.

The above framework was supported by the Balanced Scorecard that was

utilised to link the Centre’s long-term strategy with tangible goals and

actions. The Balanced Scorecard provided a framework to translate, the

vision, the mission, core values and strategy to performance objectives

and metrics the centre will use to gauge its success in meeting the overall

aims. A set of four measures directly linked to the Centre’s strategy were

put as follows;-

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a) Financial performance, which was tackled by responding to the

question-“To succeed financially, how should the Centre appear to

the shareholders?”

b) Internal Business Processes, which was tackled by responding to the

question-“To satisfy the Centre’s customers and shareholders, at

which business process must the Centre excel?”

c) Learning and Growth, which was tackled by responding to the

question-“To achieve the Centre’s Vision, how will the Centre sustain

its ability to change and improve?”

d) Customer Knowledge, which was tackled by responding to the

question-“ To achieve the Centre’s Vision, how should the Centre

appear to its customers?”

From each perspective objectives, measures, targets and initiatives were

identified and set for achievement within the planning period.

Before the application of the Balanced Scorecard was applied situation

analysis was carried out to assess the external and internal factors that

have influences in the Centre’s business.

2.2 Strengths of the Strategic Plan

The Strategic Plan is an authoritative document for all the operations

of the centre. It represents the considered views and collective expertise of

the Centre and its Management. It therefore stands as a guideline to be

followed when outlining annual business in order to achieve the long-term

goal for the planning period.

2.3 Measurement of Performance

The Strategic Plan is a central reference point for defining the Centre’s

goal, specific objectives and targets that have to be achieved within the

five year planning horizon.

2.4 Limitation of the Strategic Plan

The Plan is based on the best information and factors available at the time

of preparation. However, these factors, be they internal or external are

subject to change. Some factors may also emerge or evolve during the

planning period and this may necessitate some changes in the framework 3 | P a g e


of the Plan. It is because of the same reasons that the Centre requires a

periodic review of certain objectives, policies and targets. It is also obvious

that the objectives and policies are dependent on the influence of key

stakeholders particularly financing partners and the prevailing economic

parameters. Changes in key stakeholders and economic conditions

automatically necessitate the review of the Plan

2.5 Key Assumptions

Some of the Key assumptions used in developing this Strategic Plan were:

Improvements in the macro-economic environment will continue

to the extent that:

1. Interest will be equal to or less than 15%;

2. Average Inflation Rate shall be equal to or less than 12%;

3. The exchange rates will be equal to or less than:

1.0 US$ = MK280.00

1.0 Euro = MK320.00

Current financing partners will still support the centre until it

attains financial independence.

The centre will be a fully fledged consultancy firm in order to

achieve financial independence.

Socio-economic conditions will be will to be favourable over the

planning period such that consultancy services and research

works will still be required by various stakeholders .

Financing partners will be identified to fund the Centre’s

operations and all planned programmes will be implemented

over the planning period.

CHAPTER 3 OVERVIEW OF MZUZU UNIVERSITY-CENTRE OF EXCELLENCE IN WATER AND SANITATION

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The Centre is an arm of the Department of Water Resources Management and

Development in the Faculty of the Environmental Sciences. The Centre was

established in 2010 with the aim of promoting on-site sanitation and water

supply through research and training, focusing on simple but most commonly

used appropriate technologies (such as pit latrines, ecological sanitation,

shallow wells and hand pumps) in Malawian communities. It was established

to go out to industries to spearhead applied research, training, consultancies,

outreach programmes in water, sanitation and hygiene (WASH)sub-sectors

realizing that:

Water and sanitation management institutions in Africa are unable to

adequately provide Water Sanitation and Hygiene (WASH) services to the

present populations or to maintain service standards because of few

trained personnel in the sector.

Accessibility and quality of water, sanitation and hygiene (WASH) are

closely linked to socio-economic development.

Water and Sanitation management institutions in Africa have hitherto

overlooked or neglected the social and psychological aspects of water,

sanitation and hygiene (WASH) services.

Access to portable water remains difficult in many regions particularly for

the rural and urban poor. Furthermore, there are little prospects for

distribution systems to expand quickly to cope with the high population

growth rates which characterize poor communities

Sanitation is one of the Millennium Development Goal targets lagging

behind.

Investing in adolescent sanitation and hygiene programmes can break

entrenched cycles of poverty and inequality thus making adolescence

become an age of opportunity.

Sustainable quality service in water and sanitation sub-sectors heavily

relies on strong public – private – partnerships.

5 | P a g e


The Centre was established in 2009. The rationale behind establishment of

the Centre is the recognition that Malawi, just like other nations in the

SADC Region and beyond, needs to urgently address the challenges faced

by Implementers of Water and Sanitation Programmes. To achieve

this goal, the nation requires well – trained people who will need expertise

in Water and Sanitation Issues as well as in the Social- economic aspects of

water, school sanitation, hygiene and the relationship amongst sanitation,

livelihoods and agricultural production. To this effect, the Centre of

Excellence has been set up to link implementation with research to enable

it to effectively and efficiently produce such expertise. This

notwithstanding, Government is aware of the dire need to solve problems

pertaining to the provision of adequate safe water and sanitation through

the Sector Wide Approach (SWAp). Using this philosophy therefore, the

Centre has joined hands with partners including the Malawi Government

through the Ministry of Irrigation and Water Development’s SWAp in one of

its seven pillars i.e. institutional development and capacity building which

seeks to address critical shortages of core staff.

The Centre undertakes applied research, and implements its findings in

the fields of water and sanitation and trains men and women how to plan

for, provide and maintain affordable, clean water and sanitation for the

benefit of communities in Malawi the region and beyond.

