WATER MANAGEMENT INITIATIVE (WMI)

WATER MANAGEMENT INITIATIVE (WMI)

Quarterly Progress Report No. 17 – Volume I

FY2020, Q3 (April 1 to June 30, 2020)

July 2020

This publication was produced for review by the United States Agency for International Development.

It was prepared by Tetra Tech.

CONCEPT PAR

TY

DATE

First draft submitted: WMI July 15, 2020

Comments Received COR August 24, 2020

Final Version Submitted WMI August 27, 2020

Final version approved: COR August 27,

2020

This document was produced for review by the United States Agency for International Development.

It was prepared by Tetra Tech under the USAID Water Management Initiative (WMI) Contract No.

AID-278-C-16-00001.

This report was prepared by:

Tetra Tech

159 Bank Street, Suite 300

Burlington, Vermont 05401 USA

Telephone: (802) 495-0282

Fax: (802) 658-4247

E-Mail: [email protected]

Tetra Tech Contacts:

José A. Valdez, Chief of Party, [email protected]

David Favazza, Project Manager, [email protected]

All photos are by Tetra Tech unless otherwise noted.

mailto:[email protected]


WATER MANAGEMENT INITIATIVE

(WMI)

Quarterly Progress Report No. 17 – Volume I

FY2020, Q3 (April 1 to June 30, 2020)

July 15, 2020

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the

United States Agency for International Development or the United States Government.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I i

TABLE OF CONTENTS

TABLE OF CONTENTS .................................................................................................................. i

ACRONYMS..................................................................................................................................... ii

EXECUTIVE SUMMARY – MAIN ACCOMPLISHMENTS ....................................................... vii

ES 1 PROJECT SUMMARY ...............................................................................................................................vii

ES 2 PROJECT EXPECTED RESULTS ...........................................................................................................viii

ES 3 HIGHLIGHTS OF ACCOMPLISHMENTS THIS QUARTER .......................................................... ix

1 INTERVENTIONS IMPLEMENTED DURING REPORTING PERIOD.................................. 1

1.1 COMPONENT 1: WATER SUPPLY SYSTEMS ................................................................................... 1

1.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT .................. 6

1.3 COMPONENT 3: WATER SECTOR GOVERNANCE .................................................................... 8

1.4 COMPONENT 4: PROTECTION OF WATER SUPPLY ............................................................... 10

2 INTERVENTIONS PLANNED FOR NEXT QUARTER ........................................................ 16

2.1 COMPONENT 1: WATER SUPPLY SYSTEMS ................................................................................. 16

2.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT ................ 17

2.3 COMPONENT 3: WATER SECTOR GOVERNANCE .................................................................. 18

2.4 COMPONENT 4: PROTECTION OF WATER SUPPLY ............................................................... 20

3 PROJECT MANAGEMENT ...................................................................................................... 21

2.5 DONOR COORDINATION ................................................................................................................ 21

2.6 MONITORING, EVALUATION AND LEARNING ......................................................................... 21

2.7 YOUTH, GENDER, AND VULNERABLE POPULATIONS ........................................................... 22

ANNEX I: COVID-19 IMPACT ON WMI ACTIVITIES ........................................................... 23

ANNEX II: MATRIX - COVID-19 IMPACT ON WMI PROJECT ............................................ 25

ANNEX III: WMI RETURN TO OFFICE PLAN - GUIDELINES ............................................. 29

ANNEX IV: PERFORMANCE INDICATOR TRACKING TABLE .......................................... 37

ANNEX V: TRAINET WMI TRAINING Q2 FY 20 ................................................................... 45

ANNEX VI: PERFORMANCE WORK STATEMENT ACTIVITIES AND DELIVERABLES

AS PER CONTRACT ................................................................................................................... 46

ANNEX VII: SNAPSHOT/SUCCESS STORY ........................................................................... 61

ANNEX VIII: WMI ORGANIZATION CHART ....................................................................... 62

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I ii

ACRONYMS

AA Assignment Agreement

AoA Article of Association

ACWUA Arab Countries Water Utilities Association

AFD Agence Française de Développement (French Development Agency)

AMELP Activity Monitoring, Evaluation, and Learning Plan

AR Accounts Receivable

AW Aqaba Water

AWW Arab Water Week

BCC Behavior Change Communication

BFM Beneficiary Feedback Mechanism

BGR Bundesanstalt für Geowissenschaften und Rohstoffe

BI Business Intelligence

BoT Build, Operate and Transfer

BOQ Bill of Quantity

CAQA Center of Accreditation and Quality Assurance

CCAO Crosscutting Activity Objective

CEO Chief Executive Officer

CIM Chartered Institute of Marketing

CLA Collaborating, Learning, and Adapting

COP Chief of Party

COR Contract Officer Representative

COVID-19 Coronavirus, SARS-CoV-2, 2019 Novel Coronavirus

CRM Customer Relationship Management

CSO Civil Society Organization

CSCU Customer Service Control Unit

DCOP Deputy Chief of Party

DO Direct Objective

DO Dissolved Oxygen

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I iii

EAM Enterprise Asset Management

e-MEMO Electronic Correspondence Management System

EBS E-Business Suite

EES Employee Self Service

EPE Employee Performance Evaluation

ERP Enterprise Resource Planning

e-GWMS e-Ground Water Management System

FAR Fixed Asset Register

FARA Fixed Amount Reimbursable Agreement

FFA Field Force Automation

FY Fiscal Year

GAM Greater Amman Municipality

GFA Gap-Fit Analysis

GIS Geographic Information System

GIWR Gross Irrigation Water Requirements

GIZ Gesellschaft für Internationale Zusammenarbeit (German Technical Assistance Agency)

GL General Ledger

GM General Manager

GOJ Government of Jordan

GW Groundwater

GWMS Groundwater Management Systems

HHU Handheld Units

HR Human Resources

H&S Health and Safety

ICTU Information and Communication Technology Unit

IMF International Monetary Fund

IR Intermediate Results

IT Information Technology

ISO International Organization for Standardization

JEA Jordanian Engineers Association

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I iv

JREDS Jordan Royal Ecological Diving Society

JSMC Jordan Social Marketing Center

JSMO Jordan Standards and Metrology Organization

JV Jordan Valley

JVA Jordan Valley Authority

KAC King Abdullah Canal

KAP Knowledge, Attitudes, Practices

KfW Kreditanstalt für Wiederaufbau (German Development Bank)

KPI Key Performance Indicator

MAU Ma’an Administrative Unit

MCM Million Cubic Meters

MoA Ministry of Agriculture

MoFA Ministry of Foreign Affairs

MoH Ministry of Health

MoI Ministry of Interior

MoPIC Ministry of Planning and International Cooperation

MoSD Ministry of Water and Irrigation

MoPWH Ministry of Public Works and Housing

MWA Ma’an Water Administration

MWD Ma’an Water Directorate

MWI Ministry of Water and Irrigation

NGO Nongovernmental Organization

NCCC National Customer Complaints Center

NRW Non-Revenue Water

NWIS National Water Information System

OBIEE Oracle Business Intelligence Suite Enterprise Edition

O&M Operation and Maintenance

OHS Occupational Health and Safety

ORP Oxidation Reduction Potential

PBC Performance-Based contracting

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I v

PFMRAF Public Financial Management Risk Assessment Framework

PFS Project follow-up System

PIP Performance Improvement Plan

PITT Performance Indicator Tracking Table

PMP Performance Monitoring Plan

PMU Performance Management Unit (formerly Program Management Unit)

PS Pump Station

PPP Public Private Partnership

RBAP Result-Based Action Plan

RFP Request For Proposals

RFQ Request For Qualifications

ROU Regional Operating Unit

RS Remote Sensing

RSS Royal Scientific Society

SAE School of Audio Engineering

SCADA Supervisory Control and Data Acquisition System

SISP-WS Strategic Information System Plan – Water Sector

SG Secretary General

SOW Scope of Work

SSP Sanitation Safety Plan

STTA Short-Term Technical Assistance

TAG Talal Abu Ghazaleh

TNA Training Needs Assessment

TOT Training of Trainers

TTA Task Transfer Agreement

USAID United States Agency for International Development

USG United States Governorate

UPMU Utilities Program Management Unit

W4LS Water4Life Solutions

WAJ Water Authority of Jordan

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I vi

WDM Water Demand Management

WDMD Water Demand Management Directorate

WHO World Health Organization

WMI Water Management Initiative

WTP Water Treatment Plant

WQRM Water Quality and Risk Management

WSP Water Safety Plan

WUA Water Users Association

WUE Water Use Efficiency

WWTP Wastewater Treatment Plants

YWC Yarmouk Water Company

ZWA Zarqa Water Administration

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I vii

EXECUTIVE SUMMARY – MAIN ACCOMPLISHMENTS

ES 1 PROJECT SUMMARY

Table 1: Project Summary

Activity Name Water Management Initiative (WMI)

Activity Start / End Date April 1, 2016 to March 31, 2021

Prime Implementing

Partner

Tetra Tech ARD

Contract Number AID-278-C-16-00001

Subcontractors Orient Engineering Consulting and Design; Jordan Social Marketing Center

(JSMC); SEGURA Consulting; Water4Life Solutions (W4LS)

Geographic Coverage Nationwide, with focus on Miyahuna (serving Amman and Zarqa) and

Yarmouk Water Company (serving Ajloun, Irbid, Mafraq and Jerash)

Reporting Period April 1, 2020 to June 30, 2020

The Water Management Initiative (WMI)1 is a five-year initiative of the U.S. Agency for International

Development (USAID) implemented by Tetra Tech. The Activity’s purpose is to support the Government

of Jordan (GOJ) to achieve measurable improvement and greater sustainability of the water sector by

providing technical assistance to strengthen the GOJ’s reform, policy development and implementation,

and capacity-building efforts.

Through targeted technical assistance and capacity building, the Activity supports implementation of

improved utility management practices, including reduced non-revenue water (NRW) and improved cost

recovery. WMI also supports improved groundwater and irrigation management, enhanced wastewater

treatment performance and water quality protection, sector regulation and governance, and water

demand management. Behavior Change and Strategic Communications activities support all facets of

program implementation, including a focus on gender mainstreaming and youth engagement.

WMI supports the USAID/Jordan Intermediate Result (IR) Accountable, Sustainable Management of Water

Resources Increased through implementation of four components corresponding to the following Sub-

IRs: National Sustainable Water Supply System Improved; Water Conserved; Water Sector Governance

Improved; and Water Supply and Resources Protected. In addition, the Activity implements activities to

achieve four crosscutting objectives: gender equality and female empowerment enhanced; opportunity,

well-being, and civic engagement for youth improved; impacts of rapid population growth alleviated and/or

mitigated; and institutions and mechanisms to build cohesion and resilience strengthened.

Table 2: WMI’S SUPPORT TO USAID’S INTERMEDIATE RESULT

Intermedia

te Results

USAID/Jordan Intermediate Result (IR) Accountable, Sustainable

Management of Water Resources Increased

Sub-

Intermediate

Results

National Sustainable

Water Supply

System Improved

Water

Conserved

Water Sector

Governance

Improved

Water Supply and

Resources

Protected

Cross

Cutting

Objectives

Gender Equality and

Female

Empowerment

Enhanced

Opportunity,

Well-Being, and

Civic

Engagement for

Impacts of Rapid

Population Growth

Alleviated and/or

Mitigated

Institutions and

Mechanisms to Build

Cohesion and

Resilience

1 Originally named Improved Water Sector Management and Governance (IWSMG) Activity.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I viii

Youth Improved Strengthened

WMI works in close collaboration with GOJ through the Ministry of Water and Irrigation (MWI), the

Jordan Valley Authority (JVA), water utilities including Miyahuna, Yarmouk Water Company (YWC),

Aqaba Water Company (AW), Water User Associations (WUA) and civil society organizations. The

Activity collaborates with other GOJ ministries, agencies, and municipal authorities, as well as other

bilateral and multi-lateral donor programs.

Tetra Tech is implementing WMI in close collaboration with two Jordanian organizations, Orient

Engineering Consulting and Design and the Jordan Social Marketing Center (JSMC), and two international

organizations with strong ties to Jordan: SEGURA Consulting and Water4Life Solutions (W4LS).

ES 2 PROJECT EXPECTED RESULTS

Despite the challenges caused by the COVID-19 pandemic, WMI continued to hold training courses during

Q3 FY2020 and managed to train 152 total participants (86 males and 66 females). As for the number of

women and girls benefiting from new or improved USG-supported social services, a total of one woman

was targeted with specific capacity building programs from different governorates2. More details are

available in the Performance Indicator Tracking Table (PITT) Annex IV.

WMI has two quarterly indicators to be reported for Q3 FY2020 while the rest are reported annually

(Annex III):

Table 3: WMI’s Quarterly Reported Indicators

Indicator Q3 FY20

result Actual so far

FY21

EOP

Targets

Number of women and girls benefitting

from new or improved USG-supported

social services targeted at women and

girls (M-PMP 4.3.a)

1

426

WMI approached females in

the water sectors with a

special capacity building

program

625

Number of people educated on tools,

approaches and/or methods for water

security, integrated water resource

management, and/or water source

protection as a result of USG assistance

(F HL.8.3-1) (M-PMP 3.3.2.1)

152

4,718

WMI conducted around 176

educational events in

different governorates and

targeted 3,003 males and

1,715 females

5,000

COVID-19 IMPACT ON WMI PROJECT

As of this writing in early July 2020, the Coronavirus is spreading around the globe, but in Jordan the

impact so far has been low given the Government of Jordan’s swift and drastic reaction to contain the

virus at the borders reducing the number of infected people across the country. The National Defense

Law enacted on March 20, 2020, closed all international borders, and placed restrictions on domestic

travel including daily curfews for citizens. ‘Stay at home’ orders were issued Kingdom-wide, and only

essential commercial entities like grocery stores and petrol stations remain open, with limited working

hours.

2 Only one participant of the internship is registered as the gender training was stopped due to the COVID.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I ix

Recently towards the end of May 2020, the GOJ eased the restriction and allowed certain sectors to open

as well as return to work with strict application of health and safety procedures (masks and gloves) as

well as social distancing, starting with 30% of staff occupancy increased up to 70%.

In early June 2020, the GOJ started using the Color-Coded Risk Assessment. The goal of this reopening

plan is to methodically allow businesses, services, and activities to resume, while avoiding a resurgence of

COVID- 19 that could overwhelm our healthcare system and erase the progress made so far.

Table 4: GOJ Color Coded Risk Assessment

Critical Risk

High Risk

Medium Risk

Moderate Risk (Current Status)

Low Risk

“New Normal”

Each phase will last a minimum of 1 to 2 weeks and could last longer before moving to the next phase.

The government partnered with industries to draft Sector-Specific Protocols in advance of future phases.

The Pandemic color where we stand now is blue (Moderate Risk).

In order to maintain WMI project operations while ensuring the safety of our staff and compliance with

Government of Jordan (GOJ) orders, Tetra Tech is implementing contingency measures as summarized

in Annex I Work related travel is now allowed for all sectors and in all Governorates.

ES 3 HIGHLIGHTS OF ACCOMPLISHMENTS THIS QUARTER

ES 3.1 Component 1: Water Supply Systems

This component is focused on water utility management and reform, mainly through supporting the design

and implementation of Performance Improvement Plans. Through targeted technical assistance and

capacity building, WMI project supports MWI in fulfilling its International Monetary Fund (IMF)

commitments to reduce water sector losses by implementing the National Action Plan. The following

activities are either accomplished and in the process of handing over, or still in progress and near to the

completion stage.

Zarqa Key Performance Indicators (KPIs) Improved

● After formulating the Financial Evaluation Committee for the procurement of the ERP system for

MWI and Miyahuna on May 6, 2020 with MWI, Miyahuna and WMI including observers representing

MESC Project and Audit Bureau, the Committee conducted seven meetings and developed the final

financial evaluation report and signed it on Jun 11, 2020 with clear recommendation for the winning

bidder. The ERP will bring Miyahuna and the sector to a higher level of financial management capability

due to its ability to gather accurate and up to date information to guide decision making.

International Monetary Fund (IMF)

● WMI made another revision of the Third and Final Version (Second Revision) of the Structural

Benchmark Action Plan to Reduce Water Sector Losses based on the final unified tariff structure was

done on April 25, 2020 (see Annex A for the Arabic version and Annex B for the English version).

The updates of the Action Plan is very important for the sector and the donor community and can

guide the actions from both actors to properly fund and manage the sector.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I x

● WMI developed a revised tariff restructure scenario based on the Cabinet’s approval for unifying the

tariff structure among governorate without increase, which was endorsed by the Minister to be applied

starting from July 1, 2020, where it was not fully implemented as some utilities postponed the

implementation to the following quarter. This direct WMI contribution to the sector will get

approximately 8.5 Million JOD per year.

● On the NRW pilot, WMI completed the test successfully for the PRV, hydraulic model recalibration

and validation, issued the RFP for the installation of pressure loggers, lockable valves and PRV chamber

rehabilitation and almost completed the award process of purchasing the lockable manual valve. The

NRW pilot will allow the sector to learn from a new approach that could significantly impact current

practices and eventually reach continuous supply by reducing physical and administrative losses.

● WMI through TAG Subcontractor kicked off the business process standardization and validation at

YWC alongside developing the Fit Gap Analysis Report for the horizontal (basic and advanced) and

vertical functions (considering Miyahuna as the role-model and baseline). With the advanced

procedures after being improved in Aqaba Water and Miyahuna and then adopted by YWC, the sector

will standardize the management procedures to the highest level.

● WMI in cooperation with MWI ICTU’s assigned team stabilized Phase I of the Electronic Internal

Memo System (e-Correspondence Management System) for MWI and JVA and prepared the SOW

for Phase II, which includes extra modules that will integrate the E-Memo system with third party

systems. This activity will bring transparency, accountability and performance measurement to all the

paperwork processed at MWI.

● WMI kicked-off a comprehensive knowledge training and transfer for Oracle Programming language

and some in-house developed systems to boost and foster the capabilities of MWI ICTU’s assigned

staff through virtual meetings due to COVID-19 safety measures. The total trained staff reached 65

(35 male and 30 females). The training was conducted at MWI premises.

Yarmouk Water Company (YWC)

● With the ERP system advantages, now the company is doing financial closing every quarter so the end

of the year closing now will be even faster than this year breaking a record in the financial reporting

in the sector.

● WMI team prepared and delivered a comprehensive report for the Jerash and Ajloun pilot areas. The

report included an assessment, gap identification, performance improvement plans and other outputs.

A financial impact analysis to estimate the benefit-cost-ratio for the two pilot areas. The results of the

pilot evaluation developed jointly with GIZ shows that the “Net Collection increase in first quarter of 2020 compared to a baseline of first quarter in 2019 was 46% increase reached in Ajloun and 43% increase reached in Jerash”. The pilot applied to the rest of the governorates would have a great

impact reversing the trend the company has since its creation.

● In its effort to support water utilities in dealing with COVID19, WMI developed a pandemic action

plan for YWC HQ & ROUs, addressing how the entities can effectively respond to and recover from

the COVID-19 pandemic. The plan focused on commercial performance and critical operations

continuity. The recommendations and recovery plans included a set of actions and measures to

recover the commercial performance of billing and collection, as well as maintain critical operations

such as water supply and quality management, human resources, and IT management. The team further

submitted a bilingual action plan and shared it with stakeholders to ensure that the plan’s benefits are

maximized.

● WMI issued the bulk water metering verification and measurement improvement report. It included

the objectives, metering assessment outputs, schematic diagrams, methodologies, and an outline of

the subsequent phase focusing on communication system integration. This activity is focused on

reducing the NRW in YWC through an accurate measurement of bulk water resources.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I xi

ES 3.2 Component 2: Water Conservation and Demand Management

Utility Demand-Side Management Strengthened (Target 2.1)

● WMI continued supporting GAM in calculating the amounts saved during this quarter using the recent

regulations developed with WMI assistance estimated to be about 24,235 CM from the rainwater

harvesting in Amman.

● Achieved about 708.3 CM per quarter from Maana campaign through installing water saving devices

for 140 houses. The team is preparing a report to illustrate estimations and assumptions resulted in

this estimation.

ES 3.3 Component 3: Water Sector Governance

● WMI supported MWI in launching the National Water Conservation Campaign # حاجتك _قد _على

(#Consume only what you need) on June 22, 2020. The campaign, planned to continue until July 6,

has utilized the social media pages of MWI and the water utilities. The impact of this campaign will

help reduce water wastage and improve consumption patterns of Jordanians; a survey will be done

later to identify the size of the impact.

● WMI is supporting MWI in applying recommendations to improve communications across the water

sector, including the use of digital marketing and social media, restructuring of communications units

at water entities and utilities, and cascading standardized information from MWI to the water sector

particularly during the COVID- 19 crisis. WMI established collaborations relations between MWI and

its utilities creating a more effective plan for communications.

