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) 01 930 796 Fax: (265) 01 320 505

CENTRE OF EXCELLENCE IN WATER AND SANITATION STRATEGIC PLAN FOR 1212 TO 2016

Photograph : Borehole in operationPhotograph : Participants after training in Sanitation

MZUZU UNIVERSITY - CENTRE OF EXCELLENCE IN WATER AND SANITATIONPRIVATE BAG 201 LUWINGA, MZUZU 2, MALAWI

List of Acronyms and Abreviations

AIDSAcquired Immune Deficiency SyndromeCBOCommunity Based OrganizationCDCCentre for Disease ControlDUDocumentation Unit HIVHuman Immune VirusISMIntegrated Science ManagementIWRMDIntegrated Water Resources Management and DevelopmentLIASLow Income AreasLSHTMLondon School of Hygiene and Tropical MedicineMDGsMillennium Development GoalsMEPD Ministry of Economic Planning and DevelopmentMGDsMalawi Growth Development StrategyMoLG & RD Ministry of Local Government and DevelopmentMZUNIMzuzu UniversityNETWAS Network for Water and SanitationNGONon Governmental OrganizationSADCSouthern Africa Development CountriesSPStrategic PlanSWOT`Strength Weakness Opportunities and ThreatsUCDISMUniversity Capacity Development for Integrated Sanitation ManagementUNICEFUnited Nations Childrens Fund UNOUnited Nations OrganizationWASHWater, Sanitation and hygieneWASHTED Water, Sanitation, Health and Appropriate Technology Development WASTEWASTE-NetherlandsWATSANWater and Sanitation WEDC Water, Engineering and Development Centre WFPWorld Food Programmme

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 Malawis place in the global village as reflected in United Nations Millennium Development Strategy (MGDs) and the Malawis 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 centres 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 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 Centre further extends its gratitude for the support from Mzuzu University Management for facilitating the development of this Strategic Plan.

Table of ContentsviForewordiiiACKNOWLEDGEMENTSvExecutive SummaryviiCHAPTER 1 INTRODUCTION1CHAPTER 2PURPOSE, STRENGTHS AND LIMITATIONS OF THE STRATEGIC PLAN22.0Purpose22.1 Planning Framework2The Centre adopted a simple planning framework which can be represented by the following steps:-22.2Strengths of the Strategic Plan32.3 Measurement of Performance32.4 Limitation of the Strategic Plan32.5 Key Assumptions4CHAPTER 3OVERVIEW OF MZUZU UNIVERSITY-CENTRE OF EXCELLENCE IN WATER AND SANITATION5The Centres Vision7The Centres Mission Statement7The Centres Core Values7The Centres Strategic Objectives9Training seminars/ Short Courses9Research9Surveys/ laboratory experiments9Disaster Preparedness and Management10Consultancies10Projects10International conferences and workshops10Networking, information and documentation10CHAPTER 4SITUATION ANALYSIS12(f)Local community-based organisations14(g)Schools and slum dwellers14(h)Local and national government agencies15(i)International Development Organizations15(j)International Donors154.3Institutional Systems and Structures16Human resource16Assets and resources174.4Strategic Analysis of Internal Operating Environment (SWOT Analysis)174.4.1 Strengths184.4.2Weaknesses.194.4.3Opportunities194.4.4Threats20CHAPTER 5ESTABLISHMENT OF BALANCED SCORECARDS265.1Rationale for strategic planning and analysis of key strategic issues265.2Meeting the challenges of the Millennium Development Goals265.3Past Experience on Research, Trainings and Consultancies27CHAPTER 6 MONITORING, EVALUATION AND PERFORMANCE MEASURES496.1General496.2Performance Indicators52

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 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 Centre has joined hands with partners including the Malawi Government through the Ministry of Irrigation and Water Developments 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 Centres Mission is aligned with Mzuzu Universitys: 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 Malawis 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.

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

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CHAPTER 1INTRODUCTION

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 Centres 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 Centres 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 Centres 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.

CHAPTER 2PURPOSE, STRENGTHS AND LIMITATIONS OF THE STRATEGIC PLAN

2.0Purpose

The Strategic Plan outlines the Centres 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 Centres 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 Centres goals and objectives relative to the mission. Assess the Centres 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 Centres 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 Centres strategy were put as follows;-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 Centres 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 Centres 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 Centres 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 Centres business.

2.2Strengths 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 Centres 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 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 Centres operations and all planned programmes will be implemented over the planning period.

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

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.

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 Developments 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 Centres Mission is aligned with Mzuzu Universitys: 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 Centres Vision, Mission and core values are outlined below.

The Centres Vision

To be the leading Centre of Excellence in promoting water and Sanitation The Centres 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 Centres 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, Innovation, Pro-activity Teamwork.

The Centres 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.

The Centres 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 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.