The Centre’s Mission is aligned with Mzuzu University’s: To provide high

quality education, training and research and complementary services to

meet the technological, social and economic needs of individuals and

communities in Malawi.

Although the Centre is an independent institution run by the Director, it is

accountable to the University senate and council. The Centre is governed

by Mzuzu University Act and Statutes of 1997. Its financial transactions

are governed by financial regulations of the University and its accounts are

subject to both internal and external audit in line with Public Finance Act,

Public Audit Act and Public Procurement Act.

The Centre’s Vision, Mission and core values are outlined below.

The Centre’s Vision

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“To be the leading Centre of Excellence in promoting water and

Sanitation”

The Centre’s Mission Statement

“To improve the effectiveness of water, sanitation and hygiene

practices and interventions serving the poor and vulnerable

communities in Malawi, the region and beyond through high quality

applied research, training, consultancies, outreach programmes,

studies and the practical application of research and findings.“

The Centre’s Core Values

The Centre realizes that the success of its business is hinged on satisfying

customer needs. It also realizes that provision of quality services is

paramount to the success of its business. Accordingly, provision of

research, training and consultancies must be geared towards solving

pertinent problems in the societies while at the same time reducing future

costs. Researches shall always produce satisfactory results for the benefit

of the society. Consultancies shall solve critical problems by providing cost

effective, modern and reliable solutions. The trainings shall always produce

high quality personnel that shall handle modern challenges of the societies

in the most amicable way.

In order to uphold this philosophy, we at the Centre believe that:

“We have the responsibility to cultivate the best relationships

possible with our co-workers, clients, owners, agents, suppliers

and our community. Our members of Staff shall be Quality and

Result driven in a bid to exceed clients’ expectations. Adopting

the Concept of Empowerment and Engagement, our members of

Staff shall work to a set of Core Values that will underpin our

Mission to achieve our Vision. “

These values will among others include:

Integrity,

Mutual Respect,

Trust,

Fairness,

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Innovation,

Pro-activity

Teamwork.”

The Centre’s Strategic Goals and Functional Areas

The Strategic Goals of the Centre are related to its functional areas as

follows;

Enhance institutional capacity building in water, sanitation and hygiene

(WASH).

Create a conducive environment for promoting partnerships with

international implementing partners in water, sanitation and hygiene

(WASH)sectors.

Provide an enabling environment for the establishment of a self-

sustaining public – private – partnership which will serve as a

framework for raising local resources to solve problems in the water,

sanitation and hygiene sectors.

Create an enabling environment for effective social mobilization,

research and dissemination of information in the field of water,

sanitation and hygiene (WASH) from national to grassroot levels in both

urban and rural areas.

Enhance the training of adequate numbers of people in Integrated

Sanitation Management (ISM).

Link partners in Integrated Sanitation Management through knowledge

transfers and training of professionals in project management.

Help mainstreaming HIV/AIDS and Gender related issues in the Water

and Sanitation.

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The Centre’s Strategic Objectives

Based on the Strategic Goals and Functional Areas the Centre has

established the following objectives in the various areas where it

operates:-

Training seminars/ Short Courses

The Centre coordinates capacity building programmes in the water,

sanitation and hygiene (WASH) sectors. These capacity building

programmes are in form of training seminars and short courses.

The Centre conducts short courses such as; school sanitation; gender and

waste; profit from waste; solid waste management; business opportunities

in waste and training seminars in urban pit empting and desludging ; low

cost drilling options. This activity targets the urban and rural poor, the Civil

Society, City and District Councils, Government institutions, Water Boards.

Private sector, NGOs entrepreneurs, universities and other tertiary

institutions responsible for water sanitation and hygiene (WASH).

The capacity building programmes are aimed at equipping various key

participants with knowledge in WASH activities and interventions.

Research

Surveys/ laboratory experiments

The Centre carries out research through in water, sanitation and hygiene

(WASH). The immediate clients are poor communities with special

emphasis on those dwelling in unplanned urban areas (slums) and the

rural areas, as well as those living in semi and peri-urban areas.

Disaster Preparedness and Management

Various parts of Malawi are prone to various kinds of human induced and

natural disasters. The Centre conducts training, consultancy, research,

awareness, risk analysis, adaptation and intervention in order to establish

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the frequency and magnitude of the impacts of each disaster or

combinations of the same.

Consultancies

The Centre is part of a web of institutions and organizations working in the

water, sanitation and hygiene (WASH) sectors. To enable it to be efficient

and relevant, the Centre works hand in hand with various teams of

experts. Jointly the centre executes projects and conducts consultancies in

Water, sanitation and hygiene in peri urban and rural areas.

Projects

The Centre supports long term sector-wide projects. Training in waste

management, wetland utilization and nutrient recovery, promotion of food

security through compositing both at municipal and house hold levels,

energy recovery from waste and women empowerment are key areas of

emphasis.

International conferences and workshops

The Centre links up with sister institutions by participating in international

workshops and roundtable topical issues in water, sanitation, hygiene and

related fields.

Networking, information and documentation

The Centre provides opportunities for networking among various players in

the water, sanitation and hygiene (WASH) sector. The network in turn

serves as a framework for the players to improve their knowledge and

skills of project management, implementation, financing and marketing.

Research conferences are organized to offer a chance for post graduate

students, researchers and professionals to present new findings and

exchange ideas on WASH.

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CHAPTER 4 SITUATION ANALYSIS

In order to understand how the Centre fairs in its business position, it

carried out situation analysis including environmental scan to evaluate

factors that are likely to influence the Centre’s operations.