● WMI completed the programming of the Water Table Model’s software and room design. The

contractor will be ready to display the Table Model at the agreed upon location at MWI / WAJ

entrance upon the completion of the renovation at this location. The Table will help communicate the

challenges of the water sector to different audiences improving the knowledge of water

management across the community.

● YWC’s Management Committee approved the proposed modifications on the AA and AoAs by WMI

and submitted them to WAJ requesting its Board approval on July 1, 2020. This regulation will be the

example for Miyahuna and Aqaba with great implications for the financing of the water sector as well

as its independent operation.

● In its effort to improve the Operation and Maintenance (O&M) management of the irrigation water

in the Jordan Valley, WMI completed the renovation work for the North Jordan Valley

Directorate/main building and the Control Room at the JVA/Control Center. The new infrastructure

will improve the working conditions of all employees working in the Center.

● WMI is supporting the automating and computerizing the operation and maintenance procedures and

systems for JVA. WMI is working with a local IT contractor for JVA O&M Business Processes

Automation/ WMIS Expansion and Upgrade The implementation activity started on June 22nd, 2020.

The new system will help track the operations in the JV and use more efficiently its resources.

● WMI team supported MWI in the preparation of the water budget and the water emergency plan for

summer 2020. The plan will assist the sector in a more efficient and equitable distribution of water

resources amongst its population.

ES 3.4 Component 4: Protection of Water Supply

Groundwater Management Framework Developed (Target 4.1)

● Continued the development of e-GWMS at the water basins and licensing directorate office as per

the scheduled plan. The Geo-Database model and design documents were submitted and revised with

all stakeholders. Dashboards, business flow, about 9 web and mobile applications were also

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I xii

developed. This system will improve the monitoring of water use by private well owners, increase the

collection of revenues and reduce the inefficiency and overexploitation.

● The renovation works for the new unit of “Private Wells Management” at MWI/WAJ 7th and 8th

floor is completed, furniture was handed over, and the unit is fully functional. With this renewed office

space, employees at the private wells unit will have a better workflow and enhanced air quality.

Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)

● Provided all the technical support for WAJ-ASG regarding COVID-19 pandemic, including:

– Road map and concept reports in wastewater operation and treatment.

– Initiated the idea of wastewater surveillance to track the pandemic.

– Provided all the required equipment to analyze and detect SARS-CoV-2 in the wastewater for

WAJ Central Lab.

● Continued supervising the implementation of power saving project at South Amman WWTP. Pumps,

instruments, spare part, and all required equipment were supplied and installed, and operation and

testing started and will be finalized during next quarter.

Water Resources Management Improved (Target 4.4)

● During COVID-19 pandemic lockdown, WMI technical team continued supporting MWI through

developing MWI-Pandemic Response Plan (PRP) to address issues needed to ensure that water sector

operations are sustained during any pandemic situation in Jordan.

● Upgrading MWI control center was on hold during the lockdown due to COVID-19 situation.

However, the work proceeded immediately once the government relaxed restrictions. In

coordination with MWI, the contractor resumed work on April 20, 2020. Civil works and furniture

at MWI Customer Service and Entrance areas were finalized.

● Started the integration between utilities X7 at (Miyahuna, YWC and AW) and WAJ-ICTU-BI, in order

to develop automated KPI dashboards.

● The call center renovation began on June 24, 2020 and is expected to be completed by July 15th, 2020.

Delivery date of IT and Telephone System is expected to be on July 30, 2020. The enhanced Call

Center will respond more quickly to customers’ calls and will reduce the time for fixing the network.

● The National Water and Wastewater Infrastructure Master Plan, Planning Criteria Technical

Memorandum has been approved officially by the ministry on June 14, 2020. The Plan will make a

more efficient use of resources under the Capital Investment Plan.

WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 1

1 INTERVENTIONS IMPLEMENTED DURING

REPORTING PERIOD

1.1 COMPONENT 1: WATER SUPPLY SYSTEMS

Zarqa Key Performance Indicators (KPIs) Improved (Target 1.1)

Intervention 1.1.4: Implement PIP Interventions to Operationalize an Activity-based Budgeting, Accounting, and

Financial Management System

● A Financial Evaluation Committee was formulated on May 6, 2020 from MWI, Miyahuna and WMI

including observers representing MESC Project and Audit Bureau. The committee conducted seven

meetings and asked for further clarifications from the two finalist bidders.

● The final financial evaluation report was prepared and signed on Jun 11, 2020 with clear

recommendation for the winning bidder. The two finalist bidders were proposing two different

solutions in nature (SAP and Oracle), under two different business-like languages which placed a high

level of challenge to the formulated committee for an apple-to-apple comparison and evaluation.

● Since the cost of Phase I of the project exceeds largely the available fund from WMI ($950K), it was

recommended to have Miyahuna award the project and then sign a contract for the unfunded

remaining part. After several meetings and discussions with Miyahuna, they decided that they cannot

do that since the procurement process was not through Miyahuna.

● WMI prepared several versions of the Neg Memo considering the updates of the evaluation process

that occurred after the financial evaluation committee report and WMI’s inability to fund the additional

amount.

Intervention No. 1.1.7: Pre-feasibility Analysis and Implementation of Merger Zarqa and Madaba into Miyahuna

● WMI continued following up with Miyahuna on the reorganization and restructuring activity in

anticipation of Miyahuna BoD decision on the vision of the restructuring process as well as how the

(ROUs) will be established and implemented. To that extend Miyahuna created the position of CEO

Assistants for Amman, Zarqa and Madaba governorates.

Intervention No. 1.1.9: Improvement of Miyahuna and WAJ’s Internal Audit Units

● The Internal Audit Report is under final revision and editing and will be submitted next quarter.

1.1.2 International Monetary Fund (IMF) Action Plan to Reduce Water Sector Losses Supported (Target 1.2)

[To simplify the description, henceforth it will be referred as Action Plan]

Intervention No. 1.2.2 Provide Secretariat Assistance to MWI in Implementing the Action Plan

● WMI made another revision on the Third and Final Version (Second Revision) of the Structural

Benchmark Action Plan to Reduce Water Sector Losses based on the Cabinet’s approval for unifying

the tariff structure among governorates without increase (see Attachment 1 for the Arabic version

and Attachment 2 for the English version, Volume II). The revision took place on April 25, 2020 and

the final tariff structure was endorsed by the Minister to be implemented effective July 1, 2020 where

it was not fully implemented as some utilities postponed the implementation to the following quarter.


Intervention 1.2.4 Support Implementation of NRW Reduction Strategies

● The contract with SET to procure smart meters and control valves has been cancelled due to the

contractor’s inability to comply with the contract’s requirements particularly the Jordanian standards

for communication.

● The PRV, upstream and downstream pressure loggers have been tested successfully. Communication

unit has been damaged due to loss of signal during the COVID-19 quarantine period. Unit was

disassembled and a new replacement has been ordered under the warranty.

● The RFP for the installation of pressure loggers, lockable valves and PRV chamber rehabilitation was

issued on June 29, 2020. The purchase order of the lockable manual valves was issued, evaluated and

in the process of award by early July.

● NRW Pilot hydraulic model recalibrated and validated to the current condition of the network.

● WMI again resumed providing technical support to the NRW unit of WAJ with the new Head of Unit.

A high-level action plan draft has been developed.

● The certified NRW training is still on hold due to regulations related to conducting training under the

COVID-19 situation.

● The international NRW Expert brought by WMI provided further review and feedback on the RFP of

the NRW PBC developed by Miyahuna and provided advisory support to Miyahuna in amending the

RFP.

Intervention 1.2.7 Improve Financial Management, Determination of Cost and Subsidy of Services

● WMI developed a revised tariff restructure scenario based on the Cabinet’s approval for unifying the

tariff structure among governorates without increase. The final tariff scenario was endorsed by the

Minister and requested utilities to apply the new tariff starting July 1, 2020.

● WMI developed a draft note evaluating the financial impact of the Coronavirus crisis on the water

sector that resulted from the lockdown. The initial draft was formally used and presented to the GoJ

and donors (see Attachment 3, Volume II).

● WMI followed up with the water companies and MWI/WAJ toward utilizing the standardized and

unified income statements for 2019.

Intervention 1.2.8 Support IT and GIS Development

● WMI through TAG Subcontractor kicked off the business process standardization and validation at

YWC, alongside developing the Fit Gap Analysis Report for the horizontal (basic and advanced) and

vertical functions. The kick-off meeting at YWC took place on June 2, 2020 under the supervision of

HE YWC GM, where a meetings’ schedule was prepared with all business functions’ heads in line with

the IT Director oversight. This activity was concluded for the Financial Directorate and started for

the Customer Services and Human Resources Directorates.

● WMI in cooperation with MWI ICTU’s assigned IT team stabilized Phase I of the Electronic Internal

Memo System (e-Correspondence Management System) implementation for all MWI and JVA by

troubleshooting all logged cases and tickets. The stabilization period also included activating extra

features and nice-to-have functionalities to enhance the adequacy of the system and leverage its

utilization level. Also, WMI prepared the SOW for Phase II which includes extra modules that will

integrate the E-Memo system with third party systems and incoming / outgoing correspondence with

the rest of the water companies.

● WMI started implementing the Emergency Response Plan / National Water Sector IT and Business

Continuity and Resilience Plan after being approved by the Cabinet and MWI to ensure sustainability

of vital and pivotal services to the community and the country by procuring Video Conferencing

System Units for MWI.


● WMI continued providing advisory assistance to MWI about the Risk Mitigation Plan of the inventory

function through participating to develop a response plan of the physical arrangements, automated

system, and cleansed data to accommodate FARA procured inventory items. The plan was discussed

with USAID representative, HE MWI ASG for Bids & Procurement, MWI Warehouses Department

Manager, and MWI Institutional Performance Development Department Manager. This will result in

meeting USAID/FARA accreditation requirements and to receive the first batch of financial support

to enhance the NRW reduction.

● WMI through TAG Subcontractor revised the draft for IT Data Center Recommendations report that

is tackling MWI and Miyahuna current and future data

centers. The report presents the assessment and design

of the most efficient and effective data center that can

serve the whole water sector through one unified

platform (ERP System).

● WMI continued the previously started comprehensive

knowledge training and transfer for Oracle Programming

language and some in-house developed systems to boost

and foster the capabilities of MWI ICTU’s assigned staff.

Such task has been done on a continuous and daily basis

by a well-experienced trainer who was part of the

development team for these systems through virtual

meetings and tele-work activities due to COVID-19

lockdown and curfew. The total trained staff reached 65

(35 male and 30 females). The training was conducted at

MWI premises and included the below topics (some

captured photos of training sessions are shown beside):

– Oracle SQL and PL/SQL Programming Languages

– Time Attendance System

– Guarantees System

– Oracle Forms, Reports and Workflow Builders

– Wells Licenses System

– Property and Expropriation System

– Water Information System

– Ground Water Management System

● WMI has prepared the overall outline and skeleton for

the SISP (Strategic Information Systems Plan) that will be

enriched and updated through holding interactive

sessions and meetings with IT directors across the water sector. This document will be a guide to

reduce overall cost of IT systems ownership, provide reliable and accurate data and ensure alignment

in decision making regarding systems development in the water sector.

● WMI follows up frequently to receive feedback from MWI on the Institutional GIS Strategy concept

but no response was received yet.

1.1.3 Yarmouk Financial Performance Improved (Target 1.3)

Intervention No. 1.3.2: Support Implementation of Interim PIP

● WMI is reviewing the Business Plan for the period 2019 to 2021 for YWC to update it with the

complete results of 2019. The contents of this plan will help the utility in managing its activities for

the consequent two years of 2020 and 2021 in a systematic way. The plan will be issued next quarter.

Figure 1: Comprehensive knowledge training and

transfer for Oracle Programming language.


● WMI is working on issuing the Annual Report 2019 for YWC that is expected to be published by the

end of July 2020. This is the second Annual Report that YWC will be issuing in its lifetime, following

the 2018 Annual report which was supported by WMI.

● In its effort to support water utilities in dealing with COVID-19, WMI developed a pandemic action

plan for YWC HQ & ROUs, addressing how these entities can effectively respond to and recover

from the COVID-19 pandemic. The plan focused on the continuity of commercial performance and

critical operations. The recommendations and recovery plans included a set of actions and measures

to recover the commercial performance of billing and collection, as well as maintain critical operations

such as water supply and quality management, human resources, and IT management. WMI further

submitted a bilingual action plan and shared it with stakeholders to ensure that the plan’s benefits are

maximized.

Intervention No. 1.3.3: Implement PIP Interventions to Reduce Administrative NRW Losses

● WMI team prepared and delivered a comprehensive report for the Jerash and Ajloun pilot areas. The

report presents their needs for assessment, gap identification, performance improvement plans,

methodologies, scope of work, action plans, results, and expected outputs. The team also conducted

financial impact analysis to estimate the benefit-cost ratio for the two pilot areas, including different

components from billing to the wastewater survey.

● The second phase planning for the pilot in Ajloun is completed and would be executed throughout

the third billing quarter of YWC. The plan is designed to achieve promising targets and performance

improvement indicators, such as NRW reduction and cost recovery increases, billing and collection

improvement, and capacity-building. The final detailed report will be submitted in October 2020

● WMI issued and submitted a bulk water metering verification and measurement improvement

comprehensive report. It included the objectives, metering assessment outputs, schematic diagrams,

methodologies, results and updates on-site progress, the closure plan, in addition to an outline of the

subsequent phase focusing on communication system integration. The subcontractor completed all

the required activities at the sites of YWC wells and handed it over to both YWC and WMI.

Intervention No. 1.3.4: Implement PIP Interventions to Operationalize an Activity-Based Budgeting,

Accounting, and Financial Management System

Financial closing tasks

● By the end June 2020, the last STTA finished his assigned task of providing daily on-site technical

support to YWC’s ERP system users. By using the ERP system, the WMI produced the first quarterly

report showing the entity’s performance during the three-month period of January–March 2020.

● This performance report consisted of a Trial Balance, Income Statement, and other metrics. YWC

accounting department is in the process of producing quarterly and periodic closing reports, and that

they can repeat the same procedures in closing the second quarter of April–June 2020 and all

subsequent quarters.

● This essential requirement of issuing a periodic financial closing allows the utility to take stock of its

finances on a routine basis. It also enables the finance department to have the external auditor conduct

the annual audit task immediately after the year ends, and then obtain the external audit report.

Human Resources add-on modules

● WMI contracted a specialized short-term consultant to implement the two additional modules needed

to cover certain areas not addressed by the core HR module. The first module is the Employee Self

Service (ESS), and the second one is the Employee Performance Evaluation (EPE).


● The ESS milestones of reengineering the business cycle, testing the workflow, and transferring the

total solution to the production environment were accomplished in June 2020. Another milestone is

to conduct training sessions for around 20 selected staff on how to use the features of this new added

module; it will be incumbent upon these staff to convey the knowledge of this training to the utility’s

other 1400 personnel. This training session is planned in the first half of July 2020.

● The EPE milestones (the same as for ESS) were almost accomplished by the end of June 2020, except

for the transferring activity to the production environment, which is expected to be done during the

first two weeks of July. This module does not address the total workers of the utility, as does the ESS,

rather the supervisory level who will be involved in the periodic evaluation of their subordinates. The

utility preset the evaluation criteria for each labor class and was taken as is for the time being but

could be revised at later stages when needed.

● Both newly added modules will be fully activated and in place for the users at the headquarters and

the ROUs by the end of July 2020. With these modules, there will be 11 total active modules of the

Oracle EBS ERP (the Fixed Asset module is partially active due to the Board’s request to keep this

matter on hold until they take a decision that complies with the contents of the in-process revision

of assignment agreement document).

Audited Statements of 2019

● Due to COVID- 19 pandemic situation, YWC received the first draft of 2019 audited statements from

the external auditor in June 2020. WMI and YWC management intended to get this output by mid-

February. However, due to the sudden incident of database detriment that happened in February 2020

at YWC data center, as well as the lockdown of Jordan for two and a half months because of the

coronavirus, the issuance of the report was delayed to June 2020.

● The external auditor was able to produce accurate and valid audited statements from reports and

outcomes generated by the ERP system. Compared to the previously issued reports that were

manually generated, using ERP ensures that auditing is becoming more efficient at YWC.

2019 Annual Report & Strategic Plan

● A new but more advanced Annual Report for 2019 is currently in production and expected to be

issued in August 2020. The issuance of the report was delayed due to COVID- 19 situation, the audited

statements were delayed. In addition, the team was waiting for the YWC Board of Directors to

approve the final audit report (it was finally approved on July 1, 2020).

● The Annual Report elaborates on all activities conducted during 2019 and consists of two main parts:

an operational section and a financial section. The Annual Report gives the reader a good idea about

how a public utility, such as YWC, operates in a difficult situation.

● WMI is also working on the Strategic Plan for YWC. The team is currently revising its content to

rebuild the estimates and the projections of the base year and reflect these changes on the subsequent

years of 2020 and 2021.

Sustaining the ERP system

● YWC has taken a huge step by using an advanced ERP solution to manage and govern its administrative

and financial activities. WMI has exerted time, money, and effort for three consecutive years to

advance this process. WMI enabled YWC to close its financial years of 2018 and 2019, and the first

quarter of 2020, by relying on the outputs of this ERP system. As of now, the utility’s ERP users are

capable to operate their duties on the relevant modules of the system much better than they were in

the very beginning.


Handing over the ERP system to YWC

● After more than three years of on-site daily work by several contracted STTAs, YWC’s ERP system

(Oracle EBS version 12.2.6) is almost complete. In June 2020, the WMI team started working on

documentation related to the final step of handing over the ERP system to YWC. This consists mainly

of a comprehensive report that includes the business cycles, workflows, and reporting templates.

● WMI will continue supporting the users of the system as long as YWC team members are on board.

But the ultimate responsibility of managing and maintaining the ERP system will be transferred to the

IT Department of YWC.

1.1.4 Southern Governorates Operational Performance Improved (Target 1.4)

Intervention No. 1.4.6: Improve Performance of Karak and Tafileh Operations

● A new decision was issued by Minister of Water and Irrigation on July 2, 2020 to form a committee

to study the Contract Management for Karak, Tafileh and Ma’an to be part of AW to form the

Southern Water Utility. WMI were named as a member of the committee to support this effort and

to present its findings and recommendations within 30 days.

1.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT

1.2.1 Utility Demand-Side Management Strengthened (Target 2.1)

Intervention No. 2.1.4 Improve capacity in demand side management

2.1.4.2 Establishing WDM Unit at the Water Utilities

● WMI continued providing the needed support on the implementation of the water demand

management action plan, including its significant role in managing and support the work under Maana

program. However, due to the changes in Customer Services directorate management and COVID-

19 situation, the unit was not established. A meeting will be arranged with the new management to

discuss the alternatives.

Intervention No. 2.1.5 Support Development and Enforcement of WUE Legislative Framework

2.1.5.1 Technical Review of Technical Regulations

● Due to COVID-19 situation, the planned one-day workshop was postponed, however WMI and MWI

– WDMD discussed alternative plan to conduct the workshop, virtually with both JSMO and MWI.

So far, no final agreement was reached.

2.1.5.4 Develop National Rainwater Harvesting Guide

● The national rainwater harvesting guide is expected to be printed and handed over to MWI-WDMD

in July 2020. Then it will be distributed to all Municipalities to be used in licensing process. WMI and

MWI – WDMD has discussed the arrangement for the municipalities' training, which will be supported

by WMI.

● GAM continued to use the tool developed by WMI to estimate the amount of storage needed for

each new license application. GAM was requested to provide the number of licenses given during this

quarter. However, they couldn’t provide the requested information due to an issue with its database.

Therefore, an estimated approach was used to calculate the saved amount of water and resulted in a

value of 24,235 CM; this number shall be verified once the data is received. The verified number will

be reflected in the next quarter report.


Intervention No. 2.1.6 Enhance and Promote Water Saving Technologies

2.1.6.3 Redesign of the Water Bill

● The WMI has continued working on implementing the changes on the approved design for the water

bill; thus, during the last quarter the vendor of the software development and the vendor of the

hardware were selected based on the RFP’s evaluation. However, the activity was put on hold and

the budget was transferred to support Miyahuna in the call center upgrade activity.

2.1.6.4 Promote Water Saving Technologies

Under this activity, the following were conducted during the past quarter:

Maana Miyahuna:

● Due to the COVID-19 lockdown and the government decisions regarding the quarantine, the

campaign could not be applied as per the original plan, therefore, an alternative proposal will be

developed to be discussed with the counterparts and USAID. The subcontracts were closed, final

report will be finalized, and all documents and the data collected so far, and all outcomes will be

shared with Miyahuna and USAID for review and approval during the coming quarter. Under this

activity, about 708.3 CM per quarter were saved through installing water saving devices for 140

houses.

