USAID WATER and SANITATION PROJECT FY20 Annual Report

USAID WATER AND SANITATION PROJECT FY20 Annual Report

October 1, 2019 - September 30, 2020

This publication was produced by the USAID Water and Sanitation project under Contract No. AID-OAA-1-14-00049/720521-18F00001 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

USAID WATER AND SANITATION PROJECT

FY20 Annual Report

October 1, 2019 - September 30, 2020

Program Title: USAID Water and Sanitation Project

Sponsoring USAID Office: USAID/Haiti’s Office of Infrastructure, Engineering and Energy (OIEE)

Contract Number: AID-OAA-I-14-00049/720521-18F00001

Contractor: DAI Global, LLC

Date of Publication: 30 September 2020

Revision: ---

Author: DAI Global, LLC

Cover photo: Living Water kiosk in Cap-Haïtien.

This publication was produced by the Haiti Water and Sanitation project under Contract No. AID-OAA-1-14-00049/720521 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

TABLE OF CONTENTS

EXECUTIVE SUMMARY 1 PROJECT OVERVIEW 3 COMPONENT 1: INCREASING ACCESS TO SUSTAINABLE WATER SERVICES 4 TASK 1.1: WATER INFRASTRUCTURE ENGINEERING SERVICES 4 TASK 1.2: WATER INFRASTRUCTURE CONSTRUCTION 7 TASK 1.3: TECHNICAL ASSISTANCE FOR WATER SERVICE PROVIDERS 8 The Cap Haïtien CTE 11 The Mirebalais CTE 11 The Croix-des-Bouquets CTE 12 The Les Cayes CTE 13 The Jérémie CTE 14 The Hinche and Ouanaminthe CTEs 14 COMPONENT 2: INCREASING ACCESS TO SUSTAINABLE SANITATION SERVICES 14 TASK 2.1: SUPPORT TO SANITATION ENTERPRISES 15 Sanitation SMES TRAINING & MICROGRANTs 15 Communications materials 16 Manual Latrine Emptiers 16 Sanitation Transport Companies 16 TASK 2.2: WASTE TREATMENT & FECAL SLUDGE MANAGEMENT ENGINEERING SERVICES 16 Morne-À-Cabri Fecal Sludge management Site 17 The FonFred Fecal Sludge management Site 17 TASK 2.3: WASTEWATER TREATMENT & FECAL SLUDGE MANAGEMENT CONSTRUCTION 18 COMPONENT 3: IMPROVING THE ENABLING ENVIRONMENT FOR SUSTAINABLE IMPLEMENTATION, OPERATIONS, AND MAINTENANCE OF WATER AND SANITATION SERVICES 18 TASK 3.1: TECHNICAL ASSISTANCE TO NATIONAL AND SUB-NATIONAL GOVERNMENT STRUCTURES 18 Water 18 Sanitation 19 TASK 3.2: KNOWLEDGE DISSEMINATION AND LEARNING 20 CROSS-CUTTING TECHNICAL ACTIVITIES 20 ENTERPRISE ACCELERATION FUND 20 MONITORING, EVALUATION, AND LEARNING (MEL) 21 ENVIRONMENTAL COMPLIANCE 21

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GENDER 21 CHALLENGES 22 POLITICAL UNREST AND POOR SECURITY 22 COVID-19 22 INFLATION AND THE INSTABILITY OF THE HAITIAN GOURDE 22 ANNEX 1: PROJECT RESULTS FRAMEWORK 24 ANNEX 2: SOFTWARE PACKAGES PROVIDED TO THE CTES 27 SIGA: SYSTÈME INTÉGRÉ DE GESTION DES ABONNÉS OR THE INTEGRATED SYSTEM FOR MANAGEMENT OF SUBSCRIBERS 27 SISKLOR: SYSTÈME INTÉGRÉ DU SUIVI DE CHLORINATION ET QUALITÉ D’EAU OR THE WATER CHLORINATION AND QUALITY SURVEILLANCE SYSTEM 28 QUICKBOOKS 28 MWATER 28

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Acronyms and abbreviations

AECID Agencia Española de Cooperación Internacional para el Desarrollo/ Spanish Agency for International Development Cooperation AEOC A&E Oversight Contractor COP Chief of Party CTE Centre Technique d’Exploitation / Urban Water Utility DCOP Deputy Chief of Party DINEPA Direction Nationale de l’Eau Potable et de l’Assainissement / National

EMMP DirectorateEnvironmental for Mitigation Water and and Sanitation Monitoring Plan FSM Fecal Sludge Management HTG Haitian Gourde MEL Monitoring, Evaluation, and Learning ONEPA Observatoire National de l'Eau Potable et de l'Assainissement OREPA Office Régional de l’Eau Potable et d’Assainissement / Regional Office for Water and Sanitation SIGA Système Intégré de Gestion des Abonnes/Integrated́ Customer Management SISKLOR WaterSystem Chlorination(SIGA). and Quality Surveillance System STTA Short Term Technical Assistance USAID UnitedCommunity States-Level Agency Water for Internationaland Sanitation Development Technician USGCommunal United States Government