4.1 Environmental Scan

During environmental scan the following factors were considered to be key

issues in the remote environmental economy.

a) Trends in society behaviour

b) Demographics

c) Economic Factors

d) Social Factors

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e) Ecological Factors

f) Political Factors

g) Technological Factors.

The following were considered to be key issues in the Centre’s Industrial

environment;-

a) New Entrants in similar business

b) Bargaining Power of Suppliers

c) Substitutes to the Centre’s Services

d) Bargaining Power of Clients in the Centre’s Industry

e) Rivalry from other service providers.

The following were key issues in the Centre’s operating environment.

a) Competitive position

b) Customer profiles and market changes

c) Supplier relationships

d) Creditors

e) Labour Market

4.2 Stakeholder Analysis

In order to analyse the challenges and pressures that the Centre faces

from outside it carried out stakeholder analysis. The following were noted

to have key influence on the Centre’s operations;

(a) Malawi Government

The Malawi Government has profound influence over the operations of

Mzuzu University. The Centre is a subset of Mzuzu University. The

Government is a major client for research activities as well as

consultancies. At the same time the Government plays a role in quality

control of all operations of the university to which the Centre is a subset.

Customers

The Centre of Excellence in Water and Sanitation exists because of

customers. In general all customers expect high quality services at 12 | P a g e


reasonable costs. It is everybody’s expectation to pay for the value of

money. Customers need to be treated with utmost care in order to

generate their confidence in the Centre. It is the customer confidence and

trust that can induce more people to get connected and use more of the

Centre’s services. All clients in research, training programs and

consultancies are the Centre’s Customers.

(c) Suppliers, Contractors and Specialized Consultants

The Centre depends on these people for the supply of raw materials like

chemicals for water treatment, specialized services etc. These people also

provide proposals for services, new equipment, new technology etc. Their

interest is to make profits out of their services. Sometimes they use illegal

techniques to generate profits. It is important to follow correct procedures

of procurement in order to get the value of money from this group and to

ensure total quality management.

(d) Regulators (Water, Sanitation, Health, Hygiene and

Environment)

Legislation regarding the provision of water and sanitation services,

protection of health and the environment is generally adopted by the

government in day to day life. However, it is important to note that

regulators impose tough standards that need an input of more resources to

cope with. Regulators have powers to revoke the license of fake service

providers and even to prosecute them when there is need. Just like the

Government, regulators are mandated to protect the interest of the public

thus making sure that customers get the value of their money. This calls

for efficiency in service delivery and compliance on the part of the Centre.

(e) Media

The influence of the media is on awareness campaigns regarding all WASH

processes and procedures and any other message that customers must get

as urgently as possible. The media may also have a negative impact by

airing incorrect and unbalanced message to customers and other

stakeholders.

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(f)Local community-based organisations

These organisations work closely with communities lacking essential

services in Water and Sanitation. They provide valuable local knowledge,

but are the least able to pay for vital services. As a priority the Centre

seeks grant funding to be able to provide services to such local

organisations as cost effectively as possible. The CBOs are important to

the Centre not only as potential (grant-supported) customers but also

because they provide the much required interface and regular feedback,

from the field.

(g)Schools and slum dwellers

At the close of 2010, the Centre facilitated training workshops such as

‘’Incentivizing Small scale Entrepreneurs for Sustainable School

Sanitation’’ and ‘’Profit from Waste’’. The Centre plans to share lessons

learnt from these workshops with other countries at regional conferences.

This Strategic plan is developed to enhance the Centre’s capacity to

maintain leadership role in the niche areas.

(h)Local and national government agencies

Within Malawi the Centre has the support of the Ministry of Irrigation and

Water Development. It has already built a close professional and

contracting relationship with the water boards – especially the Northern

Region Water Board, Blantyre Water Board and Lilongwe Water Board over

and above the Ministry of Local Government and Rural Development, town

and city councils and other parastatal organizations. At the regional level

the Centre is constantly in touch with WaterNet, which provides a valuable

interface with potential customers within the SADC region.

(i)International Development Organizations

A number of international development partners, universities and research

institutes continues to express interest in collaborating and partnering with

the Centre. These institutions include; Emory University and its partners

the Centre for Global Safe Water and the Centre for Disease Control

(CDC),London School for Hygiene and Tropical Medicine

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(LSHTM) ,University Eduardo Mondale in Maputo, Mozambique., WASTE,

(Netherlands), Water Aid, Water for People, WEDC, Pump AID

(j)International Donors

The Centre seeks support from bilateral and multilateral donors for

implementation of research and development projects. The Centre

will endeavor to be accountable and transparent in the management

of resources both internally generated and from supporting partners.

(k) Other Partners and Stakeholders

Water, Sanitation and hygiene are of interest to a wide range of Non

Governmental organizations particularly the business community – both

local and international/corporate - and the financial community. Unclean

water, poor sanitation and poor hygiene affect employees, and, therefore,

performance is hindered. In the agricultural sector, the utilization of human

waste as a partial replacement for synthetic fertilizers is gaining interest as

prices for such farm inputs keep souring. In the financial sector, the

provision of water is seen as the responsibility of governments, while

individual households are required to invest in their sanitation and hygiene

facilities. In 2010, a snap survey had shown that in Blantyre Low Income

Areas (LIAs) alone there is a demand for over 100,000 improved latrines at

an average cost of US$250 each. This requires (commercial) financing of

US$25 million. Naturally, other municipal, town and rural settlements

demand similar services. In order to assist relevant authorities to fast track

the process of rolling out to all corners of the country, the Centre has

embarked on the process of building relationship with the business and

financial sectors.