Maana Aqaba:

● Due to the COVID-19 situation and government decisions, Maana Aqaba campaign has been put on

hold for a couple of months. WMI will be providing the needed support and trainings on the

implementation of Maana campaign. AW Board of Directors approved the recruitment of two female

plumbers.

● The procured water saving devices, customer service registration units, PPE, tools and equipment

have been received.

Intervention No. 2.1.7 Water Audit for Selected Industries in Jordan

● During the reported period, WMI has resubmitted the final report of “Water Audit for Selected

Industries in Jordan” after addressing another set of USAID’s comments that were received on May

2020. The report reflects the outcomes of the conducted water audit for three industrial facilities.

Accordingly, the USAID approval was received on June 8, 2020

1.2.2 Behavior Change Communication (BCC) Supported (Target 2.2)

Intervention No. 2.2.3 Implementation Progress of the Internship Program

● The Internship Program continued to provide support to 2 interns, of which one ended by June 30,

2020. The total number of interns enrolled with WMI internship program reached 94 interns.

Intervention No. 2.2.4 Develop Behavior Change Communication strategy using social marketing for the water

sector

● WMI’s BCC team developed SOW for a Miyahuna Campaign that promotes collection of bills via

usage of utility’s available e-services.

● The campaign aims to increase the number of users of the Miyahuna’s e-services that are found on its

website. Moreover, the campaign will promote the utility’s social media platforms to help customers

stay on top of Miyahuna’s activities.


1.3 COMPONENT 3: WATER SECTOR GOVERNANCE

1.3.1 Water Sector Policy Supported (Target 3.1)

Intervention No. 3.1.2 Support analysis and implementation of policy and institutional reforms

● The new Water Law was submitted to the Cabinet which then was transferred to the Legislation and

Opinion Bureau for review and feedback.

● WMI finalized the process of hiring a Capacity Building and Institutional Development Consultant to

be on board by July 1, 2020 to support WMI working on the water sector reform and the

establishment of the Water Advisory Council.

1.3.2 Utility Assignment Agreements Developed/Modified (Target 3.2)

Intervention 3.2.3 Support Development and Implementation of Revised and/or New AAs.

● On July 1, 2020 YWC’s Board approved the proposed modifications on the AA and AoAs by WMI

and submitted them to WAJ requesting its Board approval.

1.3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported (Target

3.3)

Intervention No. 3.3.8 Support Transfer of Functions to Regional WUAs

● WMI completed the renovation work for the North Jordan Valley Directorate /main building and the

Control Room at the JVA/Control Center. The implementation process was resumed on the first

week of May 2020 after the governmental relief of the COVID-19 preventive measures. The sites are

currently under furnishing process.

● WMI released RFP for JVA O&M Business Processes

Automation/ WMIS Expansion and Upgrade. The local IT

subcontractor started the implementation on June 22, 2020.

A kick-off meeting of JVA O&M Business Processes

Automation/WMIS Expansion and Upgrade Project was held

to present the roadmap of project implementation activities.

● Several coordination meetings were held with GIZ and JVA

teams to review, discuss and agree on the legal agreement

inception report, the legal options available to address

critical issues in the AA such as employees, assets and spare

parts and the draft AA prepared by the GIZ/ Legal Advisor.

● WMI team managed to finalize the development of GIS shape

files for the middle Jordan Valley irrigation network. With

this, the development of GIS shape files for the entire

irrigation water distribution network and its attributes in the

North and Middle Jordan Valley was completed. Currently,

the areas covered with updated GIS shape files represent 2/3

of the distribution network for the JVA/North Dead Sea

command area. The remaining part is under rehabilitation by

a new project which is supposed to develop the shape files for this part.

Figure 2: Renovation work at the North Jordan

Valley Directorate main building


● WMI team supported MWI in the preparation of the water budget and the water emergency plan for

summer 2020.

● In the effort to establish a Smart Metering System Pilot Site in the Jordan Valley, WMI technical team

conducted several on-line meetings with smart meters and control valves venders in addition to

telecommunication infrastructure service providers to collect data and information. Accordingly, it

was agreed to prepare two RFP’s; one for the telecommunication infrastructure and another one for

the smart meters and control valves. The RFP’s were drafted and are under the process of finalization.

● WMI team participated in three FARA progress meetings with MESC II project and JVA teams. In

these meetings, the PFMRAF/Risk Mitigation Response Plan and the RFP for consultation activity in

addition to the quarterly reports were discussed.

● Upon the request of USAID, the WMI team worked in the preparation of quick and detailed concept

note on Jordan Dams, where a revised draft is submitted to USAID for feedback.

● Upon the request of JVA/Acting SG, Eng. Ali Subah, a report about the future and options of irrigation

water availability for the 14.5 km project in the Jordan Valley was prepared by WMI team, shared with

JVA officials and discussed in several meetings. Further discussion is required to agree and finalize the

report before sending it to the JVA/Acting SG.

1.3.4 Independent Regulator Developed and Supported (Target 3.4)

● This target is stopped upon the call of USAID until further notice.

1.3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported (Target 3.5)

Intervention No. 3.5.6 Support Reformulating the Communication Functions within Water Utilities

● WMI is supporting MWI in applying recommendations to improve communications across the water

sector, including the use of digital marketing and social media, restructuring of communications units

at water entities and utilities, and cascading standardized information from MWI to the water sector

particularly during the COVID- 19 crisis. The intervention will comprise increasing the direct reach

of MWI/WAJ and Miyahuna Facebook Pages to 1.5 million, customer per post.

● WMI is developing a campaign to assist Miyahuna in promoting its e-services available on the utility’s

website. This will help social distancing as well as reducing traffic on national complaint number

117116.

● The WMI project delivered one iMac desktop computer for Miyahuna’s Communication Unit. The

disposition was completed on June 11, 2020.

● WMI agreed with MWI to conduct an office renovation for the MWI PR and Communication Division.

WMI agreed with the MWI/ASG for PR and Communication, Omar Salameh on the new office

drawing, SOW and detailed BOQ that were submitted for Home Office approval.

Intervention No. 3.5.7 Support the Implementation of Strategic Communications Priorities for the Water Sector

● The WMI team completed the programming of the Water Table Model’s software and room design.

The contractor will be ready to display the model at the agreed location within MWI / WAJ entrance

upon the completion of the renovation in that area.

● WMI launched the MWI National Water Conservation Campaign # حاجتك_قد_على (#Consume only

what you need) on June 22, 2020. The campaign used the social media pages of MWI and the water

utilities as the main platforms to launch the campaign, which will continue until July 06. The campaign

also received support from Orange as part of their CSR who shared the content of the campaign on

their social media platforms. Six local prominent social media influencers also supported the campaign

by sharing its messages.


● WMI awarded a contractor to create whiteboard animation videos to encourage the local

community’s participation in the protection of water resources. WMI team and WAJ Labs jointly

developed the story board of six behavioral messages that reflect the most common community

practices that might lead to water contamination.

● WMI hired a contractor to edit eight home videos recorded by Miyahuna’s staff to educate customers

on how to immediately fix water leaks. The produced videos will contribute to increasing public

knowledge about the best conservation practices that they can adopt and apply inside their homes.

● The WMI team is helping to brand the new ROU of YWC in Ajloun. The contractor’s offer to

brand the ROU is still under evaluation.

Intervention No. 3.5.8 Develop the Water Sector Gender Policy

● WMI shared the Arabic and English Gender Policy Summary to be posted on MWI website and to be

used in introducing the Gender Policy to the public.

● WMI is supporting the MWI Women Study Unit in posting the First Gender Policy in the Water

Sector on MWI website and disseminate it to all water entities and companies to initiate the

implementation of the Action Plan, which was part of the Gender Policy.

Intervention No. 3.5.9 Develop Gender Training

● Gender Training Needs Assessment which was developed jointly with MWI Women Study Unit was

shared, but due to COVID-19, no training was conducted.

● WMI is in the process of hiring a Gender Specialist to replace our Specialist who joined another

project. Once the hiring process is completed, the newly hired person will follow up with MWI on

the training.

1.4 COMPONENT 4: PROTECTION OF WATER SUPPLY

1.4.1 Groundwater Management Framework Developed (Target 4.1)

Intervention No. 4.1.7: Amend Bylaw and Develop Enforcement Mechanisms

● The draft-final version of the “Amend Groundwater Bylaw and Develop Enforcement Mechanism”

report that focuses on assessing the groundwater bylaw No. 85 of 2002 & amendment options, was

Figure 3: WAJ-7th and 8th floors after renovation works.


submitted to the MWI/WAJ legal directorate for final reviewing, and nothing received from their side

in this regard. This activity is considered completed and no further actions will be done from WMI

side.

Intervention No. 4.1.8: Options for Improved Groundwater Abstraction Management

Private Wells Management Unit Establishment:

During the reporting period, the following actions were conducted:

● Completed all the renovation works at WAJ 7th and 8th floors (Groundwater New Unit), including

providing new office furniture. Thus, a USAID visit for the location was conducted in June 2020, and

all the comments were addressed. In general, the feedback from all stakeholders is positive.

● WMI worked closely with MWI to support finalizing the decision to restructure the unit and include

new functions as proposed initially by WMI. The decision is expected to be issued in the next quarter.

Development of the e-Ground Water Management System (e-GWMS):

During the reporting period, and although COVID-19 quarantine and lockdown was a major challenge for

continuing the development of the Electronic Ground Water Management System (e-GWMS), WMI in

collaboration with MWI ICTU continued the development activities as per the planned schedule remotely.

Accordingly, the system will be live by September 2020 as planned. In this regard the following actions

were conducted:

● Several meetings were conducted with all potential users and managers to discuss business needs and

discuss system components.

● The Geo-Database model was deployed and submitted. However, since the development was

conducted step by step with the team the revision was conducted immediately.

● The design phase of the entire system and its

document was submitted to the team for final revision.

● The data deployment into the Geo-Database model was completed at the assigned server at WAJ.

● The business process for both Water Basins and Water Licensing was completed.

Figure 4: e-GWMS project implementation time frame Figure 5: e-GWMS Development Activities.


1.4.2 Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)

Intervention No. 4.2.1 Improve Wastewater Treatment Performance

During the reported period, WMI completed the

following:

● During COVID-19 pandemic and lockdown, WMI has

continued providing the technical support for MWI,

especially regarding to Coronavirus and the

wastewater, though submitting the following:

– COVID-19 potentiality and prevention in the

water and wastewater sector in Jordan.

– Sewage surveillance for Novel Coronaviruses

which is a tool for warning, revealing true scale

and tracking the pandemic hotspots for efficient

isolation.

– Working jointly with all stakeholders to combat COVID-19 Pandemic.

– Concept on how to safely operate wastewater during the lockdown safely .

– Initiate and facilitate the purchasing of lab equipment for analyzing SARS-CoV-2 in the wastewater

for WAJ Central lab, which was funded by USAID.

● Continue implementing the power saving project at South Amman WWTP, thus, WMI in close

collaboration with MWI/WAJ and Miyahuna continued supervising the project implementation

through:

– Approving the fourth deliverable which related to supplying , delivering and installing pumps,

instruments, spare parts, and all required equipment.

● Prepare all the required documents to start implementing the One-megawatt Photovoltaic (PV)

electricity generation project, including the following documents which were delivered to WAJ:

– Concept paper for PV-BOT project.

– Instruction and Requirements for Proposal Preparation and Submission (IRPP).

– Technical information and specification.

– Power purchase agreement.

– Request for Submission of Expression of Interest.

Figure 6: Lab equipment for analyzing SARS-CoV-2 in the wastewater, for WAJ Central lab

1.4.3 Water Quality Management Improved (Target 4.3)

Intervention No. 4.3.1: Adopt World Health Organization (WHO) Water Safety Plan (WSP)

During the reporting period, WMI continued providing the technical support for the water safety planning

team in developing water safety plans and to build on previous efforts. The following were finalized:

● The water safety plan for Kufranja Dam/water treatment plant.

● The water safety plan for Ras Al-Ain spring.

This activity is completed and WMI will only do general technical follow up with MWI and WAJ.


1.4.4 Water Resources Management Improved (Target 4.4)

Intervention No. 4.4.1 Improve Water Resources and Supply Monitoring Systems

4.4.1.1 Develop WAJ Control Center

● Renovation & Expansion:

Due to COVID-19 situation and the country

lockdown, the project of upgrading MWI control

center was on hold, until receiving the MWI

permission to resume working in the site on April 20,

and although the contractor resumed working early,

there was a delay in procuring and importing some

materials and equipment from countries abroad.

Overall the following activities were completed:

– The Customer Service area (Zone A) with

furniture.

– The MWI entrance area (Zone A).

– The casting to close all windows in the control

center expanded area (Zone B).

– The plastering of SCADA new unit walls in

(Zone B).

– 50 % of cement board walls in (Zone B).

– 20 % of the electrical system in (Zone B).

– Submitting the fire system design to Jordan Civil Defense for reviewing and approval.

Figure 7: The completed Customer Service area.

Call Center Renovation & Expansion:

● During the last quarter, WMI did not only continue supporting Miyahuna to develop the call center

functions, but also provided the technical support for the call center to activate the complaints system

and empower the staff to work remotely from their homes during the lockdown as a result of COVID-

19 crisis. This helped expand the number of calls that could be received especially and improve

Figure 8: The Completed MWI Entrance

Figure 9: The Renovation Works at Zone B


communication with more

customers at the same time.

WMI provided Miyahuna with 15

laptops, 15 headsets, 15

enhanced Cisco licenses and 15

call recording systems.

● Moreover, several virtual

meetings have been conducted

among WMI staff, Miyahuna staff

and the major stakeholders to

apply the scheduled upgrading

action plan as much as possible,

in order to increase the system

capacity from 30 agents to 50

agents and renovate the center to accommodate the new agents,

thus the following were completed:

⮚ The offers for the IT and Telephone System upgrade RFQ were

received, evaluated and awarded. As per the vendor the delivery

date is expected to be on July 30.

⮚ The offers for Renovation & Expansion RFP to match the new

upgrade were received, evaluated and awarded. The awarded

contractor has submitted the first deliverable (detailed work plan)

and started work in the site on June 24. Based on the approved

schedule, the work is expected to be completed by July 15.

Management Dashboards:

● Through several virtual meetings with the MWI ICTU staff, the integration between X7 and Oracle

Business Intelligence Suite Enterprise Edition (OBIEE) have been resumed remotely, and an official

letter form MWI was issued to the utilities in order to move forward with the integration process

through the ICTU staff and WMI support.

● Accordingly, WMI’s IT developer have coordinated with Miyahuna to conduct the integration with

the water companies’ databases. Miyhuna’s database was built and is ready to be integrated with BI A

virtual meeting was conducted with YWC and AW’s IT managers to introduce the concept for them

and explain the next step.

● Based on the last conducted progress meeting, the utilities X7-KPI dashboards on MWI-ICTU-BI are

expected to be integrated with all utilities during the coming quarter.

4.4.1.2 SCADA Master Plan

● After finalizing and submitting the SCADA Strategic

Master Plan to the water sector, WMI has started

supporting the development of the new SCADA unit,

which will be at the upgraded MWI’s Control Centre.

Enabling the function of monitoring and reading from

different SCADAs and other systems at the Control

Centre will improve the monitoring operation of the

bulk water systems and allocation of resources among

different utilities.

Figure 10: Miyahuna Staff during handing over the 15 laptops (Photos by Miyhuna

Communiction Department)

Figure 11: Renovation works at the

Call Center

Figure 12: Design Layout for the SCADA New Unit at

the Control Center


4.4.1.3 Prepare Emergency Response Plans

● During the reporting period, and due to COVID-19 situation and the country lockdown it was not

possible to move forward with this activity as was planned, since it requires a lot of site visits and

water facilities’ verifications. Thus, instead of a general Emergency Response Plan, WMI has provided

the required support with this emergency pandemic situation through developing the “MWI Pandemic

Response Plan” (PRP), which is a high-level document for MWI that can be utilized to develop sector

level emergency response plan.

● Through an integrated teamwork, WMI in close collaboration with MWI and utilities has developed

and submitted PRP, which focuses on strategies to maintain the continuity of the water sector’s

essential functions and services, and procedures to protect the health and safety of its workforce.

● The plan presents a general framework divided into three main phases of action; immediate

emergency, business continuity and business recovery. The plan was reviewed by the USAID and other

stakeholders whose comments were addressed, and final version was produced and approved

accordingly.

Intervention No. 4.4.2 Updating Infrastructure National Master Plans (Water/Wastewater)

During the past quarter, WMI has conducted the following:

● The formal approval of the planning criteria technical memorandum has been received officially.

● A brief presentation about the activity progress has been conducted to the USAID.

● The national water system hydraulic model has been developed.

● The process diagram for most of the WWTP’s has been prepared.

● The team is working on the water and wastewater master plan reports.

● The water balance analysis has been finalized for four different scenarios.

● Facilities capacity analysis has been finalized.


2 INTERVENTIONS PLANNED FOR NEXT QUARTER

2.1 COMPONENT 1: WATER SUPPLY SYSTEMS

2.1.1 Zarqa Key Performance Indicators (KPIs) Improved (Target 1.1)

Intervention No. 1.1.4 Implement PIP Interventions to Operationalize an Activity-based Budgeting, Accounting, and

Financial Management System

● Work with Miyahuna and MWI on the possible approach to have Miyahuna continue the award

process and then signing the contract for the remaining part of phase I to be funded by FARA.

● Finalize the Neg Memo and obtain the required approvals for the award and then sign the contract

with the winning bidder.

● Kick off the project in early September 2020.

Intervention No. 1.1.7: Pre-feasibility Analysis and Implementation of Merger Zarqa and Madaba into Miyahuna

2.1.2 International Monetary Fund (IMF) Action Plan Supported (Target 1.2)

Intervention No. 1.2.2 Provide Secretariat Assistance to MWI in Implementing the Action Plan

● Continue supporting MWI in revising the plan if further revision is requested by the GoJ.

Intervention No. 1.2.4 Support implementation of NRW reduction strategies

● Finalize the procurement of the lockable valves and install them and the pressure loggers as well as

rehabilitate the PRV chamber.

● Develop the NRW baseline readings based on the current supply conditions.

● Connect the PRV, bulk meter and pressure loggers remotely to have real time data.

● Simulate continuous supply in the pilot.

● Show step by step results regarding the effect of each minor and major changes made to the network.

● Finalize and present the high-level action plan to higher management for approval.

● Agree on the way forward for conducing the certified NRW training and start it if possible.

● Finalize the NRW reduction master plan after reflecting WAJ’s final comments and develop the NRW

booklet.

● Work with FlowLess to implement their approach in NRW management alongside WMI pilot.

● As needed, provide advisory support to Miyahuna in the tendering process of NRW PBC.

Intervention No 1.2.7 Improve Financial Management, Determination of Cost and Subsidy of Services.

● Update the English presentation of the tariff restructuring based on the final approved tariff and

present it to donors as needed.

● Finalize the note on the evaluating the financial impact of the Coronavirus crisis on the water sector

resulted from the lockdown with different scenarios.

● Review the 2019 income statement and provide comments for future improvement.

● Update the cost recovery model and analysis based on 2019 financial statement.

Intervention No 1.2.8 Support IT and GIS Development

● Complete the business process verification and validation at YWC and AWC (Relying on the unified

and standardized business processes across the whole water sector’s entities through Miyahuna as a

role-model).

● Develop a Gap-Fit Analysis (GFA) Report that shows all types of gaps and discrepancies for all business

functions among all organizations for YWC and AWC.


● Complete Phase II of the Electronic Internal Memo System (e-Correspondence Management System)

at MWI and JVA.

● Start implementing the risk management plan for MWI Warehouses Directorate through the

automated system and data cleansing.

● Complete the IT DC technical recommendation study and present it to MWI ICTU.

● Complete the SISP and present it to the top management of the water sector.

● Finalize and present the Institutional GIS Strategy Concept for the Water Sector.

2.1.3 Yarmouk Financial and Customer Service Performance Improved (Target 1.3)

Intervention No. 1.3.3: Implement PIP Interventions to Reduce Administrative NRW Losses

● WMI will initiate the Ajloun Pilot during next quarter; from July to September 2020. Fieldworks will

begin on July 1, including the wastewater connections survey, customer water meter sealing and

replacement, water and wastewater applications archiving, billing and collection improvement, and so

on. Field monitoring will ensure that targets and planned thresholds are met and maintained, and

fieldworks progress smoothly. In addition, different technical assistance and capacity-building activities

will take place in coordination with YWC to ensure organizational effectiveness and sustainability of

the performance improvements achieved.