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EXECUTIVE SUMMARY The USAID Water and Sanitation Project is a $41.8-million, 4.5-year activity implemented in collaboration with Haiti’s National Directorate of Potable Water and Sanitation (DINEPA), the branch of the Haitian government tasked with ensuring water and sanitation services for its citizens with the overall goal of improving sanitation and water for all Haitians. The Project initially focused on five areas: three areas hard hit by the cholera outbreak (Cap-Haïtien, Mirebalais, and Canaan) and two areas hard hit by Hurricane Mathew (Les Cayes and Jérémie). During the current year, it added two additional areas hard hit by the cholera outbreak (Ouanaminthe and Hinche). The Project’s three primary goals are:

1. Helping 250,000 people get access to basic or improved access to water 2. Helping 75,000 people get access to basic or improved sanitation 3. Laying the foundation for sustainable increases in access to water and sanitation across Haiti

The Project is reaching these goals by focusing on its core values such of self-reliance, resilience, and the private-sector approach. Figure 1 shows the relationship between the FY20 Project activities, targets, goals, and vision.

Figure 1. The Project activities-to-vision pyramid.

In the water sector, the Project is using the World Bank’s Water Utility Turnaround Framework: A Guide for Improving Performance (2018) to guide the technical assistance across five dimensions:

1. Organization and strategy, 2. Human resource Management, 3. Financial Management, 4. Technical Operations, and 5. Commercial Operations.

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The main achievements during FY20 were:

1. 13,240 people gained basic access to water. 2. An additional 73,165 people have improved water service quality (91,980 in total). 3. Four of the CTEs have significantly improved their internal governance, including developing an organizational chart and clear job descriptions for all staff and adopting a customer management database to track their customers and payments. 4. 19 SMEs are strengthened, have increased their revenues, and built a total of 260 toilets this year. 5. The Project signed four national agreed plans for improved water and sanitation service delivery 6. The Project produced its first publication: La Zonage d’Assainissement pour Les Cayes (Sanitation Zoning for Les Cayes)

In the sanitation sector, the Project has been working with municipal authorities in each of the five areas to promote basic sanitation and help small entrepreneurs to better market basic sanitation products. By the end of FY20, the entrepreneurs supported by the Project have constructed a total of 259 toilets.

However, the biggest impact in the sanitation sector will come from helping DINEPA to effectively manage its fecal sludge management (FSM) sites. Currently, the only operational public FSM site in Haiti is the Morne-à-Cabri site which operates with a significant deficit. During FY20, the Project worked closely with the site’s managers to develop plans to improve the management of the site and rehabilitate the facility. This work should be completed in early FY21. The Project is also working with DINEPA to reopen the FSM site in Les Cayes. Between these two sites, the Project will exceed its target of improving sanitation for 75,000 people.

During FY20, the Project’s work with the CTEs and the FSM sites began to bear fruit. The CTEs began to increase their revenues and provide more water. As a result, DINEPA and other donors have started to take notice. During FY21, the Project will focus on sharing the lessons learned with the other CTEs and the other FSM sites as it works to help ensure sustainable increases in water and sanitation for all of Haiti.

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PROJECT OVERVIEW The USAID Water and Sanitation Project is a $41.8-million, 4.5-year activity with three primary goals:

The Project initially focused on five areas: three areas hard hit by the cholera outbreak (Cap-Haïtien, Mirebalais, and Canaan) and two areas hard hit by Hurricane Mathew (Les Cayes and Jérémie). During the current year, it added two additional areas hard hit by the cholera outbreak (Ouanaminthe and Hinche).

The Project’s main implementing partner is the National Directorate for Water and Sanitation (Direction Nationale de l’Eau Potable et de l’Assainissement, DINEPA) and its subsidiary institutions. The role of each of these institutions is listed in Table 1.

Table 1. The structure for managing urban water as set forth in the 2009 law on potable water and sanitation.

• Institution • Role • The National Directorate for Water and • Main regulatory body responsible for setting policy and overseeing Sanitation (Direction Nationale de l’Eau Potable work in the sector et de l’Assainissement, DINEPA) • Regional Office for Water and Sanitation • Responsible for all capital investments and oversight of the (Office Régional de l’Eau Potable et operations of the water and sanitation systems d’Assainissement, OREPA) • Urban Water Utility (Centre Technique • Responsible for the day-to-day management of the water systems d’Exploitation, CTE) including producing the water, distributing it, and collecting the revenues.

In the water sector, the Project is building the capacity of local water utilities (Centre Technique d’Exploitation, or CTE). These CTEs had been caught in a vicious cycle of poor service leading to loss of customers, leading to lower revenues and worse service. To help them break free from that cycle, the Project is helping them improve their management strategy, reduce non-revenue water losses, and attract new customers.

The situation for the sanitation sector is even worse. In Haiti, there is almost no management of fecal sludge. While a small percentage of households have septic tanks, most rely on toilets connected to open bottom pits. With no access to safe disposal of the sludge, it is dumped in open fields, ravines, or directly into the ocean.

To remedy the situation, the Project has a three-pronged approach:

1. Making toilets more available by strengthening the small private contractors who build toilets and increasing access to microcredit for toilet construction, 2. Supporting mayoral task forces to promote sanitation in the targeted areas, and 3. Assisting the OREPAs to better manage their fecal sludge management sites, at Morne-à-Cabri and in Les Cayes, and to develop realistic business plans to allow them to operate on a cost- recovery basis.