(l) Members of Staff

Staff members generally need adequate pay, good working conditions, job

security, training and motivation. The success of the Centre is dependent

on commitment of staff members to carry out specific tasks and meet

required targets. If members of staff are not motivated, business success is

impossible.

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(m) Management

In this case Management refers to CMT members only. These have an

influence in decision making that guide the direction of the Centre. Being

employees they also need good pay and other issues as outlined under

staff. However, it takes management decision to change the Centre’s

direction in terms of vision and mission including core values. The Centre

requires dynamic leadership that can cope with the challenges of the fast

changing business environment, the research requirements of the modern

world and technology.

4.3 Institutional Systems and Structures

Human resource

Apart from deploying existing staff the Centre is strategically located

within the University to tap human resource expertise from existing

departments within the university in the Water, Sanitation and Hygiene

(WASH) related fields.

Assets and resources

The Centre has office space in a two self contained D-8 houses. The offices

are capable of housing four desk top computers, a laptop computer, two

universal power suppliers (Ups), one heavy duty photocopier, four

executive office tables and chairs, a movable ground phone receiver and

an internet router.

In the five-year span covered by this strategic plan, the Centre with the

available office space will in future house a documentation unit. Currently

the Centre has full access to facilities within the university such as

laboratories in the departments of Biology, Chemistry, Physics, Forestry,

and Energy.

With the ever increasing activities at the Centre and in other departments

the Centre plans to establish a specialized laboratory that can ably allow

research in water, sanitation and hygiene (WASH)

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4.4 Strategic Analysis of Internal Operating Environment (SWOT Analysis)

Just like any other institution, the future of the Centre of Excellence

in Water and Sanitation is centred on the maximum utilization of the

observed and potential strengths and opportunities at the same time

as keeping weaknesses and threats at the barest minimum. It is in

this spirit that the tabulated SWOT analysis hereunder is made.

To summarise both the internal and the external environment that affect

the Centre of Excellence in Water and Sanitation’s operation SWOT

analysis was carried out. Before looking at specifically strengths,

weaknesses, opportunities and threats (SWOT), the following were noted to

be challenges for the Centre;

Rising Operational and investment costs for Water and Sanitation

Projects.

Technology that is becoming absolute with time.

Increasingly stringent regulatory requirements in the provision of

water and sanitation services.

Population changes that directly influences water and sanitation

demand and the haphazard development pattern for the peri-urban

and rural areas..

Centre workforce that is either on short term contract or on adjunct

with the Department of Water Resources Management and

Development.

Competition from sellers of bottled water.

Increased data requirements for accurate modeling of both physical

and financial indicators.

Increased performance targets at international level.

Lack of asset management and operational (including maintenance)

plan for Centre Assets..

Diminishing resources that can be exploited at reasonable cost.

Rising service expectations of customers.

4.4.1 Strengths

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The Centre has:

Available within its water supply environment relatively adequate raw

water sources to enable it meet its short to mid-term water supply

demand. However, this source cannot sustain the growing demand

beyond 2012 as highlighted in the demand projection.

A good combination of highly educated, knowledgeable, innovative

and skilled employees.

Well documented planning and management tools, through the five

year Strategic Plan, which set out a clear Vision, Mission Statement,

Core Values, Objectives, Strategies, and Performance targets for

long, medium and short terms.

Relatively better conditions of service for its employees that enables

it to recruit and retain them.

Some of the infrastructures are fairly in good condition, which

translates into efficient operational levels.

Relatively cordial relationship between staff and management

through the existing trade union and the Departmental Hierarchy.

Stable and relatively good relationships with partners, which can

ascertain its financial viability, hence enable it meet its day to day

operational, asset replacement and small investment costs.

Good linkages with most of its stakeholders, such as Banks,

Government Ministries/Departments, lending Institutions

Built good partnerships with other key stakeholders in the

preservation, protection and management of the catchment areas.

Good policies (HIV and AIDS, Terms and Conditions of Employment,

etc).

4.4.2 Weaknesses.

The Centre has identified the following as areas of

Weaknesses:

Poor corporate culture and lack of patriotism.

Laissez faire attitude towards work.

Miss-allocation and mistreatment of skilled people.

Inconsistency and biasness in implementing policies e.g. rewarding

systems.

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Existence of a silo culture i.e. there is need to promote intersectional

relationships.

Lack of teamwork and spirit.

4.4.3 Opportunities

The Centre considers taking advantage of the following opportunities in

order to accomplish its goal and objectives:

The monopolistic nature of the Business. The Cenre has few

competitors in the business of conducting research, training and

consultancy in water and sanitation in its operating area. It takes

advantage of Mzuzu University that was instituted under an act of

parliament thereby making similar operators illegal in this area.

The nature of the service is essential such that no one can do without

it.

There is plenty of room for expanding the service to all needy groups.

There is support from donors as well as the Government.

There is availability of training institutions in relevant disciplines that

can be utilized to build the capacity of the Centre.

There is available on the market technology which can enable the

Centre deliver efficient and high quality services.

There is potential to go into further partnership with other

organizations that can assist in service delivery.

Government’s recognition of water and sanitation as focus areas in

the MGDS.

4.4.4 Threats

No business venture operates without any challenges. Some of the issues

that could be singled as key challenges or huddles affecting the operations

of the Centre of Excellence are:

Rising operating costs due to micro-economic instability, rising cost of

inputs.

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Service charges are sometimes much less than the required full cost

recovery rate or less than what can be offered to individual

consultants.

Negative impact of HIV and AIDS, leading to loss of productive time,

employees and high staff welfare costs.