● For the communication system activity, the team will complete the foundational works of the

establishment phase, such as installation enclosures and cabling works, and mechanical completion and

installation of all equipment, including operational confirmation and pre-commissioning for equipment

and systems at the metering point site locations. The team hopes to complete all works and accept

all punch list items, tests and verifications, including the final report submission during October 2020.

Intervention No. 1.3.4: Implement PIP Interventions to Operationalize an Activity-Based Budgeting, Accounting,

and Financial Management System

● WMI will conduct training sessions for YWC key users of the ERP. These sessions will be taking place

during the months of August and September 2020 (50 working days), and will benefiting selected key

staff from the finance, procurement, human resources, and IT departments. Once the training courses

are completed, the trainees will be introduced to certification exams.

2.1.4 Southern Governorates Operational Performance Improved (Target 1.4)

Intervention No. 1.4.6 Improve Performance of Karak and Tafileh

● WMI to provide suggestion and advice to the committee to study the option of going with Contract

Management for Karak, Tafileh and Ma’an to be part of AW to form the Southern Water Utility.

Findings and recommendations to be presented to MWI Minister by August 2, 2020

2.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT

2.2.1 Utility Demand-Side Management Strengthened (Target 2.1)

Intervention No. 2.1.4 Improve capacity in demand side management

2.1.4.2 Establishing WDM unit at the water utilities

● Conduct meetings with Miyahuna to discuss the possibility to establish the unit under the current

circumstances and any other alternatives.


Intervention No. 2.1.5 Support Development and Enforcement

2.1.5.1 Technical Review of Technical Regulations

● Follow up on the preparations with MWI – WDMD.

2.1.5.4 Develop National Rainwater Harvesting Guides

● Print national rainwater harvesting guide.

● Handover printed guide to the MWI-WDMD.

● Commence rainwater harvesting guide training for the municipalities if MWI approved commencing

the training.

Intervention No. 2.1.6 Enhance and Promote Water Saving Technologies

2.1.6.4 Promote water saving technologies

● Finalizing Maana Amman report and submit it for review and approval to USAID and Miyahuna.

● Handing over the equipment to be utilized in Maana Aqaba campaign to AW.

● Design and prepare the social media platforms and promotional material.

● Deliver training for the Customer Service, Call Center and Maana plumbers.

● Official launch Maana Aqaba program.

2.2.2 Behavior Change Communication (BCC) Supported (Target 2.2)

Intervention No. 2.2.3 Implementation Progress of the Internship Program

● No activities, Internship Program will be completed.

Intervention No. 2.2.4 Develop Behavior Change Communication strategy using social marketing for the water

sector

● WMI will be awarding the implementation of a campaign aimed at promoting Miyahuna’s e-services.

2.3 COMPONENT 3: WATER SECTOR GOVERNANCE

2.3.1 Water Sector Policy Supported (Target 3.1)

Intervention No. 3.1.2 Support analysis and implementation of policy and institutional reforms

● Continue providing advisory and technical support to MWI to get the Water Law approved and the

future institutional arrangement for the water sector.

● Support MWI with the water sector reform and restructuring its water companies.

● Work with MWI on the establishment of the Water Advisory Council (WAC) including its mandate,

general framework and procedures manual.

2.3.2 Utility Assignment Agreements Developed/Modified (Target 3.2)

Intervention No. 3.2.3 Support Development and Implementation of Revised and/or New AAs.

● Follow up and provide advisory support to WAJ to move forward with approving the proposed

modifications on the AA and AoA for YWC by WAJ’s Board.

● Follow up with Miyahuna to purse the proposed amendments on the AA and AoAs.

2.3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported (Target

3.3)

Intervention No. 3.3.8 Support Transfer of Functions to Regional WUAs

● Follow up the implementation processes of the JVA O&M Business Processes Automation Project.


● Finalize the RFPs and tendering process of telecommunication infrastructure service providers and

smart meters and control valves in the Smart Irrigation Water Distribution Pilot site in North Jordan

Valley and follow up the installation process.

● Continue support JVA with the implementation of the PFMRAF/Risk Mitigation Response Plan,

especially the development of new JVA organizational structure

● Continue working, in coordination with the JVA/WUAs administration and GIZ, to support the

establishment of regional WUAs throughout the Jordan Valley.

● Finalize the concept note on Jordan’s Dam and submit to USAID.

● Finalize the report about the future and options of irrigation water availability for the 14.5 km project

in the Jordan Valley and submit to JVA SG.

● Continue coordination with donors on related activities.

● Continue the technical and institutional support to JVA.

2.3.4 Independent Regulator Developed and Supported (Target 3.4)

● No planned work under this target until further notice by USAID.

2.3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported (Target 3.5)

Intervention No. 3.5.6 Support Reformulating the Communication Functions within Water Utilities

● Continue to utilize the service of the social media through August 2020 to support the digital platforms

of MWI and other water utilities.

● Proceed with the renovation of MWI/WAJ PR and Communication Division upon obtaining Home

Office and USAID approval.

Intervention No. 3.5.7 Support the Implementation of Strategic Communications Priorities for the Water Sector

● Display the Water Table Model at the agreed location within MWI / WAJ entrance upon the

completion of the renovation at this location. Expected date is July 30, 2020.

● Continue implementation of the MWI National Water Conservation Campaign #حاجتك _قد_على

(#Consume only what you need) until July 06 and conduct the post evaluation survey to measure

impact.

● Obtain the MWI approval and complete whiteboard animation videos to address key behaviors that

lead to water contamination in two targeted springs’ locations (Al Tanour and Wadi Alsir).

● Complete the editing to home videos recorded by Miyahuna’s staff to educate customers on how to

immediately fix water leaks inside their homes.

● Implementation of the branding of the new ROU of YWC in Ajloun.

● Production of the Water Investment Booklet.

Intervention No. 3.5.8 Develop the Water Sector Gender Policy

● Support and advise MWI on the implementation of the Gender Action Plan – drafting activities to be

taken, agree on different KPIs, budget for those activities and set a monitoring and evaluation of the

different activities and KPIs.

● Coordinate with Ministry of Water and Irrigation (MWI) for a workshop to launch the Implementation

of the Gender Policy - this could take place end of September 2020.

Intervention No. 3.5.9 Develop Gender Training

● WMI will conduct training for the Gender Focal Points. Training will focus on introducing the approved

Gender Policy, implementation in the water sector, Gender Mainstreaming, Gender budgeting and

Gender M&E.


● Provide advice and support as needed to the Gender focal point to run trainings in their respective

utilities – to multiply the total number of trained females and total number of trained staff on the

project

2.4 COMPONENT 4: PROTECTION OF WATER SUPPLY

2.4.1 Groundwater Management Framework Developed (Target 4.1)

Intervention No. 4.1.8: Options for Improved Groundwater Abstraction Management

WMI will continue providing the technical support for the unit’s formulation and work operations for

“Private GW Wells Management unit” and e-Ground development. The support included, but not limited

to, is as follows:

• Complete deployment and customization phase.

• Start the training program of 21 days that includes about 9 programs all to cover the needs and

utilization of the system.

• Complete the first trial version of the system.

2.4.2 Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)

Intervention No. 4.2.1 Improve Wastewater Treatment Performance

● Finalize the energy saving project in south Amman WWTP and handing over to Miyahuna

2.4.4 Water Resources Management Improved (Target 4.4)

Intervention No. 4.4.1 Improve Water Resources and Supply Monitoring Systems

4.4.1.1 Develop WAJ Control Center

● Continue supporting the implementation of the improvement plan including the following:

– Continue the implantation of the contractor work plan for the control center renovation and

expansion project.

– Continue the management dashboards development activity and automate the billing KPI through

the X7 integration between utilities (Miyahuna, YWC and AW).

– Continue the implementation of the contractor work plan for the national call center renovation.

– Deliver and install the procured call center’s system, facilities, and equipment of the IT, IP

telephony.

4.4.1.2 SCADA Master Plan

● Continue providing the technical support for MWI/WAJ SCADA’s standardization committee during

the SCADA integration process and SCADA new unit development by procuring all the required

hardware.

Intervention No. 4.4.2 Updating Infrastructure National Master Plans (Water/Wastewater)

During the coming quarter the following tasks will be completed:

● Proposing systems improvements.

● Prioritization of improvements.

● Finalizing the water and wastewater master plan reports.


3 PROJECT MANAGEMENT

2.5 DONOR COORDINATION

Due to COVID- 19, WMI attended occasional meetings with different donor agencies and implementing

partners, including USAID, KFW, AFD, EU and GIZ.

Coordination meetings with MWI team continued virtually with regards to WMI supporting the draft of

the new Water Law, water reform committees on the water sector restructuring options and provided

advisory support for merging WAJ with MWI.

During May and June 2020, WMI had several coordinating and technical meeting with donors including

USAID, AFD, EU and KFW to discuss the financial impact of lockdown due to COVID- 19.

In the same context, WMI team had several virtual meetings and later face to face meetings with the MWI

team to discuss and support the preparation of the Emergency Pandemic Response Plan aiming at ensuring

water sector operations are sustained during the pandemic situation in Jordan.

Several coordination meetings were conducted with GIZ and JVA teams to review, discuss and agree on

the legal options available to address critical issues in the AA such as employees, assets and spare parts

and the draft AA prepared by the GIZ/Legal Advisor. More coordination meetings will continue.

WMI team participated in three FARA progress meetings with MESC II project and JVA teams. In these

meetings, the PFMRAF/Risk Mitigation Response Plan and the RFP for consultation activity in addition to

the quarterly reports were discussed. WMI team will continue the process of supporting JVA in

implementing the risk mitigation plan especially the JVA New Organizational Structure.

WMI through TAG Subcontractor kicked off the business process standardization and validation at YWC.

The meeting took place on June 2, 2020 under the supervision of HE YWC GM, where a meetings’

schedule was prepared with all business functions’ heads in line with the IT Director oversight. This activity

covered the Financial Directorate and started with the Customer Services and Human Resources

Directorates.

Another jointly coordination meeting with GIZ and YWC GM was conducted in Irbid on June 25, 2020

to present the Jerash & Ajloun Pilot initial results and the initial results of GIZ in other ROUs.

During the reporting period, and with COVID- 19 quarantine and lockdown, virtual meetings continued

the development of the Electronic Ground Water Management System (e-GWMS) with WMI

collaborating with MWI ICTU.

2.6 MONITORING, EVALUATION AND LEARNING

3.2.1 Activity Monitoring, Evaluation and Learning Plan (AMELP) Update

● WMI MEL team is conducting quarterly meetings with the team leaders and members to capture

updates and progress toward achieving targets. The performance indicators tracking table (PITT)

Annex III shows the indicators’ baseline, yearly targets, yearly results and narrative updates.

3.2.2 Building External Monitoring and Evaluation Capacity

● Due to COVID- 19, all trainings including the M&E training module, a specialized training program to

enhance women capacity in the water sector, was put on hold.


3.2.3 Internship Program evaluation

● Internship Program Evaluation will be completed, once the last intern finishes her internship with the

project in August 2020.

3.2.3 TraiNet reporting

● WMI is recording all the conducted quarterly training via new system (TEAMS) replacing TraiNet

USAID website, during Q3 FY2020

● WMI submitted 16 educational events, reaching out to 152 people (86 male and 66 female), the details

are in Annex IV

3.2.4 DevResults and GIS Reporting

● WMI will submit the quarterly indicator regarding the number of people educated (CCAO1) and

number of women and girls benefiting from USG services (2.2.4) for Q2 FY2020 on DevResults

database once the notification received from the Monitoring and Evaluation Support Project (MESP)

and the site is open for submitting updates.

● In addition, the training data values with GPS coordinates will be submitted to the USAID Jordan GIS

system.

2.7 YOUTH, GENDER, AND VULNERABLE POPULATIONS

● WMI continued managing the Internship Program, which focuses on youth fresh university graduates

and provides on-the- job training opportunities to work in their desired field.

● WMI trained 94 interns, in all fields covering all water sector (59% are females).

● The Gender Policy that was developed by WMI with a full coordination and participatory approach

by MWI Women Study Unit and staff was approved by USAID. The developed Gender policy is the

first in the water sector and is posted on MWI website.

● The policy aims at strengthening the operational framework of the water sector to promote gender

equality, gender mainstreaming in its internal systems and processes as well as development programs.

● WMI developed and shared a summary booklet in both languages to be distributed by the Ministry.


ANNEX I: COVID-19 IMPACT ON WMI ACTIVITIES

CURRENT STATUS IN JORDAN

As of this writing in early July 2020, the Coronavirus is spreading around the globe, the Government of

Jordan (GOJ) reacted quickly with decisive actions in recent weeks. GOJ declared a state of emergency /

National Defense Law on March 20, 2020, closed all international borders, and placed restrictions on

domestic travel including daily curfews for citizens. ‘Stay at home’ orders were issued Kingdom-wide,

and only essential commercial entities like grocery stores and petrol stations remain open, with limited

working hours.

Recently towards the end of May 2020, the GOJ eased the restriction and allowed certain sectors to open

as well as return to work with stick application of health and safety procedures (Masks and gloves) as well

as social distancing, starting with 30 % of office occupation and increased up to 70 %.

Later in beginning of June 2020, the GOJ started using the Color-Coded Risk Assessment. The goal of this

reopening plan is to methodically allow businesses, services, and activities to resume, while avoiding a

resurgence of COVIS- 19 that could overwhelm our healthcare system and erase the progress we’ve made

so far.

Table 5: GOJ Color Coded Risk Assessment

Critical Risk

High Risk

Medium Risk

Moderate Risk (Current Level)

Low Risk

“New Normal”

Each phase will last a minimum of 1 to 2 weeks and could last longer before moving to the next phase.

The government partnered with industries to draft Sector-Specific Protocols in advance of future phases.

The Pandemic color where we stand now is blue (Moderate Risk).

In order to maintain WMI project operations while ensuring the safety of our staff and compliance with

Government of Jordan (GOJ) orders, Tetra Tech is implementing contingency measures as summarized

in Annex I Work related travel is now allowed for all sectors and in all Governorates.

Operations

● Both of WMI’s expatriates (Chief of Party [COP] and Deputy Chief of Party [DCOP]) are remaining

in-country

● All WMI staff have the option of either coming to the office on reagreed upon dates and groups or

telework and have access to critical electronic files. See Updated WMI Reopening / back to work

guidelines – Annex II

● All five WMI offices (main office and annex in Amman at Wadi Saqra, 2offices at the Ministry of Water

and Irrigation [MWI], and one in Irbid) are partially opened for business with 30% occupancy, following

WMI Reopening / back to work guidelines

● During the initial weeks of the crisis, the COP provided the COR with daily written updates of our

operational and technical response actions via email as we worked through the transition to remote

work and adjusted our activities. This practice of regular updates continues, including both written

and verbal communications, albeit now on as-needed basis.


● Regular weekly staff meetings and component and functional team meetings are continuing via

videoconferencing software tools and phone calls

Activities

● Tetra Tech is working closely with USAID, our partners, and beneficiaries to adjust program

interventions to ensure achievement of our objectives and results while addressing newly emerging

critical priorities, and without sacrificing the health and safety of our staff, partners and beneficiaries.

In tandem with USAID, WMI is modifying its approach to some interventions to allow them to

proceed remotely, putting some interventions on hold, and adding new interventions to directly

support our beneficiaries with critical emergency response actions.

● WMI developed a summary matrix of all project interventions which denotes the expected impact of

COVID-19 on each sub-intervention (either no disruption, moderate disruption, or postponed/on

hold). This matrix is shared and reviewed regularly with USAID (see Annex II)

● WMI continues to engage its counterparts at the MWI, GOJ, utilities, other donors, and other

stakeholders as needed via videoconferencing, email, and phone calls and recently face to face meeting.

All Health and Safety precautions were considered.

● Activities on hold include those requiring in-person training and events. In order to maintain WMI

project operations while ensuring the safety of our staff and compliance with Government of Jordan

(GOJ) orders, Tetra Tech is implementing contingency measures as summarized in Annex II. Work

related travel is now allowed for all sectors and in all Governorates.

● WMI developed a Return to Work Guidelines for all 5 project offices and was put in effect as of May

26, 2020 as part of adopting a phased approach for returning to offices. This procedure is based on

the Returning back to work GOJ instructions and Tetra Tech guidelines for returning back to work.

WMI will be limiting the number of staff returning to the office. Phase 1 will allow up to 30% of our

staff to return.

● This policy as well as the 30 % occupancy shall apply to all WMI offices to include main office

Wadi Saqra (max. 14 staff), sub office at Wadi Saqra (max. 5 Staff), Irbid Office (max. 3 Staff) as well

as our 2 offices at MWI – small office (max. 1 Staff), while meeting room (max. 2 Staff). This guideline

was shared with USAID (see Annex III)

CURRENT STATUS AT THE TETRA TECH HOME OFFICE

The Tetra Tech Home Office staff supporting WMI have similarly transitioned to 100% remote work. The

COVID-19 pandemic response is the top priority and all home office staff are focused on providing

support to our in-country teams and partners. Following Federal and State government guidance, home

office staff are working remotely and personally practicing social distancing. Tetra Tech’s systems are easily

adaptable to a remote workforce and project teams have been able to seamlessly continue to manage and

support their programs. The Project Management Teams are in constant contact with the field teams to

respond to their needs.


ANNEX II: MATRIX - COVID-19 IMPACT ON WMI

PROJECT





ANNEX III: WMI RETURN TO OFFICE PLAN - GUIDELINES

WMI Return to Office Plan – Phase 1

As Jordan prepares to lift the Stay at Home Advisory, effective May 26, 2020, WMI will adopt a phased

approach for returning to our offices. This procedure is based on the GOJ instructions (attached - Annex

I) and Tetra Tech guidelines for returning to work. We will be limiting the number of staff returning to

the office, under Phase 1 only up to 30% . This shall apply to all WMI offices to include our main

office (max. 14 staff), sub office in Amman (max. 5 Staff), Irbid Office (max. 3 Staff) as well as our 2 offices

at MWI – small office (max. 1 Staff), while meeting room (max. 2 Staff). ALL staff must abide by these

guidelines. Failing to do so, staff will not be allowed to work from WMI offices.

Week 1, May 31st - June 4th – Office access will be limited to the 2 staff from each team, 2 staff from

the F&A team, 1 from Management team. Management will provide updates on Friday May 29 regarding

the return phasing plan. We shall continue implementing our plan unless the GOJ announces new

guidelines which might require us to changes ours.

May 31st until further notice – Since more than 14 employees have expressed interest in returning

to the office for at least a couple of days per week, we therefore shall apply a staggered schedule (see

page 5). The plan is to have approximately 50% of the employees come in Sunday - Tuesday and the

other half come on Monday – Wednesday. Thursday will be a mandatory telework/ work from home day

for all staff.

Please note that these are the days where you are allowed to be in the office, if you choose to not go to

the office and telework on that day, you must coordinate with your TL/ Supervisor. If you desire to

come into the office on another day other that your scheduled day, you must seek approval from your

Tl/ Supervisor and management (COP/DCOP/DFA). If you would like to switch days, please coordinate

with your TL/ Supervisor and Management (COP/DCOP/DFA), so we can ensure that we do not exceed

the 30% staff occupancy. Staff with exceptional medical conditions may continue to telework from home,

same applies to staff who have kids at home.

Office Health and Safety Measures

Personal Protective Equipment (PPE) - Daily disposable face masks and non-latex gloves will be

available at the office entrance. Face masks must be worn in common areas, outside of your cubicle or

office (aisles, kitchen, toilets, meeting rooms etc.).

Wearing gloves is a personal choice, employees may wear their personal face masks if they choose to

bring their own.

While in the office employees are expected to:

● On daily basis, employees are required to sign into the logbook at the entrance.

● ALL staff are required to use their ACCESS CARD to enter the office, do not enter at the same time

with your colleague.

● Staff will be split into teams with alternate days working from home, implementing staggered work

hours, etc.

Please familiarize yourself on the proper use of face masks and gloves by reviewing the following

brief videos:


Face mask use: https://www.youtube.com/watch?v=JwPWdkbyizw&feature=youtu.be

Glove use:

https://www.bing.com/videos/search?q=how+to+don+and+doff+nitrile+gloves+youtube&&view=det

ail&mid=5DDB441FA9FEC0D3D42B5DDB441FA9FEC0D3D42B&&FORM=VDRVRVQ

● Each team will remain fixed so that if contact is unavoidable, this occurs between the same

individuals.

● Standard processes will be scheduled so that only one team needs to be in the office to complete a

task at a given time.

● Practice healthy personal hygiene:

– Wash hands constantly with soap and water for at least 20 seconds. Use an alcohol-based hand

sanitizer if soap and water are not available

– Cover your nose and mouth with a tissue or your sleeve. when you cough and sneeze. Do not

use your hands, and immediately dispose of the tissue and wash your hands.