CHAPTER 4SITUATION 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 Centres operations.

4.1Environmental ScanDuring environmental scan the following factors were considered to be key issues in the remote environmental economy.a) Trends in society behaviourb) Demographicsc) Economic Factorsd) Social Factorse) Ecological Factorsf) Political Factorsg) Technological Factors.

The following were considered to be key issues in the Centres Industrial environment;-a) New Entrants in similar businessb) Bargaining Power of Suppliersc) Substitutes to the Centres Servicesd) Bargaining Power of Clients in the Centres Industrye) Rivalry from other service providers.

The following were key issues in the Centres operating environment.a) Competitive positionb) Customer profiles and market changesc) Supplier relationshipsd) Creditorse) Labour Market

4.2Stakeholder 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 Centres 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 reasonable costs. It is everybodys 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 Centres services. All clients in research, training programs and consultancies are the Centres 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) MediaThe 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.

(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 Centres 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 (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.

(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 Centres 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.

4.3Institutional 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)

4.4Strategic 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 Sanitations 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

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).

4.4.2Weaknesses.

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. Existence of a silo culture i.e. there is need to promote intersectional relationships. Lack of teamwork and spirit.

4.4.3Opportunities

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. Governments recognition of water and sanitation as focus areas in the MGDS.

4.4.4Threats

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. 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.

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 backThe 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

4.4.2: Summary of SWOT analysis of the external operating environment

OpportunitiesThreats

Heightened interest of strategic partners: the Centre of Excellence has many strategic partners in the WASH sector. The central partners include national and international NGOs, 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 guidelinesOther 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.

4.4.3: Summary of SWOT analysis of the external operating environmentOpportunities

Threats

Availability of market: There is a vast market for the Watsan Centres services. There are many NGOs CBOs 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 governments subvention to assist the centre in the running of WASH activities.

CHAPTER 5ESTABLISHMENT OF BALANCED SCORECARDS

5.1Rationale 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 Centres Vision, Mission, Aims and Objectives.

5.2Meeting 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.

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

5.3Past 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.

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

20122013

2014

2015

2016

TRAININGOutput 1Training programme at certificate, diploma and degree levels in IWRM and ISM operationalDevelopment 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 ISMDevelopment of curriculum at MSc degree levels in IWRM and ISM

Output 2

Short course in Water and Sanitation as a Business3 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

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 5Short Course in Ecological Sanitation-1 Course targeting 30 participants each course-Evaluation

Output 6Short Course in Solid Waste Management2 Courses targeting 30 participants each course

2 Courses targeting 30 participants each course-Evaluation

Output 7Short Course in Energy from Waste1 Course targeting 30 participants each course

1 Course targeting 30 participants each course-Evaluation

Output 8Short Course in Rainwater Harvesting1 Course targeting 30 participants each course

1 Course targeting 30 participants each course-Evaluation

Output 9Short Course in operation of piped water supply schemes as a mini water boards in rural areas, market centres and Low Income Areas (LIAs)1 Course targeting 30 participants each course

1 Course targeting 30 participants each course

Output 10Short Course in Water Users Association (WUA) Management1 Course targeting 30 participants each course

1 Course targeting 30 participants each course-

Output 11Short Course in GIS Municipal Waterworks1 Course targeting 30 participants each course1 Course targeting 30 participants each course

Output 13Short Course in Network modeling for Municipal Waterworks1 Course targeting 30 participants each course

1 Course targeting 30 participants each course-Evaluation

Output 14Short Course in mini waterworks operations1 Course targeting 30 participants each course1 Course targeting 30 participants each course-Evaluation

Output 15Short Course in IWRM1 Course targeting 30 participants each course1 Course targeting 30 participants each course

1 Course targeting 30 participants each course1 Course targeting 30 participants each course-Evaluation

Output 16Short Course in Sanitation Marketing1Course targeting 30 participants each course1 Course targeting 30 participants each course

1 Course targeting 30 participants each course1 Course targeting 30 participants each course-Evaluation

Strategic outcome 2: Establish strong public private partnership in WASH

Output description 20122013201420152016

Output 1Terms of reference for partnerships Strategic partnerships in WASH identified1 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 drawnStrategic partnership in WASH identified2 fundraising activities conducted2 fundraising activities conducted2 fundraising activities conducted2 fundraising activities conducted

Output 3Terms of reference for an international workshop on partnerships drawnTerms of reference for an international workshop on partnerships drawnTerms of reference for an international workshop on partnerships drawnInternational workshop on public private partnership conductedInternational workshop on public private partnership conductedInternational workshop on public private partnership conducted

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

Output description20122013201420152015

Output Database in WASH.2 Consultation workshops conducted Community mobilization tool producedCommunity mobilization tool tested Community mobilization activities conducted Community mobilization tool reviewed