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FY20 was a particularly difficult year in Haiti. Widespread protests in October and November left much of Haiti paralyzed and forced the Project to severely limit its field activities. Then in March, the COVID- 19 pandemic reached Haiti. From mid-March to mid-July, Haiti was under a state of emergency. Again, the Project was forced to limit field activities. Despite these problems, the Project made significant progress and met many of its targets for the year.

This report documents the work performed by the Project during FY20. It is organized, as per the Project contract, into the following sections:

Component 1 Increasing access to sustainable water services Task 1.1 Water infrastructure engineering services Task 1.2 Water infrastructure construction Task 1.3 Technical assistance for water service providers Component 2 Increased access to sustainable sanitation services Task 2.1 Support to sanitation enterprises Task 2.2 Waste treatment and fecal sludge management engineering services Task 2.3 Wastewater treatment and fecal sludge management construction Component 3 Improving the enabling environment for sustainable implementation, operations, and maintenance of water and sanitation services Task 3.1 Technical assistance to national and sub-national government structures Task 3.2 Knowledge dissemination and learning

COMPONENT 1: INCREASING ACCESS TO SUSTAINABLE WATER SERVICES The Project activities under Component I are focused on providing basic water or improved water service to 250,000 people by building the capacity of the CTEs to provide water on a sustainable basis. While the main focus of the Project is providing technical assistance to help the CTEs to manage themselves on a cost recovery basis, the Project also funds infrastructure improvements that serve to make the systems more reliable and sustainable.

During the current year the Project has helped 13,240 people to access basic water in the Canaan areas and more than 73,165 additional people to access improved water in the other six areas. This has come from the technical assistance provided to these CTEs and its first infrastructure interventions. During FY21, the Project will complete its infrastructure interventions and CTEs support, the Project should reach its overall goal of providing basic water or improved water service to 250,000 people (Figure 2).

TASK 1.1: WATER INFRASTRUCTURE ENGINEERING SERVICES During FY20, the Project completed the design of four infrastructure works and started to work on five others.

The Project’s engineering team completed the design for the following works:

1. Rehabilitation of the Transmission Line for the Canaan Water System: Due to the leaks that continued to appear in the transmission line when the system was put into operation, the Project decided that the transmission line needed to be completely rehabilitated. The design of these works was completed in the third quarter and the works were put out for bid. The construction contract was signed at the very end of the year.

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Repairs to the Pump House and Reservoir for the Canaan Water System: When the initial system was built, the American Red Cross ran out of funding before completing the work on the pump house and reservoir. The works include building a fence around the reservoir site, a guard house at the reservoir, and a chlorination system, and strengthening the wall around the pump house. The design of these works was completed in the third quarter and the works were put out for bid. The construction contract was signed at the very end of the year.

250,000

200,000 Hinche Ouanaminthe 150,000 Jérémie

100,000 Les Cayes Croix des Bouquets 50,000 Mirebalais Cap Haïtien 0 FY 19 FY 20 FY 21 EOP

• Finalize operations and maintenance manuals for CTE • Expand non-revenue water loss • Complete EAF grants to all CTEs • Finalize training cycle Technical • Finalize operations and • Provide training on operation, • Hold national workshop on maintenance manuals for CTE assistance administration, HR, and customer CTE best practices • Complete EAF grants management • Publish and distribute CTE • Finalize training cycle • Monitor EAF grantees manuals

FY20 FY21 FY22

• Complete first projects • Complete all construction Infra- • Final Completion for all • activities structure Complete design and infrastructure works procurement of all construction • Monitor projects during projects guarantee period

Figure 2. By the end of FY21, the Project will have nearly achieved its goal of providing access to improved water or improved service to 250,000 people.

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2. Leak Repair and Metering for the Les Cayes and Jérémie Water Systems: To reduce non-revenue water losses and to improve the overall management of these two water systems, the Project designed a series of interventions to repair the major leaks in the systems (Figure 3) and to install the volumetric meters at the springs and for each of the sectors in the systems. The design work was completed at the beginning of the year and the activity was put out for bid and awarded. 3. Drilling of a Test Well in Cap Haïtien: With funding from the Inter-American Development Bank, the OREPA-North plans on dramatically expanding pumping for Cap-Haïtien as it expands the water distribution system. To test the ability of the aquifer in Cap- Haïtien to supply this water, the OREPA-North had requested that the Project drill a well to 200 m and test the flow. This well was designed early in the year and put out for bid and the contract was awarded.

Additionally, the team worked on the design for the following works:

1. Expansion of the Water Distribution System for Canaan: The final phase of the work on the Canaan water system is to expand the water Figure 3. Repairing pipes in Les Cayes involved excavating the city streets. distribution system. Currently, there is only a single distribution line with a handful of connections. By the end of the year, the Project had developed the 60% drawings for the expansion. The design should be completed and put out for bid in early FY21. 2. Improvements to the Water Transmission Line from the Mahotière Spring Cap (Mirebalais): While the Mahotière Spring is an abundant source of water, little of it reaches the distribution system in downtown Mirebalais because of heavy water use from distributions along the transmission line. The Project is working with the OREPA-Center and the Mirebalais CTE to develop the design of a second, larger line to bring the additional water from the spring into town. 3. Interconnecting and extending the Croix des Bouquets Water System: The downtown area is served by two pumped well systems. These systems are separated by the national highway. To improve the functioning of the system and increase the number of customers, the Project is looking into connecting these systems and extending the network to a