– Do not touch your eyes, nose, or mouth unless your hands are clean.

– Keep your work environment clean by cleaning and disinfecting your office daily: keyboard,

phone, desk, doorknobs, etc. (Attached - Annex II – Procedure for cleaning computers &

electronic equipment).

● Maintain social (physical) distance: Create more personal space.

– Keep a minimum of 2 meters between you and others.

● Office guests are allowed in the office if they are invited, the invitation must be pre-approved by

office management. Guests will be required to wear a face mask all the times while in our office.

If you are sick, please stay home, or if you become sick, go home and notify your supervisor as soon as

possible. Please refer to the chart on the following page for guidance on monitoring symptoms when you

feel sick.

Meeting Rooms:

• The main meeting room as well as the COP’s meeting room will be available for use with limitations

to the number of people allowed in each room. Maximum Occupancy Signs will be posted outside

each meeting room. Kindly coordinate with the Admin. team for booking.

• Sanitizing cleaning wipes have been provided in each meeting room. Employees using meeting rooms

must wipe tables, audio equipment etc. before and after using the room.

Common Areas:

The following modifications will be applied on common areas:

• Employees will need have their meals in their respective workspace or outdoor (balconies).

• The kitchen will also have limited occupancy of one person at a time and we recommend that you

pack a cooler to store your lunch in lieu of using the refrigerators.

• There be will limited access to the Balcony – maximum two persons at a time.

• Toilets will as usual have the liquid soap dispensers and disposable paper towels.

• Hand sanitizing stations have been installed at each office entrance as well as the kitchen and toilets.

• Common areas that are constantly used and touched will also be sanitized 4 times daily throughout

the office by the office cleaner.

https://www.youtube.com/watch?v=JwPWdkbyizw&feature=youtu.be

https://www.bing.com/videos/search?q=how+to+don+and+doff+nitrile+gloves+youtube&&view=detail&mid=5DDB441FA9FEC0D3D42B5DDB441FA9FEC0D3D42B&&FORM=VDRVRVQ

https://www.bing.com/videos/search?q=how+to+don+and+doff+nitrile+gloves+youtube&&view=detail&mid=5DDB441FA9FEC0D3D42B5DDB441FA9FEC0D3D42B&&FORM=VDRVRVQ


Vehicles and Public Transportation

● Do not share a ride in a vehicle with someone who has or suspect to have COVID-19 symptoms.

The virus can spread by sharing air space or touching surfaces if an infected person has come in

contact with. Reports show that the virus can stay on surfaces found in cars for days.

● Wear disposable gloves use soap-based wipes to clean vehicle surfaces prior to wiping down surfaces

with a disinfectant. This removes grease and dirt allowing you to effectively sanitize.

● Minimize crowding in vehicles.

● Clean and sanitize vehicles after every trip.

● Keep sanitizing wipes/cleaner in each vehicle to regularly clean vehicle surfaces and use during all

trips.

● Driver and passengers must wash their hands for at least 20 seconds (or use hand sanitizer with at

least 60% alcohol) before entering a vehicle.

● Driver and all passengers should wear face masks/ covers.

● Ensure all passengers exercise these same precautionary measures.

Top 12 frequently touched vehicle surfaces to pay special attention to:

• Exterior and interior door handles

• Steering wheel

• Power ignition button, window switches, radio, GPS, other buttons & dials

• Gear shift

• Seat belts & seat belt buckles

• Car seats & booster seats

• Air vents

• Cup holders

• Grab handles

• Headrests

• Seat pockets

Use a disinfecting wipe when touching surfaces such as:

• Gas pumps & keypads

• Vehicle fuel door & cap

• Parking meters & tollbooths

• Drive through ATMS & other touch screens

• Keep a pen in your vehicle to use at banks, pharmacies, etc. or sanitize the “community pen” if

you must use it.


Example Proposed on How to do Attendance and Rotation:

● Only 2 employees from each team may be allowed in the office at the same time. Team leaders are

requested to work with their teams on applying this and alternate with their staff on different days.

● Only one (COP or DCOP) will be available and alternate attendance on daily basis.

● Only 2 staff from Admin and Finance team to be at the office at the same time. F&A Director to

schedule team staff working schedule following the above-mentioned numbers.

● Only 1 driver will be available based on Odd & Even car plate numbers.

Keep social distancing of at least 2 meters apart talking or working.


The staggered Phase 1 schedule and list of employees is listed below:

Main office Wadi Saqra (max. 14 staff) - Propose to be updated by Team Leaders

Start Week Sunday Monday Tuesday Wednesday Thursday

Week 1 -

May 31st-June 4th,

2020

Jose, Satany, Ghada,

Saddam, Maha, Ghada Q,

Abdallah A, Hiba, Tamer,

Sami, One Driver Zaid

George, Ala’a, Nisrine,

Ghada S, Rasha, Luba,

Ahmed AH, Mohammed Sh,

One Driver Khaled

Jose, Satany, Ghada, Saddam,

Maha, Ghada Q, Abdallah A,

Hiba, Tamer, Sami, One

Driver Zaid




One Driver Khaled

Teleworking from Home

June 7th until

further notice

Jose, Satany, Ghada,

Saddam, Maha, Ghada Q,

Abdallah A, Hiba, Tamer,

Sami, One Driver Zaid




One Driver Khaled

Jose, Satany, Ghada, Saddam,

Maha, Ghada Q, Abdallah A,

Hiba, Tamer, Sami, One

Driver Zaid



Ahmed AH, Mohammed

Sh, One Driver Khaled

Teleworking from Home

Sub office at Wadi Saqra (max. 5 Staff) - Propose to be updated by Team Leaders


Week 1 -

May 31st-June 4th,

2020

Imad, Ahmed, Maha, Sofian,

Eyad, Abd Al Razak

Mohammad M, Eyad, Issa Imad, Ahmed, Maha, Sofian,

Eyad, Abd Al Razak

Mohammad M, Eyad, Issa Teleworking from Home

June 7th until further

notice

Imad, Ahmed, Maha, Sofian,

Eyad, Abd Al Razak

Mohammad M, Eyad, Issa Imad, Ahmed, Maha, Sofian,

Eyad, Abd Al Razak

Mohammad M, Eyad, Issa Teleworking from Home


Irbid Office (max. 3 Staff) - Propose to be updated by Team Leaders


Week 1 -

May 31st-June 4th,

2020

Malek, Haya Ahmed H, Ass’ad, Ahmed Q,

Ahmed H (to be in YWC

HQ office) Malek and Haya




Ahmed H, Ass’ad, Ahmed Q,




notice







Ahmed H, Ass’ad, Ahmed Q,



Irbid Office to have an exception to read: Only 2 WMI staff (Malek and Haya) will be attending for 5

working day – Sunday thru Thursday, in addition to the cleaning lady)

Office at MWI – Small office (max. 1 Staff) - Propose to be updated by Team Leaders


Week 1 -

May 31st-June 4th,

2020

Saqer, Mohammed S, Qais Saqer, Mohammed S, Qais Teleworking from Home


notice

Saqer, Mohammed S, Qais Saqer, Mohammed S, Qais Teleworking from Home

Office at MWI – Meeting room (max. 2 Staff) - Propose to be updated by Team Leaders


Week 1 -

May 31st-June 4th,

2020

TBD Bashar, TBD Bashar, Teleworking from Home


notice

TBD Bashar, TBD Bashar, Teleworking from Home


Attachment I – Returning to work GOJ instructions – Basic guidelines for government

departments

Basic guidelines for government departments

To draw a roadmap for returning to work after

the Corona pandemic

Prepared By Civil Service Bureau in cooperation with the Department of Institutional

Performance and Policies Development Directorate/Prime Ministry and the

Institute of Public Administration, with support of the EU-funded Program

Support for Improvement in Governance and Management (Sigma)

2

Table of Contents

Introduction

Section 1: Policies and General Consideration to Plan & Activate Return to Work

First: General Pillars

Second: Why each directorate must develop its own Return to Work Plan

(Roadmap)?

Third: General Consideration to be observed while activating the work in worksites.

Section 2: General Instructions to Prepare and Implement the Return to Work Plan

Step One: Develop Action Plan

1. Count and Evaluate the tasks/services and identify the priorities of activation

2. Develop Services and Operations Activation Plan

3. Identify the Work Mechanism for each job (remotely or in the site)

4. Select the Nominated Employees to Work in Site

Step Two: Prepare and qualify the workplace before the start date of work (preventive measures

3

The service recipient and stakeholders

Employees of competent directorate

Premises, furniture and facilities

Step Three: Prepare and implement the communication plan

a. Communication with service recipients and targeted groups

b. Communication with employees

Step Four: Implement the action plan and monitor it

1. Approve the Return to Work Plan

2. Monitoring, Evaluation and document the lessons learned

4

Introduction

5

This document provides ministries, government departments and institutions with a set of basic guidelines that

enable them to develop a roadmap for gradual re-activation of work after the Stay Home Lockdown holiday.

It aims at maintaining the health and safety of the employees, service recipients and stakeholders, noting that

the public health supersedes any other consideration. In addition, it aims at maintaining the sustainability of

government work and the provision of its efficient services to service recipients; especially for the economic

activities that are only authorized to operate after lifting the lockdown.

This document has been prepared to serve as a guide for government departments and institutions and to

provide advice on how to deal with the first days of return to work after the Corona pandemic. The Civil

Service Bureau prepared this document in cooperation with the Institute of Public Administration and

Institutional Performance and Policy Development Directorate at the Prime Ministry, experts and specialists

from EU-funded SIGMA project. All the mentioned worked on reviewing the literature related to tackling such

catastrophes, the specifications of professional health and safety and the best practices. These instructions help

each department to prepare their own plan for the gradual return of work and the service continuity after the

Corona Pandemic.

These guidelines help departments to develop plans and measures. However, the success of any department

in its endeavors to return to work requires the commitment of senior management in supporting, supervising

and following-up these efforts. Also, to push for the optimal use of available resources or their wise distribution

to continue in the minimum necessary tasks that enable the department to provide its services to customers.

In addition to the joint coordination between the various departments including the Prime Ministry, the Crisis

Cell at the Crisis Management Center, Jordanian-Armed Forces – Arab Army – and the security agencies to

be able to provide services for recipients in an atmosphere of reassurance and stability.

May God grant us success in the Hashemite Kingdom of Jordan, and that security and safety prevail throughout all humanity

• The return must start at a very limited level and expand gradually, whether at the level of the government department’s or at

the level of specific geographical area ( governorates). Then, it can start at the level of the organizational units within the same

directorate, thus, the employees serving in the same organizational un it can return to work gradually based on the

considerations that will be clearly identified in this manual.

• The most important factor to succeed is the coordination between all the government departments. This coordination shall

ensure the integration between the services provided and maintaining the supply chain of a specific service (in other words,

continuous and integrated services).

• The protection of the employee, s ervice recipient and stakeholder supersede any other considerations.

• Extraordinary administrative procedures that commensurate with the extraordinary situation. The higher management shall

abandon the management style adopted in the normal situations a nd be more creative in the management, redistribution and

use of available resources; including the Human Resources.

• Considering the specificities of different directorates while preparing and implementing Return to Work Plans listed in this

document. Hence, each directorate shall prepare specific plans that go in line with the nature of their tasks and operational

needs.

• Focusing on reactivating the work in the tasks and activities necessary for the provision of economic services authorized to do

their business during the different stages of lifting lockdown, in addition to the services that are related to our day-to day life

(birth, death and marriage …)

6

First: General Pillars:

First Section: General Policies and Considerations to plan for and activate return to work

Continue the work, in a manner that does not impact the quality of the service and

The efficiency of service delivery, Based on the following:

Consider Priorities in identifying

And activating services

Provide (proactive) future

services to investors Activate e-services to the

fullest

Activate e-services partially

(receiving applications &

responding) for unautomated

services

7

Provide some services through

vehicles or delivery services

especially for the vulnerable

recipients

Activate & facilitate

e-payment processes & channels

Extend the expiry of licenses,

cards & documents and activate

automated renewal based on the

risk

Give appointments for services that

require so

Second: Why each directorate must develop its own roadmap (plan) to

return to work?

After the decrement of the Corona Pandemic, the ministries, institutions and government departments will be required to re

operate gradually, until they reactivate all the tasks and services they normally conduct. This requires each directorate to

prepare a roadmap (plan) for their return to work, in order to achieve the following objectives:

- Ensuring the safety of their employees, service recipients and stakeholders.

- The continuity of the tasks and main services\important in the Ministries, institutions and government departments.

- Providing the necessary assets for the provision of services and the supply chain required for the continuation of

important tasks.

- Providing procedures for dealing with the risks of the crisis in a well-planned and controllable manner.

8

Each directorate must identify the requirements that shall be provided in order to return to work, to prepare a roadmap

(plan) and to train employees on its application. This shall sustain the provision of the necessary services and the basic

functions gradually. At the same time, the directorate must continue to monitor the implementation of the roadmap, its

revision and continuous development. It shall also search for opportunities and lessons learned from the experience to deal

effectively with disasters.

Employees

Identified in the

selection process

who conducted

task\ services of

priority. In

addition to

employees from

the supportive

jobs.

1st

Group

Employees

Identified in the

selection process

who conducted

tasks\services of

second priority. In

addition to

employees from

the supportive

jobs

2nd

Group

Employees

Identified in the

selection process

who conducted

tasks\services of

third priority. In

addition to

employees from

the supportive

jobs

3rd

Group

T hi r d : Ge ne ra l con s i de r at io ns to be o bse rve d wh en ac t i v at ing th e w o rk at the s i te

1. Employees shall go back to work gradually, as follows. Considering the Percentages of employees determined by

the decisions of the Council of Ministers:

Note: preceding to the attendance of employees in the workplace, the high management in addition to the operations team

and the general safety supervisor, must make sure that all the equipment of the work environment are ready, according to

the item concerned with (qualifying the work environment), provided that all of them shall have passed the stage of

employees’ selection referred to later in the document. One employee or more who are familiar with the contents of this

guide shall receive each group and explain the safety guidelines and procedures to them, under the supervision of the public

safety supervisor.

9

10

2. Strict compliance with the instructions issued by

the MoH & the competent authorities, including

handshaking, compliance with social distancing , and

wearing masks and gloves

3. Supervise the daily sterilization processes, one hour &

half before the sign in time. In addition to the daily checkups

4. Minimize meetings that require social closeness

and replace them by electronic and digital means of

communication. If a meeting is urgent, the number

of attendees shall be minimized, and spaces kept.

5. Strict compliance with the instructions and guidelines issued

by the Ministry of Awqaf &, Islamic Affairs and Holy Places

regarding the performance of the prayers in the workplace

6. Limit the use of papers and replace them by electronic means 7. Keep the attendance sheet of employees and submit it on

daily bases to competent authorities

8. The cafeterias of the government departments shall remain closed 9. make sure that the control systems (cameras) are operating properly and keep the records to get back to them when necessary

11

10. get rid of waste directly and safely, using the guidelines issued by the

competent authorities

11. The food, drinks and tools shall not be shared. It is preferable that each

employee gets his stuff from home.

12. not to use ACs and use fresh air instead

.

13. Minimizing the number of per same car as much as possible

14. not to sit or use others’ offices 15. one car shall be designated per one driver. If designated to

another driver, it shall be sterilized thoroughly

16. Designate a specific place or customers & prohibit

them from entering the facilities or internal offices. 17. avoid contacting customers unless required and according to the

controls and instructions issued by MoH

12

18. Limit the use of paper money and replace it with e-payment methods

and channels. Activate e-wallets & implement promotional and awareness

campaigns for the e-payment usage

19. Identify specific hours to receive customers.

20. Control the entrance of the premises and hang the entry 21. Provide awareness messages to employees & customers to protocols (measure temperature if possible, use of gloves and face inform them of the preventive & safety measures taken by the masks) directorate and urging them to apply it

13

Second Part: General Guidelines for the preparation and implementation of the Return

to Work Pan

services and fulfilling fundamental tasks gradually in the directorates after the

interruption that took place due to the shutdown of Ministries, government

departments and institutions and public commissions. The series of procedures and

preventive decisions have been issued based on the Defense Law which was

activated in order to protect citizens, to maintain their health and to limit the

transmission of the Novel Corona Virus Pandemic\COVID 19. Hence, in light of

the importance of continuing the observation of preventive measures on one hand,

and the interruption of the services and main tasks of directorates during the Stay

Home Lockdown on the other hand; the direct reoperation of services and main

tasks of directorates as before the crisis, became an impossible mission

The Return to Work Plan is a document that reflects the mechanism for providing

The Return to Work Plan demonstrates the main procedures

and tasks that shall be observed in an easy and brief form.

However, it does not include how to implement these

procedures as it is a requirement for directorates to have the

flexibility to implement procedures in such circumstances;

especially that they might be changed in light of the decisions

taken at a political level in the Kingdome. Noting that all

decisions are taken according to the situation of the pandemic.

14

There are four steps to build a Return to Work Plan and to follow up its

implementation as clarified in the following table:

Step Objective Responsibilities

Step One: Develop the Return to Work Plan

1. Count and evaluate tasks and

services & identify the activation Priorities

- Identify the services and

operations based on

priority and time stages.

- Draw a roadmap for the

activation of services

based on a timeframe that

includes different time

stages for the activation

and its requirements

The team responsible for the Return to

Work Plan in the directorate, along with:

- The persons in charge of the

organizational units concerned with

basic services of priority

- The person in charge of the

institutional development unit

- The person in charge of HR unit.

- The person in charge of the

organizational unit concerned with

administrative affairs.

- The person in charge of

Communications and Media Unit

2. Develop the Activation of Services

and Operations Plan

3. Identify the work mechanism for each

job (whether from home of offices)

4. Select the nominated employees

Step two: prepare and qualify the worksites before the start date (preventive measures)

1. Service recipients and stakeholders Prepare the sites using all preventive and safety measures before the gradual return to work

- The operational team responsible for

the implementation of the plan

- General safety supervisor 2. Working human resources

15

Step Three: Prepare and Implement the Communication Plan

1. Communicate with service Inform service recipient and The person in charge of communication & media unit in recipient and beneficiaries employees of the details of returning coordination with:

to work

2. Communicate - Mangers of organizational units’ person in charge of HR

with - The person in charge of employees communication & media unit.

Step Four: Implement and follow up the action plan

1.

2.

Approve the plan and monitor

its implementation

Review, follow up and evaluation

of lesson learned

▪ Approve the plan by the

planning and coordination

committee to ensure

compliance with it and to

circulate it

- Planning, coordination & monitoring committee

in the Directorate

- Management team of the return to Work Plan Operations teams to implement the plan

▪ Follow on the progress of

the plan and improve it

whenever necessary

.

16

Step One: Develop the Return to Work Plan

This stage shall be totally fulfilled before employees return to work. It shall be done by the team responsible for the

management of Return to Work Plan in the Directorate, with the support and coordination of the directors of

organizational units and the employees of institutional development, HR and Media Units.

1. Count and evaluate the tasks/services and identify the priorities of reoperation:

• The team responsible for the management of Return to Work Plan in the directorate shall study the main operations

and count the main tasks and services provided by the directorate. The team shall also categorize and evaluate the main

services based on the level of impact of interruption\the continuation of interruption of these operations or services on

each of the following:

- Citizens and service recipients

- Economic activities authorized to work in the different stages and whether the basic task or service is urgent to be

activated or organized for the operations of the economic activities authorized to work in the different stages of lifting

the lockdown.

- Provide basic services by other directorates and whether the service or task is linked or complementary to a basic or

urgent service in the specific stage for other government directorates.

- The strategic plans of the Directorate. • Evaluate the degree of impact of operations’ or services’ interruption on a scale from 1 to 3, and identify the priorities,

as follows:

- High impact – use number 3

- Medium impact or not in this stage – use number 2

- Secondary or very low impact – use number 1

17

• In light of the results of the evaluation of the degree of impact of operations’ or services’ interruption above, the

operations a nd services are organized and classified in groups based on priority:

• Group (A) it is the group of services\tasks that are “highly” nominated to get activated immediately on return to work.

They f orm priority no. (1) and scored an impact degree of (9-12)

• Group (B) it is the group of services\tasks that are “mediumly” nominated to get activated on return to work. They

form priority no. (2) and scored an impact degree of (6-9)

• Group (C) it is the group of services\tasks that can be postponed till a later stage. They form priority no. (3) and

scored an impact degree of (4-6)

18

Form No. (1) is a guiding form for counting and evaluating the tasks\services and identifying priorities

Service\

procedure

The Impact of Service Interruption Impact

Degree

Groups

Based

on

Priority

On

citizens &

service

recipient

On provision of

basic services in

other

directorates\sectors

On

economic

activities

authorized

to operate

in each

Strategic

plans of

the

directorate

stage

A

B

C

D

19

2. Develop the Activation of Services and Operations Plan

▪ Identify the timeframe proposed to reactivate the services and operations, ba sed on identified priorities. The

timeframe shall be reviewed based on the pandemic s ituation in the Kingdom and the official circulations issued for

this purpose.