Strategic outcome 4Build Watsan Centre capacity in action research in WASH

Output Action research2 consultancies, workshops conductedAction research tool producedCall for proposals / papers2 round table conferences2 round table conferences held

Strategic outcome 5Build Watsan Centre capacity in project management

Output 1Project management guidelines drawn2 consultation workshops conducted Project management guidelines drafted Project management guidelines tested 3 projects conducted3 projects conducted

Output 2Consultancy work on project management carried out2 consultation workshops conducted Project management guidelines drafted Project management guidelines tested 2 consultancies in project management conducted2 consultancies in project management conducted

Strategic outcome 6: Strengthen links with strategic partners in WASH

Output description 20122013201420152016

Output 1Strong link with national partners in WASH established Terms of reference for national link drawn2 stakeholders consultation conferences held2 joint projects in WASH carried out 2 joint projects in WASH carried outProject review workshop conducted

Output 2Strong link with international partners in WASH established Strong link with international partners in WASH established Strong link with international partners in WASH established Strong link with international partners in WASH established Strong link with international partners in WASH established Strong link with international partners in WASH established

Output 3Existing partnerships strengthened Review terms of reference for existing partnerships2 consultation workshops with existing partners conducted 4 joint Open days in WASH carried out4 joint Open days in WASH carried out2 joint Open days in WASH carried out.1 review workshop on joint activities.

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

Output description 20122013201420152016

Output 1Stakeholder partnerships strengthened Formal partnerships established with at least 10 stakeholders in joint awareness activities9 joint programmes developed, 3 awareness campaigns9 consultative meetings, 9 public awareness campaigns 9 consultative meetings, 9 public awareness campaignsStakeholder review workshop conducted.

Output 2 Awareness campaigns and messages jointly developed6 consultative meeting.

6 publications made6 consultative meetings. 6 publications made 6 consultative meetings.

6 publications made.6 consultative meetings.

6 publications made.6 consultative meetings,

6 publications made

Output 3Dissemination of information systems and processes improved3 programmes produced (TV and Radio)3 programmes produced (TV and Radio)3 programmes produced (TV and Radio)3 programmes produced (TV and Radio)3 programmes produced (TV and Radio)

Strategic outcome 8: Mainstreaming HIV and AIDS issues

Target 8.1 70% reduction in HIV /AIDS related deaths by 2016

8.2 90% of eradication of stigma against HIV positive persons

Output description 20122013201420152016

Output 1Workplace policy draftedWorkplace policy developed, 3 meetings conducted , 3workshopd

3 meetings 3 workshops conducted

3 meetings 3 workshops conducted

3 meetings 3 workshops conducted

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 factors3 meetings 3 workshops3 meetings 3 workshops3 meetings 3 workshops3 meetings 3 workshops

Output 3Members of staff sensitizing on discrimination and stigmaStigma reduction raining conducted for all members of staff2 awareness campaigns conducted2 awareness campaigns conducted2 awareness campaigns conducted2 awareness campaigns conducted

Strategic outcome 9: Increased Applied Research

Output description 20122013201420152016

Output 1Applied Research Proposals on Water Developed2 Applied research proposals developed5 research proposals developed5 research proposals developed5 research proposals developed5 research proposals developed

Output 2 Applied Research Proposals on Sanitation and Hygiene Developed1 Applied research proposals developed2 research proposals developed3 research proposals developed5 research proposals developed5 research proposals developed

Strategic outcome 10: Accelerated Consultancy Services

Output description 20122013201420152016

Output 1Consultancy Proposals on Water & Sanitation Developed 2 Proposals Developed5 Proposals Developed5 Proposals Developed5 Proposals Developed5 Proposals Developed

Annex 2: Implementation plan

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

Target 1100 students trained in water, sanitation and hygiene subsectors

Task Responsibility Measurement Commencement Duration Risk

Enroll students Mzuzu University Department of Water and SanitationSelection recordsSeptember 20124 yearsStudent accommodation teaching spaceTeaching / learning resources

Target 2Conduct short courses in WASH

Watsan Centre of ExcellencereportsJanuary 20125 yearsTime constraintslate disbursement of fundsConduct short courses in WASH

Target 3Produce a project tool/ instrument.