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new neighborhood. The design of this system was put out for bid at the end of FY20. The design work should be awarded in early FY21 and completed in the second quarter of that year. 4. Expansion of the technical office for the Charpentière well field in Les Cayes: The OREPA-South has requested that the Project finances the expansion of their Charpentier office by building a second floor since much of the first floor is being converted into a water laboratory. The Project engineers are currently studying the feasibility of this option. If it is feasible, the design will be completed in the first quarter of FY21. 5. Design of a solar energy system for the Cap-Haïtien or Ouanaminthe wells: The OREPA-North requested that the Project investigate the possibility of installing a solar power system for the F8 well in Cap-Haïtien and the well field in Ouanaminthe. Because the F8 well site is heavily shaded, the Project hired the American firm, NRECA to conduct a feasibility study for installing solar panels at this site. NRECA determine that it was not feasible. Therefore, the Project will focus on designing the solar panel system for the Ouanaminthe well field.

TASK 1.2: WATER INFRASTRUCTURE CONSTRUCTION The Project completed two infrastructure works:

1. F10 Wellfield Repairs in Cap Haïtien: The Project’s first construction activity began in the last quarter of the previous year and reached substantial completion in December 2019. This construction activity includes installing a new chlorine dosing pump, repairing the electrical installation, covering the F4 borehole, repairing the toilet and shower, repairing the perimeter fence, replacing broken doors and windows, and painting the buildings. 2. Repairs to the Mahotière Spring Cap in Jérémie: The repairs were completed during the third quarter of FY20. The work involved site improvements around the spring capping. These protections have significantly reduced the risk of surface water contaminating the spring.

Three infrastructure works are currently under construction:

1. Construction of a Solar Power System for two of the Water Wells in the Charpentier Wellfield in Les Cayes: The Project is installing 160 photovoltaic panels and two hybrid solar/generator-powered pumps, as well as improving the overall security at the wellfield. This construction activity started at the beginning of FY20 and should be completed during the first weeks of the beginning of the next fiscal year. 2. Drilling of a test well at Balan in Cap-Haïtien: During the last quarter of FY20, the contractor mobilized its team to start this work. As part of the Inter-American Development Bank-financed expansion of the Cap-Haïtien water system, the OREPA plans to exploit the aquifer at 200 meters. If successful, this will demonstrate that there is ample water in the lower aquifer. Therefore, the Project will drill this test well and pump it for 72 hours to test the flow. This activity should be completed during the first quarter of FY21. 3. Leak Repair and Metering Program in the Les Cayes and Jérémie Water Distribution Systems: The goal of this activity is to repair the leaks that the CTE has not been able to repair and to install meters on the main transmission pipes. The leak repair should reduce non-revenue water losses. The meters are critical for monitoring the flow of water in the systems. During this quarter, the contractor repaired 36 leaks in Les Cayes and 18 in Jérémie. In addition, a few meters and valves have been put in place. The work should be fully completed during the first quarter of FY21.

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Mobile Money

On August 4th, thanks to support from the Project, Haiti’s National Directorate of Potable Water and Sanitation (DINEPA), represented by its director Guito Edouard, and mobile internet company Digicel, represented by Gerard Laborde, signed a partnership agreement that will allow DINEPA’s customers to pay their bills via the mobile money platform, MonCash. The Project will now assist the CTEs in promoting this new method of payment to customers.

4. The Rehabilitation of the Transmission Line for the Canaan Water System: USAID provided consent to subcontract for this Project on 25 September 2020. The construction subcontract should be signed by 30 September 2020 (the due date of this report). Work will begin in the first quarter of FY21 and should be completed around the end of the third quarter of the year. 5. Repairs to the Pump House and Reservoir for the Canaan Water System: The construction subcontract was signed in the last half of September 2020. The work will begin in early FY21 and be completed around the end of the second quarter of the year.

TASK 1.3: TECHNICAL ASSISTANCE FOR WATER SERVICE PROVIDERS The Project continued to support the CTEs by working through the five dimensions provided in the framework proposed by the World Bank in their publication, Water Utility Turnaround Framework: A Guide for Improving Performance (2018). It focuses on the need to build the CTEs performance across five dimensions. The Project’s overall goal is to help the different CTEs to move up one level on the framework (Figure 4). The different software packages (mWater, SIGA, SISKLOR, and QuickBooks) are described in Annex 3.

The main goals for the CTEs in each area are as follows:

• Organization and strategy: The Project is helping the CTEs to develop an overall vision for how the utility should function, a detailed plan for how it will work over the next year, and a system for regularly reporting on their progress. During the final

ANNUAL REPORT – FY2020 8

Figure 4. The Project has developed this graphic in both English and French to help explain the difference between a level 1 and level 2 CTE.