▪ Identify service recipient and economic activity for each category of service recipients.

▪ Identify the location\s of direct service provision.

▪ Identify organizational units (directorates and departments…) directly related to the task\service.

▪ Identify the jobs (job descriptions) related to each task\service with their number; whether the job that fulfills the

task\service is a main job or supportive job.

20

Form No. (2) is a guiding form for counting and evaluating the tasks\services and identifying Priorities

Group Service/task Activation

date*

Location\s

for service

provision

Org. units

directly

related to

task\service

Main jobs

required

directly

Supportive job

necessary for

service\task

1 2 3 4 1 2 3 4

Group

(A)

A

B

C

Group

(B)

A

B

C

Group

(C)

A

B

C

• Revisable and Amendable based on the pandemic situation and related decisions

21

3. Identify the work mechanism for each job (whether home or worksite based)

Start with the groups listed under the first activation stage. Later, based on developments, move to groups listed under

the second and third stages (as necessary). Each time, the Return to Work Plan Management Team shall analyze the

following points:

▪ Identify which of these tasks/jobs can be completed from a distance and which are required to be

completed at the worksite. The remote employees might be assigned to do auditing, data entry on the

systems or follow up.

▪ Implement this stage by using the Work from Distance Roadmap (shown in figure no. (1)) which basically

analyze the performance of the requirements of the job.

▪ The map clarifies the reasons underlying the inability to fulfill the task distantly. This analysis assists the

22

directorate to know the reasons and to address them on time (if possible), or to include them if the future

development plans in a manner that enhances the efficiency of the directorate in working distantly.

▪ In light of the classification of tasks, their related job and how they are performed, the sets of jobs that can be

performed from home and that must be performed from worksite will be clear.

▪ The jobs that can perform work from home shall work based on the Distant-Work Guide for the civil service

employees, issued by the Civil Service Bureau.

بعدعنالعملطريقخارطة)1(:رقمالتوضحيالشكل

2123

Form no. (3) shall be used for the implementation of Item no. (3) and after seeking guidance from the Distant-Work Roadmap

Form No. (3): Work mechanism form for the jobs required for the task\service

Group

Task/process job Work in site Distant work

(A)

A

1

2

3

B 1

2

(B) C

24

25

4. Select the nominated employees to work in the site:

As for the jobs that are required to be performed in the worksite, The HR Department in coordination and cooperation with

other Directorates Directors will select the employees who will perform these tasks. Noting that the employees whom one

or more of the following i tems apply to, shall be excluded:

a- Employees excluded from work in the site:

The status of the employees is evaluated based on several points stated below. The most vulnerable employees are

excluded, according to form no. (4), namely:

- Those who have a medical record (the diseases identified by MoH)

- Pregnant or lactating women.

- Those who underwent a surgery or operation lately and those who suffer from a weak immunity.

- Those who live in one of the hotspot locations w here the virus is spreading.

- Those who contacted an infected person.

- Those who have special circumstances hindering them from going to work (children without someone to care for, la ck of

transportation mean…)

Note:

It is possible to coordinate with MoH\Health Directorates in this regard.

The analysis is done for the list of employees nominated for working in site using form. No. (4)

Form No. (4) Analyze the employees nominated to work in site

The Employee originally

assigned for the

task\servic e

A female employe e\pregna

nt\ lactating

Chronic diseases

Surgeries or weak

immunity

Living in a

hotspot of the virus

In

contact

with a

patient

Special circumstance

s

Decision Alternative

Employee

Shouldn’t work

from site but

from home

X D

Work in site

Y

Shouldn’t work

from site but

from home

Z F

The alternative employee is identified according to replacement plans, rotations and nature of tasks. Some tasks are doable

by more than one employee with the required knowledge and skills to perform it. The result of this step is to come up with

a list of employees required to work in site.

26

If we assume that (2) license officers are required to work concurrently with one driver from the supportive services,

.

b. Organize the shifts schedule for work in site.

Shifts schedule is organized according to the actual number of employees required to be present for the job

(according to the work size and load), taking into account that the shift period shall be as long as possible for one

employee (41 days if possible), as follows:

while (4) officers and (3) drivers passed the previous selection stage, their work shall be distributed as follows:

Form No. (5): Shifts Schedule Organization Form

Job

Required No.

Nominated Employees

Workin

g hours

No. of

Days fro

m to

Drivers 1

S Date......../....../. . Date......../....../.. 10

M Date......../....../. . Date......../....../.. 10

P Date......../....../. . Date......../....../.. 8

License

Officer

2

H Date......../....../. Date......../....../. .

14I Date......../....../. Date......../....../. .

Y Date......../....../. . Date......../....../..

14K Date......../....../. . Date......../....../..

27

28

Step Two: Prepare and Qualify the Worksite before the start date (preventive measures)

Before activating the working hours in the worksite (two to three days prior to the date of activating the work from site),

the following precautionary measures shall be taken according to the target group:

Nominating an employee from the Directorate (as a Public Safety Supervisor), to undertake the responsibility of ensuring

that preventive measures are consistently implemented, using a special checklist:

Service Recipient and Stakeholders:

▪ Ensure the effectiveness of the queue systems a nd the recall screens to reduce the overcrowding of customers

▪ Provide streaks on the floor and/or place marks on the chairs in a manner that assist in maintaining social distancing

between customers during the waiting or serving periods.

▪ Use text messages to receive customers at specific times, according to specific timetables.

▪ Ensure that the recipient of the service is informed of the services provided remotely. The directorate shall not receive

any customer who can get the service remotely.

▪ Provide preventive equipment for the service recipient and ensure that it is used before entering the building and after

receiving the service from the counter (masks, gloves, hand sterilizer ...)

25

The Employees of the Competent Directorate

▪ Activate flexible working hours in all its forms, especially for employees who are at greatest risk of infection, as

well as employees who need to stay at home for other reasons, s uch as providing care for their family members.

▪ Emphasizing, through the channels of internal communication, the importance of employees' compliance with all

quarantine instructions (self-quarantine) for employees who contacted patients or who have any symptoms;

according to the instructions issued by the Ministry of Health.

▪ Prepare an internal circular to educate and inform employees about occupational safety and disease prevention.

Noting that the directorate must verify that these procedures are used appropriately.

▪ Establish oversight mechanisms t o ensure staff commitment to all means and methods of disease prevention and

social distancing that are circulated by the Ministry of health.

▪ Propose new procedures and responsibilities related to approvals of annual and sick leaves. Such leaves must be

given to employees upon phone calls. Employees shall send all supporting documents that justify the leave through

the information technology a nd communication means. Ensure that this procedure is practiced flexibly by the line

manager.

▪ Prepare a mechanism to receive suggestions a nd grievances from employees regarding t heir work and deal with

them by referring to the line manger to take the appropriate decisions.

▪ Secure employee cards for the purposes of proofing the daily attendance instead of using the fingerprint. If this is

no possible, manual attendance record shall be provided with a separate sheet for each employee. He has also to

use his own pen for this purpose. Sterilization material must be provided before and after signing the attendance

record. An instructional cardboard must be hanged for this purpose.

▪ Activate solidarity social activities to take care of the employees whom relatives are infected or passed away from

the disease-Allah forbids.

29

. Premises, Furniture and Facilities ▪ All the premises shall be sterilized (including all facilities, offices, arenas,

vehicles, and equipment) in coordination with one of the competent

government departments or one of the specialized companies

(preferably determined by the Ministry of Health). Also, Greater

Amman Municipality and local municipalities can undertake this mission

according to their areas of jurisdiction.

▪ Redistribute the office locations to guarantee

social distancing. Make sure that the smallest

number of employees sit in the same room.

Make sure that there is sufficient ventilation in

offices and locations.

▪ Provide soap and sterilizer in all WCs and

disposable hand towels.

▪ Provide sterilizer at the main and side

entrances and exits of the facilities and on

the service counter in addition to masks

and gloves.

▪ Hang instructional boards urging individuals to use

these supplies before entering the Building.

▪ Hang instructional boards with

emergency and competent authorities’

numbers in a visible place

30

31

Step Three: Prepare and implement a communication plan

A- Communicate with service recipient and targeted groups

▪ Activate call centers (designate a phone number) to reply to inquiries of service

recipients.

▪ Launch SMS service and activate responses through (A Your Service) Platform

▪ Launch a media a nd awareness campaign about the procedures for requesting a service

and places and time schedule of its provision.

▪ Inform service recipient of the mechanism of requesting a service, in addition to:

- Postponed services

- Automated services provided remotely

- Services provided through recall screens

- Services provided in branches and offices

- Services provided in the premise

▪ Activate social networking sites to communicate with customers and service recipients.

▪ Double check with communication and media units to update the directorate’s website

and communication platforms us ed by customers and service recipients.

▪ Clarify the roadmap and the arrangements for returning to work; in addition to its causes and measures for all

employees.

▪ Create communications’ networks and groups on phone applications (groups on WhatsApp for example).

▪ Managers continuously communicate with their employees, provide them with support and check on their

personal and work conditions.

▪ Listen to employees’ feedback and provide feedback about their work output (especially those who work

remotely).

▪ Assign an employee for delivery to take over the job of securing equipment, tools ( computers) information and

files to the location of the employee working remotely, the employee assigned to undertake duties at the

branches of the directorate distributed all over the kingdom, or the employee assigned to work in municipal

areas (local councils, ministries near his place of residence; in coordination with the relevant authorities).

▪ Provide employees with interim action plans and provide the data and information needed to complete the

tasks.

B- Communicate with Employees

Form a team responsible for informing employees and follow-up on their commitment to the Return to Work

plan. Prepare a contact list for the employees, their families and their alternative emails-other that the

government email.

32

▪ The Directorate/IT unit in the directorate shall:

- Provide hotlines for employees, especially for employees working remotely.

- Provide VPN service to employees whose work nature requires this.

- Increase the email storage capacity of employees, especially those whose work nature requires this.

- launch/activate the internal systems for employees who work remotely.

- Ensure safety and security procedures for information, electronic systems a nd backup.

- Provide instructions and advice to employees to access safe use of Diwan systems and avoid

penetration or exposure to viruses.

33

1. Approve the Return to Work Plan:

The Return to Work management team shall undertake the following points in order to approve Return to Work Plan:

A. Submit the plan to the Planning, Coordination and Follow-up Committee.

B. Highlight the importance of the gradual return to work and take preventive measures. It is important to

communicate between each member of the Planning, Coordination and follow-up Committee and the employees

to assure them that measures that guarantee their safety have been taken

2. Monitoring, Evaluation and documentation of lessons learned:

A. Monitor the implementation of the plan, prepare reports, document them, extract deviations, a nd correct them

if necessary

B. Prepare the checklists and set a timed schedule for review.

C. Assess the responses and the potential to return to normal operations. Dis cover opportunities for improving

the directorate work.

Conduct a comprehensive review in partnership with the stakeholders.

34

Step Four: Implement the action plan and monitor it


Attachment II – Procedure for cleaning computers & Electronics

COVID-19: CLEANING COMPUTERS AND ELECTRONICS FOR ALL

COMPUTER USERS

The following information provides guidance on how to clean computers, computer accessories and electronics

that are considered high-touch items. All computers, computers accessories and electronics in shared locations

should be frequently cleaned and disinfected.When cleaning computers, computer accessories and electronics it

is important to follow the manufacturer recommendations for specific cleaning requirements. The

guidance below was adapted from the CDC: Cleaning & Disinfecting Schools, Apple “How to Clean your

Apple Products”, and Microsoft “Clean and Care for your Surface”.

General cleaning tips

• Use a lint-free cloth, such as a screen wipe or a cloth made from microfiber.

• Avoid excessive wiping and submerging item in cleanser to avoid damage.

• Unplug all external power sources and cables.

• Do not use aerosol sprays, bleach or abrasive cleaners.

• Ensure moisture does not get into any openings.

• Never spray cleaner directly on an item.

Approved COVID-19 disinfectants safe for computers, accessories and electronics

• Using a Clorox disinfectant wipe or a wipe containing 70% alcohol, gently and carefully wipe the hard,

nonporous surface of the item. This includes the display, keyboard, mouse and the exterior surface of

the item. If you have concerns about the cleaning product being used, please refer to the manufacturer’s

recommendations and warning label.

• When using a disinfectant wipe, it is important to follow the contact time found on the label. It may be

necessary to use more than one wipe to keep the surface wet for the recommended contact time.

• Do not use fabric or leather surfaces on items, as this can scratch or damage to the items.

• Do not use bleach to disinfect computers and electronics.

Resources

• CDC: Cleaning & Disinfecting Schools

• Apple: How to Clean your Apple Products

• Microsoft: Clean and Care for your Surface

If you have any questions, please contact EHS at [email protected] or 203-785-3550.

https://www.cdc.gov/coronavirus/2019-ncov/community/schools-childcare/guidance-for-schools.html

https://support.apple.com/en-us/HT204172


https://support.microsoft.com/en-us/help/4023504/surface-clean-and-care-for-your-surface

https://www.cdc.gov/coronavirus/2019-ncov/community/schools-childcare/guidance-for-schools.html


https://support.microsoft.com/en-us/help/4023504/surface-clean-and-care-for-your-surface



ANNEX IV: PERFORMANCE INDICATOR TRACKING

TABLE

This section includes a summary table of the Activity Monitoring, Evaluation and Learning Plan

(AMELP) indicators for Q2 FY20 and narrative section discussing progress, reasons for variance

between targets and actuals, data collection challenges, data quality concerns, etc. WMI Performance

Indicators will be submitted through the Mission’s online performance monitoring system Devresults.


Indicator Performance Tracking Table

Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved

Indicators Base-line

(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual

Quarter Comments FY17 Target

FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

1. Percentage of NRW (National

Average) (M-PMP

3.3.a) ⬥

51.3% 51.2% 50.9% 47.2% Annually Reported

Although the national NRW results was improved compared to last year, but it was

known that the reported NRW is inaccurate due to the poor reading meters, and the inconsistency in collecting and defining the

related variables. Therefore, WMI resumed several activities to

tackle the NRW, such as providing technical support to the NRW unit of WAJ and started working on developing a high-level action plan for NRW based on the RBAP and NRW

Reduction Master Plan.

49.3% 47.3% 45.3% 43.3% 41.3% 41.3% 47.2%

2. Number of policies, regulations and administrative

procedure relating to water and natural resources in

development, passes, or being implemented as a result of USG

assistance (M-PMP

3.3.b) ⬥

0 2 7 5 Annually

Reported

Up to date, 14 policies, regulations and

administrative procedure relating to water and natural resources were developed or updated, this year WMI is going to track and report stage

progression for different polices, Assignment Agreements or Articles of Association. In addition, other administrative procedures and

regulations will be counted and reported.

1 3 3 2 1 10 14

3. Cubic meters of water provided or saved as a result of

USG assistance (M-

PMP 3.3.c) ⬥

0

2,027,

692.80

1,142,13

9

21,

025,870

Annually Reported

Although this indicator is reported annually, WMI has achieved a significant progress to date the amount of saved water is (24MCM),

through multiple interventions, we have already surpassed the EOP target (22MCM). WMI was able to meet the lag from last years’

target, the achievements to be reported by the end of this fiscal year include the following:

● Retrofit program

● Follow up with the WAJ regarding the closing of illegal wells

● Maana Campaign

2,260,

000

5,650,

000

7,910,

000

4,520,

000

2,260,

000

22,600,00

0

24,1

95,701.9 CM

AO 1: Water Sector Management Improved

1.1 Percent change in cost recovery of water sector

(disaggregated by utility) (M-PMP

WS: 80%

8.8% (87%)

(11.3%) 89%

5% (84%)

Annually Reported

This indicator will be reported annually and officially by the MWI, however WMI is

implementing several interventions which will contribute to enhancing the cost recovery.

6.3% (85%)

12.5% (90%)

18.8% (95%)

25% (100%)

25% (100%)

25% (100%)

5% (84%)

YWC: 70%

-1.4% (69%)

(-12.9%) 61%

-13% (61%)

Annually Reported

2.9% (72%)

7.1% (75%)

10% (77%)

14.3% (80%)

14.3% (80%)

14.3% (80%)

-13% (61%)

ZWA: -16.9 (-18.5%) -31% Annually 1.9% 5.3% 8.7% 13.3% 13.3% 13.3% -31%





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

3.3.2.b) ⬥ 88.3% (73.4%) 72% (61%) Reported To some extent, the Cost recovery figures are out of WMI’s control, given that we report the ministry’s official numbers. Cost recovery is

variable, particularly due to its high dependency on prices determined outside of each water entity’s domain.

(90%) (93%) (96%) (100%) (100%) (100%) (61%)

Miyahu

na: 110%

0.9% (113%)

(1.8%) 112%

-8% (101%)

Annually Reported

0.9%

(111%)

1.8%

(112%)

2.7%

(113%)

4.5% (115%)

4.5% (115%)

4.5% (115%)

-8% (101%)

WAJ:

96%

(-7.3%)

(89%)

(-28.1%)

69%

-3% (93%)

Annually

Reported

2.1%

(98%)

4.2% (100%

)

7.3% (103%

)

10.4%

(106%)

10.4%

(106%)

10.4%

(106%)

-3% (93%)

JVA:

52.6%

3.6%

(54.5%

(6.5%)

56%

6%

(56%) Annually

Reported

3.6%

(54.5%)

8.6%

(57.1)

13.3%

(59.6%)

19%

(62.6%)

19%

(62.6%)

19%

62.6%

6%

(56%)

1.2 Percentage of NRW (by utility) (M-

PMP 3.3.1.a) ⬥

ZWA= 62.2%

57.7% 55.4% 59.8% Annually Reported

This indicator will be reported annually and

officially by the MWI, WMI will implement several interventions at YWC and ZWA which will lead to enhancing NRW.

The key intervention which will enhance YWC NRW reading is the Bulk water meter installation, during this quarter a comprehensive

field survey was conducted in YWC area to identify and install new bulk water meters, WMI plans to integrate the bulk water installations

with YWC’s SCADA system. WMI is preparing a detailed report to identify

external factors which negatively impacted the NRW and Cost recovery rate results, those factors were outside of WMI control.

60.2% 58.2% 56.2% 54.2% 52.2% 52.2% 59.8%

YWC= 47.20%

45.1% 46% 77.7% Annually Reported

45.20%

43.20%

41.20%

39.20% 37.20% 37.20% 77.7%

1.3 Cubic meters of water saved annually

from water-saving technologies or techniques as a result

of USG assistance (M-

PMP 3.3.1.b) ⬥ 0 0

270 CM

195

,870

CM

Annually Reported

WMI is implementing several interventions to save water due to adopting new technologies or

techniques, so far the result is 196,140 CM for both 2018 and 2019.

For the FY2020 the achieved amounts of savings during this quarter 44,531 CM from the rainwater harvesting in Amman and about 255

CM from Maana campaign. The total savings will be calculated at the end of the fiscal year FY20.

80,000 130,000 180,000 159,000 50,000

599

,000

CM

196,140

CM





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

Sub-AO 1.1: Performance and organizational capacity improved

1.1.1 Number of

operation and maintenance improvements

implemented as a result of USG assistance

0 6 9 6

Annually Reported

In FY17, FY18 and 2019 WMI has already

reported 21 O&M improvements, against the EOP target of 20. Although this indicator is reported annually, WMI is making continued

progress on it in FY19. We can expect to report the following, based on this past quarter’s work.

1. WMI implemented the e-memo

system at MWI/WAJ. 2. WMI is in the process to purchase

one iMac desktop for Miyahuna to

assist the company in developing in-house communication materials.

WMI is overachieving this indicator, because of the continues improvements implemented on different levels.

4 6 6 2 2 20 21

1.1.2 Number of

employees who pass the certification program in water

related topics as a

result of USG assistance

0 0 0 87 Annually Reported

To date 193 water operators were certified

from WAJ, Miyahuna, YWC, and AW by Center of Accreditation and Quality Assurance (CAQA).

The plan is expected to certify 350 water

operators. 14 test results are still to be received. WMI will report the results by the end of the fiscal year

FY20

0 75 100 100 75 350 87

1.1.3 Number of private

sector participation transactions as a result of USG assistance

0 0 0 0 Annually

Reported

WMI identified the following PSP options:

1. Aqaba Water performance-based

service agreement with Tafileh

2. Aqaba Water performance-based

service agreement with Karak

3. YWC performance-based service

agreement with Ajloun

4. YWC performance-based service

agreement with Jerash

5. If we can turn the South Plant

Amman into a performance service

contract for few months then we can

also claim that, perhaps

The above contracts and service agreements will

0 1 2 1 1 5 0





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

be tracked and reported as implemented.