Monitoring and evaluationCentre of ExcellenceA monitoring and evaluation instrumentJuly 20121 monthLate disbursement of donor funds

Conduct project monitoring and evaluation Instrument project monitoring and evaluationCentre of ExcellenceQuarterly project monitoring and evaluation reports January 20131 weekNo risk

Target 5Produce an annual programmed reviewCentre of ExcellenceAnnual review reportJanuary 20131 weekNo risk

Goal 2Produce a framework for community mobilization in WASH

TargetsTask Responsibility Measurement Commencement Duration Risk

Target 1Produce a data base in WASH

Centre of ExcellenceA computer programme for database productionMarch 20121 monthNo risk

Target 2Build Watsan Centre of Excellence capacity in action researchCentre of ExcellenceAl members of staff trained in action researchNovember 20121 weekNo risk

Target 3Coordinate action researchCentre of ExcellenceResearch dissemination conferencesJanuary, 20151 weekNo risk

Target 4Produce a project management instrumentCentre of ExcellenceA project management instrumentJuly, 20121 monthNo risk

Goal 3

Improve networks, partnerships and collaboration with partners in WASH

TargetsTask Responsibility Measurement Commencement Duration Risk

Target 1Establish formal stakeholder partnership in WASHCentre of ExcellenceA Memorandum of Understanding with stakeholders WASH signedJanuary, 201212 months

No risk

Target 2Produce awareness campaign in WASH materialsCentre of ExcellenceWASH awareness campaign materialsJuly, 20136 monthsNo risk

Target 3Conduct joint awareness campaigns in WASHCentre of ExcellenceJoint awareness campaign materialsJanuary, 20131 week No risk

Target 44 consultancies in project planning, monitoring and evaluationCentre of ExcellenceReports on consultanciesAugust 2013VariableNo risks

Target 5Carry out consultancy work in project planning, monitoring and evaluationCentre of ExcellenceReportsMay 20128 m0nthsNo risk

Goal 4Create an enabling environment for the promotion of partnership in WASH

Target 1Stakeholder consultation conferences

TaskResponsibility Measurement Commencement date DurationRisks

Organize stakeholder consultation conferencesCentre of ExcellenceQuarterly reportsAugust 2012On going No risk

Organize stakeholder consultation conferencesCentre of ExcellenceQuarterly reportsNovember 2012On going No risk

Organize stakeholder consultation conferencesCentre of ExcellenceQuarterly project reports December, 20122 weeksNo risks

Goal Main stream HIV/AIDS and TB issues

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

Task ResponsibilitymeasurementCommencement dateDurationrisks

Produce a work place HIV/AIDS and TB policy National AIDS commission A work place March 20132 weeks per session No risks

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

TaskResponsibility Measurement Commencement date DurationRisks

Conduct training in HIV/AIDS and TBNational AIDS commission Quarterly training workshopsMay 20131 weekNo risks

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

TaskResponsibility Measurement Commencement date DurationRisks

Conduct sensitization campaigns on stigma and discriminationNational Aids commission discrimination Half yearly sensitization campaignsOctober 20131 week per sessionNo risks

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

Tasks ResponsibilityMeasurementCommencement date DurationRisks

Produce training materials on the waste economyCentre of Excellence, National AIDS Commission, Ministry of Water Development, MoLG and RDTraining manuals March 20132 monthsNo risks

Train CBOs and communities on the waste economyCentre of Excellence, National AIDS Commission, Ministry of Water Development, MoLG and RD1, 500 people in CBOs and communities trained on income generation wasteSeptember 20131 week per sessionNo risks

Target 5Establishment of full documentation unit (DU) in the Watsan Centre.

Tasks ResponsibilityMeasurementCommencement date DurationRisks

Recruit staffMzuzu University Department of Water Resources Management and DevelopmentStaff recruitedJuly 20126 monthsLimited funding

Orient staff on IWRM and ISMCentre of Excellence and partners All staff in the DU oriented January, 20131 weekLimited funding

Organize study toursCentre of Excellence and partnersAll staff in the DU participate in study toursMay 20131 week per study tourLimited funding

Organize staff-led seminarsDocumentation unitAll staff in the DU participate in study toursMay 20131 day per sessionNo risks

Goal 5Personnel Growth and Development for Centre of Excellence Members of Staff

Target 6Training of Members of Staff

Tasks ResponsibilityMeasurementCommencement date DurationRisks

Identify Training Programs for Members of StaffCentre of Excellence in Water and SanitationTraining Programs identifiedJuly 20122 yearsLimited Scope of Training

Identify Scholarships for the Training Programs identified aboveCentre of Excellence and PartnersMembers of Staff sent on training July 2012continuousLimited number of scholarships and conditions attached to the scholarships

Identify short courses organised by partnersCentre of Excellence in Water and SanitationMembers of staff attend short course trainingsJuly 2012ContinuousLimited funding for tuition fees and allowances

Identify specialised training programs for individual requirementsCentre of Excellence in Water and SanitationMembers of staff attend specialised training coursesJuly 2012ContinuousLimited number of scholarships.

CHAPTER 6 MONITORING, EVALUATION AND PERFORMANCE MEASURES

6.1General

So far the Strategic Plan has established the Centres 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 Centres 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 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 Centres activities and of the systems 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 Centres 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. 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 organizations 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 Employee Learning and Growth, and then Internal Processes and finally Customer Satisfaction.

6.2Performance 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.6.3Evaluation of ResultsThe 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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