The inability of the Water Resources Board to enforce its bye-laws.

Existence of conflicting policies and legal instruments.

The prevalence of HIV and AIDS.

Viruses that corrupt computers.

Unpredictable weather patterns which are due to global warming can

sometimes affect research work.

Some research work may demand materials from outside the country

which may be affected by devaluation of the Malawi Kwacha and

availability of forex.

Fuel shortages are a challenge to the operations of the Centre.

The information given above has been summarized in the following tables.

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4.4.1: Summary of SWOT analysis of the Operating internal environment Strengths Weakness

Qualified staff: the Centre of Excellence has eight well qualified staff. The staff is capable of handling programmes and activities ably. A rich pool of expertise in academic departments on which the Centre can fall back

The seven man staff team is composed partly of full time lecturers in Mzuzu University (five) and partly of external staff (3) engage in non-governmental organizations as full time personnel.

Physical resources: the Centre of Excellence has access to Mzuzu University facilities and resources including the Library and Resource Centre, electricity, water and an office block.

Physical resources: inadequate office space.

Autonomy: the Centre of Excellence is an autonomous coordinating, monitoring and evaluation unit.

Activity – specific donor funding: the Centre of Excellence is largely run through activity – specific donor funds.

Availability of a business plan: the Centre of Excellence has a clearly laid out business plan which guides the units management and income generation

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4.4.2: Summary of SWOT analysis of the external operating environment

Opportunities Threats

Heightened interest of strategic partners: the Centre of Excellence has many strategic partners in the WASH sector. The central partners include national and international NGO’s, donors and civil society organizations.

HIV/AIDS: though staff in the Centre of Excellence is still thin; the potential threat posed by the HIV/AIDS pandemic cannot be overlooked. The absence of an HIV/AIDS work policy needs to be addressed.

Availability of policy guidelines: the Centre of Excellence is guided by appropriate government policies. They include the national water policy, the national sanitation policy, school health and nutrition guidelines and school water, sanitation and hygiene guidelines

Other training institutions: the Centre of Excellence is likely to face competition from established and emerging training and research institution in the WASH sector.

New Centre: the Centre of Excellence is a new unit. There are many prospects for identifying and experimenting on modes of operation deployed by existing units of its kind.

Time constraints: the skeleton staff in Centre of Excellence is frequently overstretched.

Lack of mechanism for monitoring, feedback and evaluation.

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4.4.3: Summary of SWOT analysis of the external operating environment

Opportunities Threats

Availability of market: There is a vast market for the Watsan – Centre’s services. There are many NGO’s CBO’s and public / private providers in WASH which require technical support.

High possibility for overlaps: The possibility of overlaps in service delivery in the WASH sector is high because of the absence of coordination among them.

Limited opportunities for face to face education: Limited opportunities for face to face education in Malawi and Africa in general can be taken advantage of by Watsan – Centre to produce Open and Distance Learning resources especially in gender.

Limited reliable data collection tools especially in health related development goals.

Donor confidence: the Watsan –Centre has donor confidence as evidenced by willingness of international and national externally funded partners to work with it.

Absence of government’s subvention to assist the centre in the running of WASH activities.

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CHAPTER 5 ESTABLISHMENT OF BALANCED SCORECARDS

5.1 Rationale for strategic planning and analysis of key strategic issues

This strategic plan (2012 – 2016) is intended to equip the Centre of Excellence to

contribute to the fulfilment of Millennium Development Goals (MDGs) and the

Malawi Growth and Development Strategy (MGDS)targets on water and sanitation.

The strategic plan provides a road map setting the direction and pace of the Centre

for the next five years and paves the way for the period beyond in a coordinated

and focused manner. The strategic plan also seeks to address challenges and

opportunities in the water and sanitation sector whilst adhering to realizing the

Centre’s Vision, Mission, Aims and Objectives.

5.2 Meeting the challenges of the Millennium Development Goals

The Centre is mandated to contribute to the achievement of MDGs and MGDS. In

order to remain focused, this strategic plan has synchronized MDGs with MGDS. The

box below singles out MDGs/MGDS and puts them in context for the purpose of this

strategic plan.

MDG 1 / MGDS1: Eradicate extreme poverty and hunger through the

promotion of food security using compost manures, high nutrient waste from

industrial plants and Ecosan facilities.

MDG 2 / MGDS 2: Achieve universal primary education through the provision

of adequate water, sanitation and hygiene.

MDG 3 / MGDS 7: Promotion of gender equality and empowerment women

through equitable enrolment ratios, equitable share of women wage earners

and in income generating agencies.

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MDG 4 / MGDS 6: Reduce child mortality rates by reducing water-borne

infections by promoting the goals of the national sanitation policy and the

National water policy

5.3 Past Experience on Research, Trainings and Consultancies

The Centre carried out trainings in conjunction with other partners in the

past. Some of these trainings are still needed. As such the Centre still puts

them on the agenda but with modified target groups. In 2011 the Centre

conducted training on Ecological Urban Agriculture. This training program is

still on the agenda for 2012 and the other coming years. In like manner there

are several other trainings on the agenda.

The tables below show summaries of objectives, strategies, targets and

results generated from the balanced scorecard. It should be noted that

because of the nature of business all aspects of the balanced scorecard fall

with research, training and consultancies. However, there is need to

incorporate issues related to capacity development of the Centre Team.