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• quarter of this year, the Project staff have been working closely with each of the seven CTEs to develop a clear plan as to how the CTE can sustainably increase their provision of water (Figure 5). These annual plans lay out the CTEs goals for the year and how they expect to reach them. The CTEs, use the mWater platform to report their progress. • Human resource Management: The Project is helping the CTEs to develop a clear system to manage their team and to equip them to succeed. This includes developing an overall organizational chart, clear job descriptions for each position, and starting performance evaluations, as well as improving the access to electricity and internet. • Financial Management: The Project is helping the CTEs to move from manual or Excel-based accounting to a QuickBooks-based system with standardized chart of accounts and reports. This will allow the CTES to better track their spending against a budget and will provide accurate, timely financial reports. • Technical Operations: In addition to working with each CTE on specific water production and distribution challenges, the Project is also focused on helping the CTEs to improve their overall water quality. It is helping the CTEs to better track water quality through the SISKLOR reporting system. • Commercial Operations: DINEPA had developed a customized database program for the CTEs to track their customers. The Project has helped to improve the functioning of this program, develop a centralized database for all of the CTEs’ records, and begin rolling this out to the different CTEs. The Project has also helped DINEPA to sign an agreement to begin accepting mobile money payments.

The following sections describe how this work has been done in each of the CTEs.

Figure 5. The Deputy Director from DINEPA worked with the CTE staff from the South during a Project-sponsored annual planning workshop in September 2020.

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THE CAP HAÏTIEN CTE At the beginning of the year, the Project was just completing work on the F8 well field. In the second quarter, the Project worked with the CTE to improve the management of this wellsite. The Project assisted the CTE to increase water production from 2,000 m3/month up to 20,000 m3. This allowed the CTE to move from providing water once a week to daily.

As the water distribution improved, the Project then helped the CTE to focus on invoicing and collections. It helped the CTE to digitize its customer records using the customer management software SIGA (Système Intégré de Gestion des Abonnés/Integrated Customer Management System). With this system, the CTE was able to begin issuing individualized invoices that included the customer’s arrears. The CTEs revenues went from an average of 223,000 Gourdes/month (USD 2,3001) through March 2020 to 540,000 Gourdes (USD 5,400) in April, 400,000 Gourdes in May (USD 4,000), and 820,000 in June (USD 8,200). These dramatic increases were mainly due to customers paying off their arrears. Because the CTE had not been consistently issuing invoices, some customers had accumulated significant arrears. With the improved service that the CTE was proving, customers seemed to be quite willing to pay off their debts.

The Project also helped the CTE to finalize its organizational chart and job descriptions for all of its staff.

THE MIREBALAIS CTE As with Cap-Haïtien, the Project first focused on helping the CTE to improve the availability of water. AECID had provided the CTE with materials and technical support to install a new transmission line from the spring at Mahotière into town. However, that line had a number of leaks. The Project staff worked with the CTE, providing the pipes and technical support, to repair these leaks. These repairs were complete in the second quarter of the year. With increased water, the CTE was able to significantly increase the water distribution. With the increased water, the CTE is expanding its distribution network, building a new line across the Artibonite River into the neighborhood where the Mirebalais Hospital is located.

The CTE had long planned on raising the water tariff. They charge a flat 110 Gourdes/month ($1.10). This is the lowest rate charged by any of the CTEs in the Project. The Project helped them to put together a public outreach campaign to explain the increase. On April 1st, the increase went into effect. Rather than receiving complaints for the higher rate, the CTE’s received compliments for the improved service.

Additionally, the Project also worked with the CTE to digitize its customer records and to begin using SIGA. As a result of these changes, Mirebalais also saw a significant increase in revenues. Before these interventions, their revenues averaged 150,000 HTG/month (USD 1,500). In May, they topped 150,000 (USD 1,500), and they reached 336,160 HTG (USD 3,362) in June. The CTE is now actively following up with customers with significant arrears and hope to reach monthly collections of 500,000 HTG (USD 5,000) soon.

1 Note that the Haitian Gourde (HTG) varied dramatically over the year. It began at 95 HTG/USD, peaked at over 120 HTG/USD in early August and then dropped to 71 HTG/USD the end of the year. To avoid confusion, a standard rate of 100 HTG/USD is used for all currency conversions in this report.

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Finally, the Project worked with the CTE to finalize its organizational chart and the job descriptions for each post.

Based on the progress that Mirebalais has made, it is the first of the CTEs to reach Level 2 on the World Bank Water Utility Turn Around Framework scale.

THE CROIX-DES-BOUQUETS CTE The Canaan water system was one of the five water systems that USAID had asked the Project to support. Unlike the other four systems (Cap-Haïtien, Mirebalais, Les Cayes, and Jérémie), the Canaan system was not operational. The pumping station, transmission line, reservoir, and main distribution line had been built with funding from the American Red Cross. However, the work was never completed and the system was never put into operation. In January, DINEPA gave the Croix- des-Bouquets CTE responsibility for managing the Canaan system and asked the USAID Water and Sanitation Project to support this CTE.

DINEPA’s initial idea had been to start-up the Canaan system and begin selling water. However, Figure 6. CTE office in Croix-des-Bouquets when the CTE began pumping water they discovered numerous leaks throughout the transmission line. The Project supported the CTEs efforts to repair these leaks for several months but ultimately decided that the line would need to be completely rehabilitated (see sections on Task 1.1 and 1.2). Once this work is completed in the third quarter of this year, this system will be once again put into operation.