Sub-AO 1.2: Water supply & quality best practices induced

1.2.1 Number of implementations of technology or systems

to improve the monitoring of the groundwater

abstraction as a result of USG assistance

0 0 241 6

Met the

EOP

target

WMI has met the end of project target for this indicator, by supporting WAJ to pursue the purchasing process and tender a total of 241

smart meters.

In addition, six equipment were handed over to WAJ to test ground water quality onsite during 2019.

0 25 100 50 25 200 247

1.2.2 Number of

water utility supply systems that apply the WQRM framework

for safe drinking water supply and preventive risk management approaches as a result

of USG assistance 5 0 0 3 Annually

Reported

The EOP target has already been achieved in

2019 by conducting the audit for 3 Water Safety Plans, covering the distribution systems of Wadi Al Sir, Abu Alanada, and Mujb in December

2018. The 3rd phase of the water safety planning program was started, in order to prepare the water safety plans for the following water supply

systems:

● Kufrenja Dam/water treatment plant.

● Ras Al-Ain spring.

● Ruseiffa well field.

● Awajan well field.

● Al-Baqa well field.

● Al-zatari well field.

0 1 1 1 0

8 8

1.2.3 Number of

adoptions of technologies or techniques to save

water or increase reuse of water (M-

PMP 3.3.1.2.a) ⬥

0 1,192 912 15,471

Annually Reported

So far WMI supported 17,575 adoptions of

technologies and techniques to save water. These results came mainly as a result of WMI collaborative initiative with JREDS working with

schools and hotels. Furthermore, as a result of Maana campaign promotional phase 140 households’ visits

conducted before the curfew, around 200 water saving devices were installed and this saved

255CM.

The accurate savings and adoptions will be reported by the end of FY20.

1,000 2,000 2,500 1,500 500 7,500 17,575





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

AO 2: Water Sector Governance Improved

2.1 Number of action plans implemented for

water security, integrated water resource management, and/or water source

protection as a result of USG assistance (M-PMP 3.3.2.a) (F

HL.8.3-2) ⬥


WMI has already overachieved the EOP target,

in 2019 11 action plans were developed for water security, integrated water resource management, and/or water source protection

including the following: 1. Eight action plans compiled into the National Water Strategy Result Based Action Plan (RBAP) document, 2.

Three action plans related to Aqaba Water

Investment Masterplan, and In this quarter, WMI is working to finalize the high-level NRW action plan and follow up the

implementation of the Gender action plan.

2 4 3 3 2 14 17

2.2 Number of legal

instruments drafted, proposed or adopted with USG assistance

designed to promote gender equality or non-discrimination

against women or girls at the national or sub-national level (M-PMP

4.2.a) (F Gender-1)

0 0 3 1 Annually

Reported

WMI is considering Gender across all its work.

The EOP target (4) has been achieved, however stage progress is monitored to track implementation once occurred.

0 1 1 1 1 4 4

Sub-AO 2.1: Broad-based water sector reform is enhanced

2.1.1 Number of approved best practices to improve

the water sector governance as a result of USG assistance


Best Practices include utilizing good governance

model of ensuring accountability, transparency

and participating with all involved stakeholders.

To date, WMI has implemented four best practices.

In FY2020, there is a great chance to identify one or two best practices and it will be reported by the end of the year, such as SCADA unit.

0 2 2 1 0 5 4

2.1.2 Number of functions transferred

from JVA to WUAs or new representative entities as a result of

USG assistance


In FY2019 WMI reported 20 functions

transferred to the WUAs in 2018 and 2019.

0 6 6 5 3 20 20





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

Sub-AO 2.2: Engagement in critical water scarcity issues strengthened

2.2.1 Number of

people reached by water-related BCC and social marketing

campaigns

0 322,0

70

2,02

7

3,563,988

Annua

lly

Reported

As a result of the continuous collaboration with

Miyahuna within “Don’t Under Estimate the Drop” Campaign through the school, more than 3000 students and NGOs staff members were

reached with water related conservation massages. In addition, WMI supported the implementation

of the one-year content calendar for Miyahuna

to increase the direct reach to customers on their social media platform. Accordingly, the fan base of Miyahuna’s Facebook Page has increased

to 239.2K, and the viewership of Miyahuna’s website to 20+K. Shoba campaign will feed this indicator as well,

and the reached people number will be reported by the end of FY20.

50,000

15

0,

000

15

0,

000

100,000

50,

000

500,000

3,888,08

5

2.2.2 Number of people who have improved

understanding of critical water scarcity issues facing Jordan,

including the cost of

water and importance of conservation

0 90 250 66,164

Annually

Repor

ted

WMI is conducting pre and post tests to measure the knowledge increase for all

applicable activities, such as Shobak Campaign.

2,50

0

8,00

0

8,00

0

5,000

1,500

25,000

66,504

2.2.3 Number of initiatives undertaken

by GOJ water entities, CSOs (including Media outlets), community

groups or beneficiaries to promote water

conservation as a result of USG

assistance.


Eight initiatives were reported by WMI since the beginning of the project.

In addition, three initiatives will be counted this year as below:

● Developing Water Investments Booklet representing the Jordan Water Resources Historical Data for

the years 1960 to 2018,

● The water Table Model to be placed at the Main Entrance of WAJ within

the control center new extension

while creating access for public/ visitors.

● Water Campaigns with WAJ Labs to protect the AlTanour and Wadi Alsir water springs from residents’

2 4 4 3 2 15 8





(2015)

FY17

Actual

FY18

Actual

FY19

Actual

Q2 FY20

Actual


FY18 Target

FY19 Target

FY20 Target

FY21 Target

EOP Target

Actual to Date

undesired behaviors.

2.2.4 Number of

women and girls benefitting from new or improved USG-

supported social services targeted at women and girls (M-

PMP 4.3.a)

0 0 24 346

Q3

FY20= 1 Q2

FY20= 22

Q1

FY20=

33

This quarter, we are reporting 1 woman coming from WMI’s internship program.

0 10 225 225 140 625 426

Crosscutting Indicators

CCAO1. Number of people educated on

tools, approaches and/or methods for water security,

integrated water resource management, and/or water1 source protection as a result

of USG assistance (F

HL.8.3-1) (M-PMP

3.3.2.1) ⬥

0

FY17=703

Q4 FY17=

229

Q3 FY17=

249

Q2FY17= 52

Q1 FY17=

173

FY18= 1803

Q4 FY18=

663

Q3 FY18=

248

Q2FY18=

504 Q1

FY18= 388

Total

FY19=

1405

Q4

FY19=

495

Q3

FY19=

180

Q2FY1

9=

267

Q1

FY19= 463

Q3

FY20: T: 152 M: 86

F: 66 Q2 FY20:

T: 323 M: 209 F: 114

Q1 FY20:

T: 332 M: 223 F: 109

This quarter Q2 FY20, WMI’s team carried out 16 training events with total of 152 participants, Male=86 and Female=66

500 1,400 1,400 1,400 300 5,000 4,718

Context Indicators

1. Liters of water per capita per day (M-PMP

3.f- context)


The two context indicators will be obtained annually from the MWI and no targets are

assigned for these indicators.

100

2. Number of

employees per 1000 subscribers (context)

4.69 4.51 TBD 4.8 Annually Reported

4.8


ANNEX V: TRAINET WMI TRAINING Q2 FY 20


ANNEX VI: PERFORMANCE WORK STATEMENT

ACTIVITIES AND DELIVERABLES AS PER CONTRACT

Required Activity Associated Deliverables Due Method of Verification Status

1 Water Supply Systems

1.1.1 Develop Performance Improvement Plan (PIP) and utility KPI targets to be achieved

Zarqa Water Authority (ZWA) Performance Improvement Plan, including KPIs to be achieved; WMI Work Plan; and formal approval in minutes of meeting

Q2 (Q4 FY16)

Technical Report

Delivered - Submitted to USAID on 26-Dec-16 Approved by USAID on 18-Jan 17

1.1.2 Implement PIP interventions to reduce administrative NRW losses

• Detailed organizational assessment of procedures, policies, tools and personnel skills for billings; collections; financial management and cross-departmental information management

• Improved procedures, policies, tools and training plan for commercial, financial, and technical departments; and rollout workshop

• Training and technical support to operationalize improvements

• ZWA progress in institutionalizing improvements and lessons learned included in WMI quarterly and annual reports

Q3-Q19 (Q1 FY17-Q1 FY21)

Quarterly and Annual Reports

QPR Approved by USAID 24 July 18 Delivered - Approved by USAID on 24-July-17 Delivered - Approved by USAID on 17-May-18

1.1.2 Implement PIP interventions to reduce administrative NRW losses

Report on double connections and draft plan with recommendations for ZWA

Q12 (Q2FY19)

Technical Report Delivered - Submitted to WAJ on 5-Jul-2018 Submitted to USAID on 4-Aug-19 Approved by USAID on 24-Apr-17 Approved by USAID on 16-Sep-19 (this submission includes all DMAs, second report combined to first per COR request)

1.1.4 Implement PIP interventions to operationalize an

activity-based

budgeting, accounting, and

financial management system

• Detailed organizational assessment of procedures, policies, tools, and personnel skills in accounting, reporting, and financial management opportunities for improving end-to-end business processes and improved reporting among financial, commercial, and technical departments

• Improved policies, procedures, tools, and training plan; and rollout workshop Training and technical support to operationalize improvements ZWA progress and results in institutionalizing improvements included in WMI quarterly and annual reports

Q4-Q19 (Q2 FY17- Q1 FY21)


Delivered thru QPR – going on - USAID Approval 24 April 17



1.1.7 Pre-Feasibility Analysis and Implementation of Merger of Zarqa and Madaba into Miyahuna

Prefeasibility Study of Merger of Zarqa and Madaba into Miyahuna

Q7 (Q1FY18)

Technical Report

Delivered - Submitted to WAJ Dec 11,17 WAJ Concurrence received Jan 28, 18 Submitted to USAID April-4-2018 Approved by USAID May-28-2018

1.1.7 Pre-Feasibility Analysis and Implementation of Merger of Zarqa and Madaba into Miyahuna

Prefeasibility and implementation report of potential merger of other governorates into Miyahuna

Q12-Q14 (Q2FY19-Q4FY19)

Quarterly and Annual Reports Delivered thru QPR – USAID

Approval 28 May 18

1.1.9 Improvement of Miyahuna and WAJ’s Internal Audit Units

• Detailed organizational assessment of the current situation of the internal audit at Miyahuna and WAJ; conduct risk assessment

• Training, capacity building and technical support to internal audit units

• Assist internal auditors prepare the internal audit plans in the transition period

Q11-Q13 (Q1FY19-Q3FY19)

Quarterly and Annual

Reports

Delivered thru QPR

1.1.9 Improvement of Miyahuna and WAJ’s Internal Audit Units

Internal Audit Procedural Guide for Miyahuna Q17 (Q3FY20)

Technical Report Pending Final Editing -Submitted to Miyahuna Mar 11, 19 Concurrence received Jul 23, 19 Submitted to USAID Sept 23, 19 Comments Received Sept 30, 19 Under final processing to be submitted in Q3 FY 20

1.2 International Monetary Fund (IMF) Action Plan Supported 1.2.1 Finalize strategy to

implement IMF Action Plan

Final IMF implementation strategy, including WMI work plan and Minutes of Meeting that detail roles and responsibilities of MWI and WMI

Q3 (Q1 FY17)

Strategy; work plan

Delivered - Submitted to MWI 29-Sep-16 Concurrence received 11-Sep-17 Submitted to USAID 11-Sep- 17 Approved by USAID 12- Sep-17 Titled: “IMF Action Plan- Implementation Strategy to Support MWI”

1.2.2 Provide secretariat assistance to MWI in implementing the Action Plan

• Report providing performance reporting standards, procedures, and stakeholder guidance

• Annual Stakeholder Consultation Workshops in Amman, including knowledge sharing workshops

• Progress in providing monitoring, technical support, and secretariat assistance to MWI included in WMI quarterly reports

Q4 -Q19 (Q2 FY17-Q1 FY21)


Delivered thru QPR – going on - USAID Approval 24 July 17, 20 March 18, and 17 May 18



1.2.3 Support Implementation of

Performance Based

Contracting and PSP to Improve O&M Services

• PSP Capacity Needs Assessment • Two-week training in Amman • Annual work plan for short-term technical assistance

to be provided to individual • utilities • Utility progress in implementing PSP contracted

services included in WMI

• quarterly reports

Q5-Q19 (Q3 FY17-Q1 FY21)


Delivered thru QPR – going on – USAID Approval 17 May 18

1.2.4 Support implementation of NRW reduction strategies

• Case studies of best practices in region and globally • Work plan for short-term technical assistance to be

provided to individual

• utilities • Utility progress and WMI training and technical

assistance delivered to • utilities included in WMI quarterly and annual reports

demonstrated through NRW reduction pilot(s)

Q6-Q19-(Q4 FY17-Q1 FY21)


Delivered thru QPR – going on – USAID Approval 25 Apr 17, 24 July 17, 7 Nov 1720 March 18and 17 May 18

1.2.4 Support implementation of NRW reduction strategies

Presentation and Dissemination of Master Work Plan for NRW Reduction

Q11 (Q1FY19)

Technical Report Pending - Submitted to MWI Feb 5-20 Delay due to COVID 19

1.2.7 Improve financial management, determination of cost and subsidy of services

• Standardize the presentation of the financial statements, enhance financial management, report costing and subsidy and redefine financial sustainability, Support analysis and implementation of tariffs increase and mitigation measures to reduce their socio-economic impacts

Q7-Q14 (Q1FY18-Q4FY19)


Delivered thru QPR USAID Approval on 20 March 18

1.2.8 Support IT and GIS Development

• Provision of advisory assistance to WAJ ICTU • Oracle ERP system re-implementation for WAJ

Q7-Q14 (Q1FY18-Q4FY19)


Delivered thru QPR – USAID Approval 24 July 17, 7 Nov 17 and 17 May 18


Strategic Information Systems Plan Q12 (Q2FY19)

Technical Report Pending under finalizing from WAJ - Need also extension of delivery date


Report on Available Solutions for Hosting Oracle Applications Suite

Q7 (Q1FY18)

Technical Report

Pending - Submitted to WAJ Jan 30, 2018 – no response, contents to be included in the deliverable “Strategic Information System Plan”


Strategic development plan for institutionalizing GIS Q10 (Q4FY18)

Technical Report Pending - Need also extension of delivery date Submitted to WAJ on Oct 30, 2019 – No reply received despite several reminders

1.2.10 Support Water Utilities Compliance to PFMRAF

• Stage II risk assessment of water utilities • Develop risk mitigation plans for utilities • Support implementation of risk assessment plans for

Q11-Q13 (Q1FY19-Q3FY19)

Quarterly and Annual Reporting Delivered thru QPR –



water utilities 1.2.11 Support Water

Utilities’ Participation in the Arab Water Week (AWW)

• Support water utilities showcase their success stories through sponsoring one full session at the AWW

Q11-Q12 (Q1FY19-Q2FY19)

Quarterly and Annual Reporting

Delivered thru QPR –

1.3 Yarmouk Financial Performance Improved 1.3.1 Develop Interim

Performance Improvement Plan

YWC Interim Performance Improvement Plan, including KPIs to be achieved WMI Work Plan; and YWC Board Approval

Q2 (Q4 FY16)

Interim PIP; work plan;

Submitted to USAID Jan 15-17 Approved by USAID 18-Jan-17

1.3.2 Support Implementation of Interim PIP

• Implement interim PIP “quick fix” improvements,

including FOCAS organizational assessment process to

develop expanded PIP to be implemented in

• Years 3-5

• Quarterly reports on WMI support and YWC

improvement progress included in WMI quarterly

reports

Q5-Q14 (Q3 FY 17- Q4FY19)


Reports

Delivered thru QPR –USAID

Approval 18 Jan 17, 25 Apr 17,

24 July 17, and 7 Nov 17,

1.3.3 Implement PIP interventions to

reduce administrative

NRW losses

• Detailed assessment of procedures,

policies, tools and personnel skills for billings; collections; financial

management and cross-departmental

information management

• Improved procedures, policies, tools and training plan for commercial, financial, and technical departments and rollout workshops

• Training and technical support, including ongoing organizational assessment workshops for continual improvement

• Assessment of Bulk Water Measurement in YWC – Findings and Recommendations

Q10-Q18 (Q4 FY18-Q4 FY20)


Delivered thru QPR – going on USAID Approval 18 Jan 17, 25 Apr 17, 24 July 17, and 7 Nov 17,

1.3.4 Implement PIP interventions to operationalize an activity-based budgeting, accounting, and financial management system

• Detailed organizational assessment of accounting,

reporting, and financial management procedures and

tools and opportunities for improving end-to-end

business processes with financial, commercial, and

technical department personnel

• Guidance manuals and capacity building for financial management personnel in

• international best practices for accounting and financial

reporting; Workshop to formally launch system

Q10-Q16 (Q4 FY18-Q2 FY20)


Delivered thru QPR - USAID Approval 18 Jan 17, 25 Apr 17, 24 July 17, and 7 Nov 17,

1.3.4 Implement PIP interventions to operationalize an activity-based budgeting, accounting, and financial

Financial Policy – Water Sector Wide

Q8 (Q2 FY18)

Technical Report Delivered - Submitted to YWC Dec 28, 2016 Concurrence received Nov 19, 17 Submitted to USAID May 28, 18



management system Approved by USAID June 26,18 1.3.6 Develop Customer

Service- Focused Business Plan

• Organizational assessment workshops including participants across all Departments

• Business Plan preparation; stakeholder workshop to present plan

Q13-Q16 (Q3 FY19-Q2 FY20)


Approval May 31, 2020

1.3.6 Develop Customer Service- Focused Business Plan

• Customer Service-Focused Business Plan 2019-2021” Q10 (Q4 FY18)

Technical Report Delivered - Submitted to YWC on Jan 8, 19 Concurrence received Mar 18, 19 Submitted to USAID Sep 17, 19 Comments received Oct 2, 19 Approval by USAID March 22, 2020

1.3.7 HR Assessment and Implementation

• Detailed assessment & implementation of HR functions, build org. structure for YWC, develop job descriptions and analysis.

• Develop chain of commands, analyze work environment, workforce recruitment plan.

• Develop succession plan and training programs for HR staff.

Q7-Q14 (Q1FY18-Q4FY19)


Delivered thru QPR – USAID Approval 25 Apr 17

1.3.8 Fixed Asset Registry & Valuation

• Fixed Assets Registry for Jerash, Ajloun,

and Mafraq Governorates

Q7-Q11 (Q1FY18-Q1FY19)


Delivered thru QPR – USAID Approval 20 March 18

1.3.10 Support for the Design, Financing and Construction of the New Green Building for YWC Headquarters

• Support YWC in the tendering, contracting and financing analysis for the construction of a new green building

Q7-Q10 (Q1FY18-Q4FY18)

Quarterly and Annual Reports Delivered thru QPR - USAID

Approval 20 March 18

1.4 Ma’an Southern Governorates Operational Performance Improved

1.4.1 Conduct situation assessment

• Report on current conditions of Ma’an water operations

Q5 (Q3 FY17)

Technical Report

Delivered - Submitted to MAI July 31-17 Concurrence received Jan-15-18 Submitted to USAID Apr-4-2018. USAID approval May-22-2018


• Assessment of Pulser Pilot Project and Recommended Next Steps

Q8 (Q2FY18)

Technical Report

Delivered - Submitted to WAJ Feb- 22-2018 Concurrence received 19-Sept-18 Submitted to USAID Sept -24-18 Approved by USAID Oct-16-18




• Report on Ma’an Management Contract – Draft RFP Document

Q10 (Q4FY18)

Technical Report Merged with the “Report on preparatory activities to transfer to AW”

1.4.3 Preparatory work for potential transfer of Ma’an to Aqaba Water

• Report on preparatory activities for transfer to AW.