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Annex 1: Strategic outcomes, outputs and targetsStrategic Outcome 1: Build capacity in water, sanitation and hygiene (WASH)

Output description 2012 2013 2014 2015 2016

TRAININGOutput 1 Training

programme at certificate, diploma and degree levels in IWRM and ISM operational

Development of curriculum at certificate, diploma and degree levels in IWRM and ISM

Development of curriculum at certificate, diploma and degree levels in IWRM and ISM

Development of curriculum at MSc degree levels in IWRM and ISM

Development of curriculum at MSc degree levels in IWRM and ISM

Output 2 Short course in Water and Sanitation as a Business

3 short courses in Water and Sanitation as a Business targeting 30 participants each

-3 short courses in Water and Sanitation as a Business targeting 30 participants each -Evaluation of the course

Output 3 Short course in Urban Sanitation Management, Pit Emptying/Sludge Treatment

Short courses for 30 participants each course

-Short courses for 30 participants each course -Evaluation of the course

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Output 4 Short course in Groundwater Management, Hand drilling, Drilling, O&M of Water Supply and Network, Rainwater Harvesting

-1 Short course covering 20 participates each course-Evaluation

Output 5 Short Course in Ecological Sanitation

-1 Course targeting 30 participants each course-Evaluation

Output 6 Short Course in Solid Waste Management

2 Courses targeting 30 participants each course

2 Courses targeting 30 participants each course-Evaluation

Output 7 Short Course in Energy from Waste

1 Course targeting 30 participants each course

1 Course targeting 30 participants each course-Evaluation

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Output 8 Short Course in Rainwater Harvesting



Output 9 Short Course in operation of piped water supply schemes as a “mini water boards” in rural areas, market centres and Low Income Areas (LIAs)



Output 10 Short Course in Water Users Association (WUA) Management


1 Course targeting 30 participants each course-

Output 11 Short Course in GIS Municipal Waterworks



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Output 13 Short Course in Network modeling for Municipal Waterworks



Output 14 Short Course in mini waterworks operations



Output 15 Short Course in IWRM





Output 16 Short Course in Sanitation Marketing

1Course targeting 30 participants each course




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Strategic outcome 2: Establish strong public – private partnership in WASH

Output description

2012 2013 2014 2015 2016

Output 1 Terms of reference for partnerships

Strategic partnerships in WASH identified

1 Consultation workshops conducted.

2 joint public awareness rallies in WASH conducted.

4 joint public awareness rallies in WASH conducted

1 review workshop conducted

1 review workshop conducted

Output 2 Terms of reference for partnerships drawn

Strategic partnership in WASH identified

2 fundraising activities conducted




Output 3 Terms of reference for an international workshop on partnerships drawn

Terms of reference for an international workshop on partnerships drawn

Terms of reference for an international workshop on partnerships drawn

International workshop on public private partnership conducted



Strategic Outcome 3: Produce a framework for community mobilization in WASH

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Output description

2012 2013 2014 2015 2015

Output Database in WASH.

2 Consultation workshops conducted

Community mobilization tool produced

Community mobilization tool tested

Community mobilization activities conducted

Community mobilization tool reviewed

Strategic outcome 4

Build Watsan –Centre capacity in action research in WASH

Output Action research

2 consultancies, workshops conducted

Action research tool produced

Call for proposals / papers

2 round table conferences

2 round table conferences held

Strategic outcome 5

Build Watsan – Centre capacity in project management

Output 1 Project management guidelines drawn

2 consultation workshops conducted

Project management guidelines drafted

Project management guidelines tested

3 projects conducted

3 projects conducted

Output 2 Consultancy work on project management carried out

2 consultation workshops conducted

Project management guidelines drafted

Project management guidelines tested

2 consultancies in project management conducted

2 consultancies in project management conducted

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Strategic outcome 6: Strengthen links with strategic partners in WASH

Output description

2012 2013 2014 2015 2016

Output 1 Strong link with national partners in WASH established

Terms of reference for national link drawn

2 stakeholders consultation conferences held

2 joint projects in WASH carried out

2 joint projects in WASH carried out

Project review workshop conducted

Output 2 Strong link with international partners in WASH established

Strong link with international partners in WASH established





Output 3 Existing partnerships strengthened

Review terms of reference for existing partnerships

2 consultation workshops with existing partners conducted

4 joint Open days in WASH carried out

4 joint Open days in WASH carried out

2 joint Open days in WASH carried out.

1 review workshop on joint activities.

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Strategic outcome 7: Improved networks, partnerships and collaboration with partners

Output description 2012 2013 2014 2015 2016Output 1 Stakeholder

partnerships strengthened

Formal partnerships established with at least 10 stakeholders in joint awareness activities

9 joint programmes developed, 3 awareness campaigns

9 consultative meetings, 9 public awareness campaigns

9 consultative meetings, 9 public awareness campaigns

Stakeholder review workshop conducted.

Output 2 Awareness campaigns and messages jointly developed

6 consultative meeting.

6 publications made

6 consultative meetings.6 publications made

6 consultative meetings.

6 publications made.

6 consultative meetings.

6 publications made.