As the first step in supporting the CTE, the Project undertook a diagnostic of the CTE and its water system. The Croix-des-Bouquets CTE had been managing two small water distribution networks, each of which consists of a deep well, a reservoir, and a small distribution network. The two networks operated completely independently, but are only separated by 50 m. The CTE has only 484 customers, who pay a total of approximately 200,000 HTG (USD 2,000) per month. The CTE has been able to cover its operating expenses, but only by keeping salaries very low and by devoting no funds to maintenance or expansion. The core staff of the CTE is their Director, Serge Desrosiers, and the Administrator, Rose Martine Myrvil, both of whom are very dynamic. The CTE is reporting regularly on mWater but does not use SIGA or SISKLOR and does the accounting manually. They have only one laptop for the entire CTE and only limited electricity and internet.

The Project is providing its complete package of technical assistance to the CTE. By the end of the year, the CTE will have a clear mission and vision and a concrete plan for how it will increase its revenues to a total of 1 million HTG per month (USD 10,000) by the end of the next fiscal year.

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THE LES CAYES CTE Last year, the Les Cayes CTE was operating with very high deficits. Their connection to the electrical grid had been shut off the previous year due to large arrears. They could only afford to run their generators to pump water when they received donated fuel. Their only reliable source of water was a single pump that operated off of a solar system.

As this year started, Les Cayes was hit hard by the Pays Loc protests. The Project had to evacuate all of its staff from Les Cayes in mid-September and was not able to allow them to return until mid- November.

Once the Project was able to restart its assistance to the CTE, it focused initially on increasing water production. Through increased use of the generator, the CTE was able to increase water production from 30,000 m3/month in October to 67,000 m3 in February. Once the F3 well was repaired, they were able to produce an average of 100,000 m3/month (Figure 7). Once the additional solar panels and hybrid pumps are installed (see Task 1.2), the CTE should be able to produce 120,000 m3/month. The Project also hired a contractor to repair the major leaks in the distribution system (see Task 1.2).

140,000

120,000

100,000

80,000

60,000

Productiond'Eau (m3) 40,000

20,000

- Octobre Novembre Décembre Janvier Février Mars Avril Mai Juin

F1 Total F3 Total F4 Total F5 Total

Figure 7. The Les Cayes CTE has significantly increased water production during the year. Note that results for the final quarter were not available when this report was published.

In parallel with increasing water production, the CTE focused on increasing their number of connections. As a result, CTE customer increase of 18% thanks to larger water supply, going from 2,873 customers in July 2019 to 3,403 in August 2020.

Despite the increase in customers, the CTE is not generating enough funds to cover its own operating expenses because the tariff that it charges is too low. Because they rely 100% on pumped water, their operating expenses are higher than the other CTEs. The Project helped the CTE to conduct a detailed analysis of their operating expenses and determined that they need to generate at least 1.5 million HTG/month (USD15,000). The Project worked with the CTE and the Regional Water Authority

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(OREPA) to study different tariff structures and people’s willingness to pay. In the end, they decided to increase their tariff by two-thirds—from 330 HTG/month (USD 3.30) to 550 HTG per month (USD 5.50) as the best balance between cost recovery and affordability. DINEPA approved the rate increase and it will go into effect in early FY21.

The focus of the Project’s technical assistance for the Les Cayes CTE this quarter was reviewing its tariff structure. It conducted a pilot test of meter reading and found that most household consumed 15 m3 per month. Based on the production logs from their well field, they know that they can produce around 90,000 m3 per month of water. Assuming a 40% non-revenue water loss, they only have enough water for around 3,600 customers—just 10% more customers than they currently have. Nearly all of their 3,300 customers pay 330 HTG/month for a total of just over a million HTG/month. To provide adequate salaries and full cost recovery, the CTE needs monthly revenues of two million HTG.

During this year, the Project also worked with the CTE to develop a strategy for the management of the public kiosks. Currently all of the CTE’s kiosks are non-functional. The Project hired a social engineering and communications consultant to work with the community and determine how best to manage the community’s and the CTE’s expectations for the kiosks. This activity should be finalized and the first kiosks opened in early FY21.

Finally, the Project worked with the Les Cayes CTE to finalize its organizational chart and the job descriptions for each post.

THE JÉRÉMIE CTE A Director was finally appointed to the Jérémie CTE in the final quarter of this year. Prior to that, the CTE had very weak leadership and struggled to follow through on its various activities. The strongest staff person was the Technical Director. As a result, the Project focused on working with him to improve the piping network. This included repairing leaks in the system and protecting the Mahotière spring cap.

With the installation of the new Director, the Project is working closely with the CTE staff to map out a clear plan to improve the water distribution, increase revenues, and improve the overall management of the system.

THE HINCHE AND OUANAMINTHE CTES During the fourth quarter of the fiscal year, the Project began working with the Hinche and Ouanaminthe CTEs. The Project completed detailed diagnostics of both systems and is working with both CTEs to develop a clear action plan for FY21.

COMPONENT 2: INCREASING ACCESS TO SUSTAINABLE SANITATION SERVICES The Project activities under Component 2 are focused on providing basic or improved sanitation to 75,000 people by strengthening the capacity of small and medium enterprises (SME) to market sanitation products and by assisting DINEPA to reopen the fecal sludge management facilities in Les Cayes and near Canaan.