Q7-Q9 (Q1FY18-Q3FY18)

Technical Report

Delivered -Submitted to MWI Jun 12-18 Concurrence received Aug 9-18 Submitted to USAID Sept 25-18 Approved by USAID Oct-16-18

1.4.3 Preparatory work for potential transfer of Ma’an to Aqaba Water

• Technical assistance for Ma’an in preparations for the potential transfer to AW

Q11-Q14 (Q1FY19-Q4FY19)


Delivered thru QPR – USAID Approval 6 Aug 18

1.4.4 Aqaba Water and Wastewater Investment Master Plan

• Progress reporting on review of designs, RFP drafts, securing funds, and implementing projects in AW

Q7-Q10 (Q1FY18-Q4FY18)


Delivered thru QPR - USAID Approval 6 Aug 18

1.4.4 Aqaba Water and Wastewater Investment Master Plan

• Final Water and Wastewater Master Plan and Financial Model

Q9 (Q3FY18)

Technical Report Delivered - Submitted to AW on July 10, 2018 AW BOD approval on Jul 13, 2019 Submitted to USAID Aug 4, 2019 Approved by USAID Sep 16, 2019

1.4.5 Support Aqaba Water Performance Improvement

• ERP Second Phase Integration

Q7-Q11 (Q1FY18-Q1FY19)


Delivered thru QPR

1.4.5 Support Aqaba Water Performance Improvement

• RFP to Implement Second Phase of ERP Project Q9

(Q3FY18) Technical report

Delivered - Submitted to AW Jul 22-18 Concurrence received Aug 8-18 Submitted to USAID Sept 24-18 Approved by USAID Oct 16-18

1.4.6 Improve Performance of Karak and Tafileh Operations

• Support X7 post implementation • Improve billing percentages • Implement selected modules of AW Dynamics ERP • Bulk water measurement improvement

Q11-Q14 (Q1FY19-Q4FY19)


Delivered thru QPR

2: Water Conservation and Demand Management 2.1 Utility Demand-side Management Strengthened 2.1.1 Update urban water

demand forecasting

• Workshop and report presenting updated IDARA water demand forecasting

Q2 (Q4 FY16)


Reports Delivered thru QPR – USAID Approval 18 Jan 17

2.1.2 Create Opportunities for treated wastewater sale to the private sector

• Workshop and report presenting wastewater reuse demand and opportunities by private sector in at least Miyahuna and Zarqa water supply service areas

Q8 (Q2FY18)

Report Delivered - Submitted to WAJ Jan 19, 17 Concurrence received Mar 9, 17 Submitted to USAID May 28, 18 Approved by USAID June 26,18



2.1.3 Develop and support implementation of Demand Management Action Plan for Water Conservation and Increased Reuse

• Phased program for demand side management by the private sector in at least Miyahuna and ZWA service areas

• Implementation progress and technical assistance to be included in Quarterly and Annual Reports

Q5-Q20 (Q3 FY17-Q2 FY21)


Delivered thru QPR – going on USAID Approval 17 Sep 17

2.1.4 Improve capacity in demand-side management and enforcement

• Trainings on best management practices (BMPs) of

water conservation and

• wastewater reuse to MWI, utilities, private sector, other relevant Ministries to support phased program implementation

• Support water demand management at MWI • Support the establishment of WDMU in at least one

water utility

Q5-Q20 (Q3 FY17-Q2 FY21)


Delivered thru QPR – going on USAID Approval 24 July 17

2.1.4 Improve capacity in demand-side management and enforcement

• Report on School and Hotels Water Use Efficiency

Training Program

Q14 (Q4FY19)

Technical Report Pending - Submitted to WAJ on Jan 7, 20 – Delay due to COVID 19

2.1.5 Support Development and Enforcement of Water-Use Efficiency (WUE) Legislative Framework

• Technical Review of Technical Regulations

• Support testing procedures at RSS

• Training on Rainwater Harvesting

• Develop National Rainwater Harvesting Guides

• Develop online National Rainwater Harvesting Tool

Q11-Q14 (Q1FY19-Q4FY19)


Delivered thru QPR

2.1.6 Enhance and Promote WDM New Technologies

• Redesign of the water bill

• Promote water saving technologies

Q11-Q14 (Q1FY19-Q4FY19)

Quarterly and Annual Reporting Delivered thru QPR

2.1.7 Water Audit for Selected Industries in Jordan

• Develop a plan for the suggested audit

• Conduct the site audit for the selected industries

• Development plan for each inspected industry and the

water saving and reuse

Q11-Q13 (Q1FY19-Q3FY19)

Quarterly and Annual Reporting

Delivered thru QPR

2.1.7 Water Audit for Selected Industries in Jordan

• Report on Industry Water Systems Audit Q13 (Q3FY19)

Technical Report Delivered - Submitted to MWI Nov 11, 19 Concurrence received Dec 16,19 Submitted to USAID Dec 17,19 1st Comments received USAID on Dec 22, 19 1st Resubmitted to USAID Jan 23, 20



2nd Comments received USAID Feb 23, 20 2nd Resubmission to USAID on April 5, 2020 Final Resubmission May 31, 2020, USAID Approval received June 8, 2020

2.2 Behavior Change Communication (BCC) Supported 2.2.1 Conduct knowledge,

attitudes, and

practices (KAP)

survey to establish a

baseline of key

stakeholders

• Terms of Reference (TOR) for local research firm Q1 (Q3 FY16)

TOR Delivered - Submission to USAID Jul 22,16 Approved on Dec 13,16 Title: “TOR for Implementation of a Population-Based Knowledge, Attitudes and Practice Survey (KAP)

2.2.1 Conduct knowledge, attitudes, and practices (KAP) survey

to establish a baseline

of key stakeholders

• Baseline report for key stakeholders in Amman, Irbid and Zarqa

Q8 (Q2FY18)

Report Submission to MWI Dec 13,17 Concurrence received Mar 25-18 Submitted to USAID May 28,18 Approved by USAID Jun 26, 18

2.2.3 Develop and implement an Internship Program

• Internship Program Plan • Implementation progress to be included in Quarterly

and Annual Reports

Q4-Q21 (Q2FY17-Q2FY21)


Delivered thru QPR going on USAID Approval 6 March 17, 17 July 17, 7 Nov 17and 17 May 18

2.2.4 Develop behavior change campaigns targeting households

• Campaign update briefs in collaboration with MWI and utility communications departments Campaign completion report for each campaign (minimum 3)

• Implementation of a BCC campaign including Religious

faith concepts

• Campaign Report on results

Q6-Q16 (Q4 FY17-Q2 FY20)

Quarterly and Annual Reports Briefs

Delivered thru QPR

2.2.5 Design and deliver a training program for young media reporters

• TOR for media survey • Training Program concept paper including participant

criteria • Approved training materials • Concept paper for study tour including learning

objectives

Q5-Q8 Q3 FY17-Q2 FY18)


Delivered thru QPR – USAID Approval 17 May 18

3: Water Sector Governance 3.1 Water Sector Policy Supported 3.1.1 Identify and monitor

policy and institutional reform needs and barriers

• Policy matrix updated biannually Q8-Q20 (Q2 FY18-Q2 FY21)


Reports Briefs Delivered thru QPR – going on

– USAID Approval 25 April 17



3.1.1 Identify and monitor policy and institutional reform needs and barriers

• Support development of integrated water policies action plans, report titled “Water Policy Action Plans”

Q8 (Q2FY18)

Technical Report Delivered - Approved by

USAID on 17-May-2018, within

QPR 2 FY18

folded in 3.1.2 3.1.2 1 Support analysis and

implementation of policy and institutional reforms

• Support implementation of approved Policy Action Plans in coordination with other donors

Q8-Q20 (Q2 FY18-Q2 FY21)


Reports Briefs Delivered thru QPR – going on

– USAID Approval 6 August 18

3.2 Utility Assignment Agreements Developed/Modified 3.2.1 Evaluate AAs against

international best practices

• Evaluation findings report and workshop Q3 (Q1 FY17)

Report Pending - Submitted to USAID on Dec 26, 2016 –Folded in 3.2.3

3.2.3 Support development and implementation of revised and/or new AAs

• Draft revised or new AAs Implementation progress,

TA and training in Quarterly and Annual Reports • Introduce public participation channels

Q5-Q20 (Q3 FY17-Q2 FY21)


Delivered thru QPR – going on – USAID Approval 24 July 17 and 6 August 18

3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported 3.3.5 Support

Establishment of

JVA Owned

O&M Company

to Manage

Irrigation Water

Distribution and

Conveyance

Systems in the

Jordan Valley

• Develop HR & Staffing requirements, conduct capacity building needs assessment for new company staff.

• Awareness and social marketing campaign for relevant stake holders.

• Support new company in FARA Accreditation

Q7-Q10 (Q1 FY18-Q4FY18)


Delivered thru QPR – USAID Approval 7 Nov 17

3.3.5 Support

Establishment of

JVA Owned

O&M Company

to Manage

Irrigation Water

Distribution and

Conveyance

Systems in the

Jordan Valley

• Pre-Feasibility Analysis to Establish an Operation and Maintenance Public Entity to Manage Water Conveyance and Distribution in the Jordan Valley”

Q7 (Q1FY18) Technical Report

Delivered – Submitted to MWI Jan-30-2018 (Minister didn’t approve) Submitted to USAID on Apr 4-18 USAID Approval May 22-18

3.3.5 Support

Establishment of

JVA Owned

O&M Company

to Manage

Irrigation Water

Distribution and

• Develop Articles of Association and Assignment Agreement for the new company

Q8 (Q2 FY18)

Technical Report

Pending – Put on hold as it is not a priority for the sector



Conveyance

Systems in the

Jordan Valley 3.3.7 Support

Improving the

Conveyance

System Efficiency

in Jordan Valley

• Support reducing water losses in the conveyance system of KAC

• Support improving SCADA measurement accuracy • Support reducing the water losses in the tertiary

distribution system

Q8-Q14 (Q2FY18-Q4FY19)

Quarterly and Annual Reports Delivered thru QPR

3.3.7 Support

Improving the

Conveyance

System Efficiency

in Jordan Valley

• Report on the determination of KAC water losses and recommended solutions for improvements; situational assessment

Q8 (Q2 FY18)

Technical Report Delivered - Submitted to JVA Mar 28-18 Concurrence received May 13,2018 Submitted to USAID May 28,18 Approved by USAID on June 26, 18

3.3.8 Support transfer

of functions to

regional WUAs

and technical

support to JVA

• Support WUAs performance improvements • Enhancement of operations of WUAs including

customer services systems

• Improve metering system (pilot sites in North JV) • Performance improvement for control center functions

including plan and implementation

• Establish a call center to manage service requests by farmers

• Support the needed institutional reform for JVA after transferring O&M retail functions to WUAs

Q11-Q14 (Q1FY19-Q4FY19)


Delivered thru QPR

3.4 Independent Regulator Developed and Supported 3.4.1 Achieve consensus on

a clear path forward • Report on the selected options and a path forward for

regulatory framework and entity Q11-Q20 (Q1FY19-

Q2FY21)


Delivered thru QPR – going on

3.4.2 Develop detailed plan for implementation of new regulatory body

• Road map for strengthening regulatory functions in the water sector

Q12 -Q20 (Q2FY19-Q2FY21)



3.4.3 Design funding and financial sustainability

• Develop financial sustainability strategy and budget plan Q20 (Q2FY21)


To be delivered in Q2 FY 21

3.4.4 Support establishment of new entity and provide institutional, operational, and capacity-building support

• Draft organizational structure and operating policies and procedures

• Training Reports • Implementation progress and technical assistance in


Q14-Q20 (Q4 FY17-Q2 FY21)



3.4.5 Provide Technical Assistance to Empower PMU’s the Water Sector’s Regulatory Role

• Support water companies in improving reporting processes to PMU & WAJ

• Work with water companies in improving reporting processes and outputs to PMU and WAJ

• Provide regulatory assistance to empower PMU to

Q7 - Q20 (Q1FY18- Q2 FY21)





carry out its regulatory role 3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported 3.5.1 Conduct gender

assessment • Gender Assessment Q2

(Q4 FY16) Report Delivered - Submitted to

USAID Sep 15-16 Approved by USAID 17 Jan 17. Title: “Gender Analysis and Action Plan”

3.5.1 Conduct youth assessment

• Youth Assessment Q4 (Q2 FY17)

Report Delivered - Submitted to USAID Mar 31-17 Approved by USAID May-22-17. Titled “Youth Analysis and Action Plan”

3.5.3 Encourage urban youth to assume leadership for advocacy initiatives

• Concept paper • TOR for local social media administrator and advocacy

specialist to create a total of 12 publications promoting the Jordan Water Table Model to increase awareness about water shortage problem facing Jordan

Q5-Q20 (Q3 FY17-Q2 FY21)



3.5.4 Develop and implement training in social marketing for CSOs based in Zarqa and Amman

• Report on CSO capacity, target organizations and selection, and training program

• At least one training program delivered in Amman and Zarqa

• Mentoring track record report and CSO recommendations

• Final training report

Q6-Q13 (Q4 FY17-Q3 FY19)


Delivered thru QPR

3.5.6 Support Reformulating the Communication Functions within Water Utilities

• Progressively reporting on the support provided for water utilities to improve customer communication and to create a social media presence that enhances customer satisfaction

• Support creating a dynamic and responsive social media presence for utilities to enhance customer interaction

• Communication Plans for YWC and Miyahuna

Q8-Q14 (Q2FY18-Q4FY19)


Delivered thru QPR –

3.5.6 Support Reformulating the Communication Functions within Water Sector

• Assessment Report of the Current Functions within the Communication Units

Q17 (Q3FY20)

Technical Report Completed, on March 23, 2020,

MWI Concurrence April 3,

2020, first submission to UAID

April 13, 2020, Comments

received from USAID April 26,

2020,3rd resubmission to

USAID May 14, 2020, 3rd

USAID Comments received

May 19, 2020, Final

resubmission June 7, 2020

USAID Approval June 9, 2020



3.5.6 Draft a the WMI Behavior Change and Communication Strategy and Implementation Plan

• Develop a Behaviour Change Communication strategy for the water sector

Q10 (Q4FY18)

Technical Report Delivered - Submitted to USAID Dec 18, 18 Approved by USAID June 24, 19

3.5.7 Support the Implementation of Strategic Communication Priorities for the Water Sector

• Improve public understanding of water cycle in Jordan • Support the implementation of water sector

agreements to protect water resources. • Water Booklet on the Key Investments in the Water

Sector

Q7-Q14 (Q1FY18-Q4FY19)


Delivered thru QPR – USAID Approval 20 March 18

3.5.7 Support the Implementation of Strategic Communication Priorities for the Water Sector

• Procedure Manual to Protect Water Resources from Vandalism and Misuse

Q17 (Q3FY20)

Technical Report Delivered - Submitted to MWI Sept 15, 2019, Concurrence received Nov 6, 2019, 1st Submitted to USAID Jan 2, 2020, Comments received on Jan 6, 202, 2nd Resubmitted to USAID Jan 28, 2020, Comments received on Feb 11, 2020, Sent to Editor Feb 27, 2020 Final version received from editor on March 24, 2020, final version resubmitted to USAID May 17, 2020 USAID Approval May 20, 2020

3.5.8 Develop the Water Sector Gender Policy

• Support gender study implementation

Q7-Q14 (Q1FY18-Q4FY19


Delivered thru QPR USAID Approval 17 May 18

3.5.8 Develop the Water Sector Gender Policy

• Develop Gender Policy for the Water Sector in Jordan Q16 (Q4FY20) Technical Report

Approved by USAID March 2,

2020

3.5.9 Develop Gender Training

• Develop and implement Gender training modules Q7-Q14 (Q1FY18-Q4FY19


Delivered thru QPR

3.5.10 Support Corporate Transformation within the Water Utilities Using Change Management

• Enhance customers’ perception to YWC through creating a new corporate identity

• Develop a change management and communications approach for utilities

• Create team building and leadership exercises • Integrate internal communication activities supporting

the change management approach within the utilities’ communication plans

Q12-Q14 (Q2FY19-Q4FY19)


Delivered thru QPR

4: Protection of Water Supply 4.1 Groundwater Management Framework Developed 4.1.1 Rationalize

groundwater monitoring

• Report and workshop on recommended updates aligned with Water Strategy, factors supporting

Q9

(Q3FY18)

Workshop participant list; Report

Pending - Submitted to MWI May 17, 2018, comments received June 6, 2018, resubmission to MWI



and management

functions and identify needs for

new or amended policies, laws, and

regulations

sustainability of groundwater activities, need for policy/legal reform

August14, 2018, Final submission to MWI, September 23, 2018, final submission to USAID October 11, 2018 -

4.1.3 Improve groundwater monitoring standards, procedures,

and capacity

• Report on existing systems, capacity needs, and recommendations

• Implementation progress, technical assistance, training in Quarterly and Annual Report

Q4-Q20 (Q2 FY17-Q2 FY21)


Delivered thru QPR – going on USAID Approval 25 April 17, 21 June 17, and 20 March 18

4.1.3 Improve Groundwater Monitoring Standards, procedures, and capacity

• Remote sensing (RS) reports for five groundwater basins

Q11 (Q1FY19)

Technical Report Delivered - Submitted to USAID 20 Dec,18 Approved by USAID21 Jan, 19

4.1.5 Identify and assess amendment options

• Report on presenting the proposed amendments for the groundwater bylaw

Q14 (Q4 FY19)

Quarterly and Annual Report Delivered thru QPR

4.1.7 Amend by-law and develop enforcement mechanisms

• Draft amendment of the by-law and enforcement mechanism

• Implementation progress, technical assistance, training in Quarterly and Annual Reports

Q7-Q20 (Q1 FY18-Q2 FY21)



4.1.8 Options for Improved Feasibility of Groundwater Abstraction Management

• Support development and review of options for improved feasibility of Groundwater Management

Q7-Q14 (Q1FY18-Q4FY19)


4.2 Wastewater Treatment Performance and Compliance Strengthened 4.2.1 Improve wastewater

treatment performance • Situational analysis and training needs assessment

report for 10 wastewater treatment plants as per request of WAJ

Q2-Q10 (Q4FY16-Q4FY18)

Report Delivered - Submitted to USAID Sept-24-18 Approved by USAID Oct-16-18 (agreed with COR to submit as one package. Yet, submission to counterpart was done for each report. Relevant submission and concurrence dates are available in the reports) Submitted to USAID on Sept-24-2018 Approved by USAID on Oct-16-2018

4.2.1 Improve wastewater treatment performance

• Process modification or infrastructure upgrade recommendations

Q8 (Q2FY18)

Report Folded into the deliverable above


• Report on updated reuse standards of treated wastewater

Q2-Q14 (Q4FY16-Q4FY19

Quarterly and Annual Report

Delivered thru QPR




• Training programs • Implementation progress, technical assistance, training

in Quarterly and Annual

• Reports

Q5-Q14 (Q3 FY17-Q4 FY19)


Delivered thru QPR

4.3 Water Quality Management Improved 4.3.1 Adopt World Health

Organization (WHO) Water Safety Plan (WSP)

Report on review of existing water safety planning Q2 (Q4 FY16)

Report Delivered - Submitted to MWI Nov 15, 16 Concurrence received Dec 12, 16 Submission to USAID Dec 22, 16 Approved by USAID Dec 22, 16 Title: “Review of Existing Water Safety Planning Practices in Jordan”

4.3.1 Adopt World Health Organization (WHO) Water Safety Plan (WSP)

• Action plan for adopting WSP approach Q4 (Q2 FY17)

Report Delivered - Approved by USAID Apr-25-17 in QPR 4

4.3.1 Adopt World Health Organization (WHO) Water Safety Plan (WSP)

• Completed WSP in at least one utility, associated training

Q7-Q14 (Q1FY18-Q4FY19)


Approval 25 Apr 17

4.3.3 Support Ministry of Environment to enhance wastewater-related enforcement capacity and minimize management burden

• Report on existing systems, suggested modifications and prioritization

Q4 (Q2 FY17)

Report Delivered - Submitted to MoEnv Aug 3-17 MoEnv concurrence Aug 14-17 Submission to USAID Aug 29-17 Approved by USAID Oct-18-17. Titled: “Evaluation of Water Quality & Reclaimed Water Monitoring Practices in the Ministry of Environment”

4.4 Water Resources Management Improved

4.4.1 Improve Water Resources and Supply Monitoring Systems

• Assessment of Water Resources Management Systems • Upgrade WAJ Control Center functions

Q11-Q14 (Q1FY19-Q4FY19)


4.4.1 Improve Water Resources and Supply Monitoring Systems

• SCADA Strategic Master Plan Q18 (Q4FY20)

Technical Report Pending - Submitted to MWI on Feb-25-20 No Reply COVID 19

4.4.2 Updating Infrastructure National Master Plans (Water /Wastewater)

• Infrastructure Master Plan for Water Q18 (Q4FY20)

Technical Report To Be Submitted in Q4, FY20



4.4.2 Updating Infrastructure National Master Plans (Water /Wastewater)

• Infrastructure Master Plan for Wastewater Q18 (Q4FY20)

Technical Report To Be Submitted in Q4, FY20


ANNEX VII: SNAPSHOT/SUCCESS STORY


ANNEX VIII: WMI ORGANIZATION CHART


U.S. Agency for International Development

1300 Pennsylvania Avenue, NW

Washington, DC 20523

Tel: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov




Tel: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov




Tel: (202) 712-0000

Fax: (202) 216-3524

www.usaid.gov

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