6 consultative meetings,

6 publications made

Output 3 Dissemination of information systems and processes improved

3 programmes produced (TV and Radio)




3 programmes produced(TV and Radio)

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Strategic outcome 8: Mainstreaming HIV and AIDS issues

Target 8.1 70% reduction in HIV /AIDS related deaths by 20168.2 90% of eradication of stigma against HIV positive persons

Output description 2012 2013 2014 2015 2016Output 1

Workplace policy drafted

Workplace policy developed, 3 meetings conducted , 3workshopd

3 meetings 3 workshops conducted




Output 2 Members of staff trained on HIV / AIDS basic factors and home based care (HBC)

All members of staff trained on HIV / AIDS basic factors

3 meetings 3 workshops




Output 3 Members of staff sensitizing on discrimination and stigma

Stigma reduction raining conducted for all members of staff

2 awareness campaigns conducted




Strategic outcome 9: Increased Applied Research

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Output description 2012 2013 2014 2015 2016Output 1 Applied

Research Proposals on Water Developed

2 Applied research proposals developed

5 research proposals developed




Output 2 Applied Research Proposals on Sanitation and Hygiene Developed

1 Applied research proposals developed





Strategic outcome 10: Accelerated Consultancy Services

Output description 2012 2013 2014 2015 2016Output 1 Consultancy

Proposals on Water & Sanitation Developed

2 Proposals Developed





Annex 2: Implementation plan

Goal 1 Improve institutional capacity in water services, sanitation and hygiene (WASH)

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Target 1 100 students trained in water, sanitation and hygiene subsectorsTask Responsibilit

yMeasurement

Commencement

Duration Risk

Enroll students

Mzuzu University Department of Water and Sanitation

Selection records

September 2012

4 years Student accommodation teaching spaceTeaching / learning resources

Target 2 Conduct short courses in WASHWatsan– Centre of Excellence

reports January 2012

5 years Time constraintslate disbursement of funds

Conduct short courses in WASH

Target 3Produce a project tool/ instrument.

Monitoring and evaluation

Centre of Excellence

A monitoring and evaluation instrument

July 2012 1 month Late disbursement of donor funds

Conduct project monitoring and evaluation

Instrument project monitoring and evaluation


Quarterly project monitoring and evaluation reports

January 2013 1 week No risk

Target 5 Produce an annual programmed review


Annual review report

January 2013 1 week No risk

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Goal 2 Produce a framework for community mobilization in WASH

Targets Task Responsibility

Measurement

Commencement

Duration Risk

Target 1Produce a data base in WASH


A computer programme for database production

March 2012 1 month No risk

Target 2Build Watsan – Centre of Excellence capacity in action research


Al members of staff trained in action research

November 2012

1 week No risk

Target 3 Coordinate action research


Research dissemination conferences

January, 2015 1 week No risk

Target 4 Produce a project management instrument


A project management instrument

July, 2012 1 month No risk

Goal 3 Improve networks, partnerships and collaboration with partners in WASH

Targets Task Responsibili Measuremen Commencem Duration Risk

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ty t entTarget 1 Establish

formal stakeholder partnership in WASH


A Memorandum of Understanding with stakeholders WASH signed

January, 2012 12 months No risk

Target 2 Produce awareness campaign in WASH materials

Centre of Excellence WASH

awareness campaign materials

July, 2013 6 months No risk

Target 3 Conduct joint awareness campaigns in WASH


Joint awareness campaign materials

January, 2013 1 week No risk

Target 4 4 consultancies in project planning, monitoring and evaluation


Reports on consultancies

August 2013 Variable No risks

Target 5 Carry out consultancy work in project planning, monitoring


Reports May 2012 8 m0nths No risk

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and evaluation

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Goal 4 Create an enabling environment for the promotion of partnership in WASHTarget 1 Stakeholder consultation conferencesTask Responsibility Measurement Commencement

dateDuration Risks

Organize stakeholder consultation conferences

Centre of Excellence Quarterly reports

August 2012 On going No risk


Centre of Excellence Quarterly reports

November 2012 On going No risk


Centre of Excellence Quarterly project reports

December, 2012 2 weeks No risks

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Goal Main stream HIV/AIDS and TB issues

Target 1 Production of an HIV/AIDS and TB work place policy

Task Responsibility measurement Commencement date

Duration risks

Produce a work place HIV/AIDS and TB policy

National AIDS commission

A work place March 2013 2 weeks per session

No risks

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Target 2 All members of staff in the Watsan Centre and strategic partners

Task Responsibility Measurement Commencement date

Duration Risks

Conduct training in HIV/AIDS and TB

National AIDS commission

Quarterly training workshops

May 2013 1 week No risks

Target 3 All members of staff in the Centre of Excellence in Water and Sanitation and Strategic partner organisation sensitized on eradication of stigma and discrimination

Task Responsibility Measurement Commencement date

Duration Risks

Conduct sensitization campaigns on stigma and discrimination

National Aids commission discrimination

Half yearly sensitization campaigns

October 2013 1 week per session

No risks

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Target 4 Build the capacity of CBOS and communities on income generation

Tasks Responsibility Measurement Commencement date

Duration Risks

Produce training materials on the waste economy

Centre of Excellence, National AIDS Commission, Ministry of Water Development, MoLG and RD

Training manuals

March 2013 2 months No risks

Train CBO’s and communities on the waste economy

Centre of Excellence, National AIDS Commission, Ministry of Water Development, MoLG and RD

1, 500 people in CBO’s and communities trained on income generation waste

September 2013 1 week per session

No risks

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Target 5 Establishment of full documentation unit (DU) in the Watsan – Centre.Tasks Responsibility Measurement Commencement

dateDuration Risks

Recruit staff Mzuzu University Department of Water Resources Management and Development

Staff recruited July 2012 6 months Limited funding

Orient staff on IWRM and ISM

Centre of Excellence and partners

All staff in the DU oriented

January, 2013 1 week Limited funding

Organize study tours

Centre of Excellence and partners

All staff in the DU participate in study tours

May 2013 1 week per study tour

Limited funding

Organize staff-led seminars

Documentation unit All staff in the DU participate in study tours

May 2013 1 day per session

No risks

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Goal 5 Personnel Growth and Development for Centre of Excellence Members of StaffTarget 6 Training of Members of StaffTasks Responsibility Measurement Commencement

dateDuration Risks

Identify Training Programs for Members of Staff

Centre of Excellence in Water and Sanitation

Training Programs identified

July 2012 2 years Limited Scope of Training

Identify Scholarships for the Training Programs identified above

Centre of Excellence and Partners

Members of Staff sent on training

July 2012 continuous Limited number of scholarships and conditions attached to the scholarships

Identify short courses organised by partners


Members of staff attend short course trainings

July 2012 Continuous Limited funding for tuition fees and allowances

Identify specialised training programs for individual requirements


Members of staff attend specialised training courses

July 2012 Continuous Limited number of scholarships.