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During FY20, the Project worked with 21 SMEs. These SMEs built a total of 260 toilets including an estimated 165 for people who did not previously have one. Since the beginning of the Project, 818 people gained access to basic access to sanitation. The Project is working with DINEPA to finalize the interventions that will be required to reopen the two fecal sludge management facilities and to develop clear business plans for their operations.

TASK 2.1: SUPPORT TO SANITATION ENTERPRISES SANITATION SMES TRAINING & MICROGRANTS This year, the Project conducted a Train-the-Trainers program and an Improve Your Business (SYIB) course, which was developed by the International Labor Organization (ILO). The SIYB course provides techniques for developing detailed business plans and advancing entrepreneurial skills.

The Project trained the SMEs to produce their own business plans, which were finalized and submitted by 19 SMEs. They clearly detailed their mission statement and the products and services they will be offering. These plans helped the SMEs to brainstorm goals and possible outcomes and then focus on setting up milestones. Simultaneously, to stimulate the sanitation market, the Project created microgrants divided into two stages:

• First stage: Once the company has become a legal entity, submitted its basic business plan, signed the agreement, and built at least 15 toilets, it will receive its first tranche. • Second stage: Once the SME has sold 25 new toilets, it will receive its second tranche.

At the end of this year, five SMEs received the first tranche and one the second tranche. These microgrants will help to develop the most motivated SMEs, stimulate demand in the sanitation sector, and, consequently, build sustainable RTCNH Cap- Haïtien businesses. The OJPMBTPA Project staff are ETCNH providing coaching ATTA-EL ROI for all the SMEs. SANI PREFAB Jeunes en Construction Jérémie By the end of FY20, BEAUGAZ 19 SMEs had ATAGA APGA strengthened RETGECAS Les Cayes capacity. The RECCHAC networks ATESCA constructed 260 ASTIAS toilets (Figure 8). ESSAM-Plus Mirebalais AVIE ACM RTMC Croix des Bouquets REVDO RETCOM ASDA 0 10 20 30 40 50 Figure 8. 19 of the 21 SMEs who have participated in the Project activities built a total of 260 toilets in FY20.

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COMMUNICATIONS MATERIALS The Project developed marketing sheets for toilets to be used by the SMEs (Figure 9). The purpose of the marketing sheets is to be a marketing tool for all the SMEs to demonstrate two types of affordable and clean toilets, as well as the pits types depending on the soil. In addition to these marketing sheets, a technical guide was developed and will be adjusted according to the marketing sheets next year. This will facilitate use of this catalog by the SMEs.

Figure 9. The Project developed visuals for the SMEs to use when explaining the different types of toilets to their prospective customers. MANUAL LATRINE EMPTIERS The Project worked with the manual latrine emptiers to formalize their activities and put them together as an association in Les Cayes. They will start training in the first quarter of FY21. For the training, the Project translated a video created by the Water Research Commission. This video describes all the risks and processes of emptying operations using manual emptiers.

SANITATION TRANSPORT COMPANIES Project staff met with each of the private companies who transport sludge to the Morne-à-Cabri Fecal Sludge Management Site. The biggest complaint from these companies about the Morne-à-Cabri site was that the invoices issued were frequently incorrect and that it was time consuming to sort out the invoices and to pay OREPA. Therefore, the Project is working with the Morne-à-Cabri management to streamline the payment process.

TASK 2.2: WASTE TREATMENT & FECAL SLUDGE MANAGEMENT ENGINEERING SERVICES The Project worked on the design and maintenance and upgrading of the Morne-à-Cabri and Fonfred sites. By assisting DINEPA to operate those sites on a cost-recovery basis, the Project will improve the sanitation value chain and provide improved sanitation to at least 70,000 people.

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MORNE-À-CABRI FECAL SLUDGE MANAGEMENT SITE

INFRASTRUCTURE During the first quarter of the year, the Project developed a detailed environmental management and monitoring plan (EMMP) for the Morne-à-Cabri Fecal Sludge Management Site. This plan laid out how the Project would work with the OREPA-West to ensure that the Morne-à-Cabri site could function safely and in accord with US and Haitian requirements. Based on this approved plan, the Project is focused on the following areas of work:

The infrastructure activities will be conducted in two phases. The specific needs in Phase 1 include: • Removal of accumulated solid waste and general site clean-up; • Sludge removal from anaerobic ponds; • Removal of sludge and suspended vegetation accumulated in the facultative pond; • Perimeter fence repairs; and • Rehabilitate the existing well.

To optimize facility operations, the Project will: • Improve the sludge intake; • Construct drying beds for the treatment of the pond sludge; and • Install a solar panel system for well operation.

During the year, the Project completed the design of the different infrastructure activities and the evaluation of the on-site well. The actual infrastructure works will begin in early in FY21.

TECHNICAL ASSISTANCE The Project signed a performance agreement with the OREPA-West that lays out the goal of establishing the site as an autonomous management unit that will function on a cost recovery basis. With this in mind, the Project developed projections for the cost of operating the facility and the expected revenues. The Project held a workshop with the OREPA-West to discuss the results, as well as to offer pre-payment possibilities to ensure revenue for the site.

The Project drafted the operations manual for the Morne-à-Cabri site. This draft will be finalized after the training of the staff from Morne-à-Cabri with SOIL on how to manage the sludge safely. The Project expects the training to occur at the beginning of FY21.