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CHAPTER 6 MONITORING, EVALUATION AND PERFORMANCE MEASURES

6.1 General

So far the Strategic Plan has established the Centre’s mission,

vision, core values, long-term goal, objectives in functional areas

and critical gaps that exist in the system. It has also established

the key functional areas including strategies for enhancing

performance. The plan has come up with investment strategy

aimed at improving the Centre’s performance including the

implementation schedule. However, the improvement processes

need to be monitored and evaluated to ensure that they keep the

Centre on track towards achieving its objectives and indeed the

long-term goal.

Monitoring is a continuous function that aims at providing

management and other stakeholders with early indicators of

progress or lack thereof in achieving results of a project or

program under implementation. On the other hand Evaluation is a

selective exercise that attempts to systematically and objectively

assess progress towards and the achievement of an outcome.

Monitoring and Evaluation help to improve performance and

achieve results. Without Monitoring and Evaluation, it would be

impossible to judge if work was going in the right direction,

whether progress and success could be claimed and how future

efforts might be improved.

Nowadays there is a shift from traditional monitoring and

evaluation to result-based monitoring and evaluation. This implies

that instead of focusing on results only the functions extend to

assessing the whole progress towards achieving the goal i.e.

assessing the impacts of outcomes from results as well. For

monitoring to be carried out successfully there is need to establish

47


Key Performance Indicators. For evaluation to be carried out there

is need to set targets of impacts as well as resource utilisation

which are compared to the status of Key Performance Indicators.

Performance indicators are measures of efficiency and

effectiveness of the Centre with regard to specific aspects of the

Centre’s activities and of the system’s behaviour. Efficiency is a

measure of the extent to which the resources of the Centre are

utilised optimally to produce the service. Effectiveness is a

measure of the extent to which the targeted objectives are

achieved.

The Centre’s performance indicators must be in line with the global

system which requires that performance indicators must:

Represent all relevant aspects of the utility performance,

allowing for a global representation of the system by

reduced number of indicators.

Be suitable for representing those aspects in a true and

unbiased way.

Reflect the results of the managing activity of the

undertaking.

Be clearly defined, with a concise meaning and a unique

interpretation for each indicator.

Include only non overlapping performance indicators.

Require only measuring equipment that targeted utilities can

afford.

Be verifiable which is especially important when the

performance indicators are to be used by regulating entities

that may need to check the results reported.

Be easy to understand even by non specialists-particularly

by customers.

Refer to a certain period of time e.g. 1 year.

Refer to a well - limited geographic area.

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Be applicable to utilities with different characteristics and

stages of development.

Be as few as possible, avoiding the inclusion of non essential

aspects.

The potential benefits of a well-devised system of performance

indicators are as follows;

Facilitates better quality and more timely response from

management.

Allows for an easier monitoring of the effects of

management decisions.

Provides key information that supports a pro-active

approach to management, with less reliance on apparent

system mal-functions (reactive approach)

Highlights strengths and weaknesses of the departments,

identifying the need for corrective measures to improve

productivity, procedures, and routines.

Assists with implementation of Total Quality Management

regime, as a way of emphasizing all-round quality and

efficiency throughout the organization.

Facilitates the implementation of benchmarking routines,

both internally, for comparing the performance at different

locations or systems, and externally, for comparison with

other similar entities, thus promoting performance

improvements.

Provides a sound technical basis for auditing the

organization’s workings and predicting the effect of any

recommendations made as a result of an audit.

Adopting the Balanced Scorecard approach of measuring

performance for the Centre of Excellence in Water and Sanitation,

it demands cascading the mission outputs or outcomes to the four

perspectives, with Financial Perspective at the base, followed by

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Employee Learning and Growth, and then Internal Processes and

finally Customer Satisfaction.

6.2 Performance Indicators

Several organisations developed performance indicators on

water supply and sanitation worldwide. Some of the

organisations include the World Bank, African Development

Bank, European Investment Bank, the Water Utility

Partnership for Capacity Building in Africa and International

Water Association etc just to mention a few. However, these

performance indicators are based on the core business of

individual institutions. The core business on the Centre of

Excellence in Water and Sanitation is found in the Mission

Statement. The Centre undertakes applied research, and

implements its findings in the fields of water and sanitation

and trains men and women how to plan for, provide and

maintain affordable, clean water and sanitation for the

benefit of communities in Malawi the region and beyond. In

this regard the key performance indicators are linked to the

number of trainings offered, the number of participants in

each course offered, the activities the participants are

involved in after attending the training, the impact of the

activities, the number o consultancies offered in a quarter of

the year and the number of research carried out in a

quarter.

6.3 Evaluation of Results

The Centre of Excellence in Water and Sanitation shall

evaluate not just the results of the activities carried out, but

it shall also evaluated the effects and impacts according to

the information available during baseline survey which shall

form benchmarks for reference.

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Centre of Excellence in Water and Sanitation Strategic Plan 2012-2016

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