THE FONFRED FECAL SLUDGE MANAGEMENT SITE In December, the Project signed an agreement through which the World Bank will finance the infrastructure works, USAID will finance the operational costs, and the OREPA-South will provide the overall management.

The Project assisted the OREPA-South in developing the detailed design for the rehabilitation of the site. The OREPA-South put out for bid during the last quarter of FY20.

The Project is working with the OREPA-South to develop a business plan for the site. This involves estimating the site’s operational costs, the expected demand for sludge transport services, and the user fees that could be charged.

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TASK 2.3: WASTEWATER TREATMENT & FECAL SLUDGE MANAGEMENT CONSTRUCTION The Project developed all the requests for proposals for the work described under Task 2.2. This work will begin early in FY21.

COMPONENT 3: IMPROVING THE ENABLING ENVIRONMENT FOR SUSTAINABLE IMPLEMENTATION, OPERATIONS, AND MAINTENANCE OF WATER AND SANITATION SERVICES The Project’s third goal is to lay the foundation for sustainable increases in access to safe water and sanitation. It is meeting this goal by building successes at the local level and then working through DINEPA to share these on a larger scale and other institutions to share these on a broader scale (Task 3.1) and by holding national events and publishing the lessons learned (Task 3.2).

TASK 3.1: TECHNICAL ASSISTANCE TO NATIONAL AND SUB-NATIONAL GOVERNMENT STRUCTURES WATER The Project’s strategy has been to focus on building successes at the local level and then helping to replicate these successes more broadly. As the Project’s interventions have started to show an impact, DINEPA and other donors have started to take notice and to look to replicate these strategies. Examples of the Project’s interventions that are being widely replicated are as follows:

• At the beginning of the year, the Project and DINEPA signed an operational agreement that lays out the roles and responsibilities of each party. DINEPA committed to actively supporting the Project and the Project has committed to implementing the activities as agreed upon by DINEPA. • The Project, with its partner CFET, worked with the CTEs to develop new organizational structures and detailed job descriptions, which were presented to DINEPA for approval. After approval, four CTEs (Cap-Haïtien, Mirebalais, Les Cayes, and Jérémie) received assistance to implement these revised structures. These aim to reinforce the commitment of each CTE employee in their roles by offering them a better understanding of the tasks allocated to each; overall, this will increase the performance of the CTEs. • In August, thanks to support from the Project, DINEPA, represented by its director Guito Edouard, and mobile internet company Digicel, represented by Gerard Laborde, signed a partnership agreement that will allow DINEPA customers to pay their bills via the mobile money platform, MonCash. This new method of payment was made possible thanks to the replacement of their manual billing and payment system with Système Intégré de Gestion des Abonnes/Integrated́ Customer Management System (SIGA). This will reduce operational costs of the CTE and increase customer satisfaction. Thus far, four of the CTEs (Ouanaminthe, Cap Haïtien, Mirebalais, and Les Cayes) are ready to start accepting mobile payments. Eventually, it will be rolled out to all of the main cities in Haiti.

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• Three of the CTEs (Cap-Haïtien, Hinche, and Les Cayes) started to use SISKLOR, the DINEPA water quality monitoring system, to measure residual chlorine, and this should be followed by the four others in the first quarter of FY21. • The Project developed a scope of work for a consultant to introduce a performance-based evaluation for DINEPA, which should start in the beginning of FY21. The overall objective is to train staff in organization and method; develop and confirm indicators (SMART) that will be used through DINEPA to measure the performance of CTEs and, by extension, OREPAs and DINEPA’s departments; and then introduce results-based management in line with the mission and objective of the departments/OREPAs and CTE.

SANITATION

TASK FORCES The Project works closely with municipal officials at Les Cayes, Jérémie, Mirebalais, and Cap-Haïtien to raise awareness of the importance of basic sanitation. As per DINEPA’s sanitation strategy, municipalities have a key role in managing sanitation in the communes. The Project has helped the mayors and OREPAs in these four areas to establish communal task forces to enable effective deliberation and to map and execute strategies to address sanitation issues. The task forces are important channels through which a range of actors can come together to develop solutions to key challenges. The Les Cayes and Mirebalais task forces put together awareness campaigns from July to September. Next year, the Project will keep assisting the task forces next year for new awareness campaigns.

SANITATION ZONING The Project developed the sanitation zoning for Les Cayes as a model for how sanitation zoning should be done in Haiti. Sanitation zoning defines which types of sanitation solutions work in a given area based on the soil type, ground water table, and population density. This zoning scheme will guide the municipality to ensure that the right sanitation solution is used in each area. This should be used as a guide in terms of sanitation, as well as to reinforce the sanitation policies throughout the commune to avoid pollution of the soil by inappropriate infrastructure. Consequently, this will ensure a more hygienic environment in the daily life of the population.

The Project recently developed the work plan for sanitation zoning in Cap-Haïtien. This will require additional studies, as few studies have been completed by Cap-Haïtien. The first draft should be ready during the first quarter of FY21. Figure 10. The Sanitation Zoning for Les Cayes (Zonage d'assainissement des Cayes) was published in May 2020.

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TASK 3.2: KNOWLEDGE DISSEMINATION AND LEARNING Zanmi Lasanté submitted its report on best practices with respect to urban sanitation in Haiti after the earthquake. This is part of the Project’s efforts to organize a workshop on sharing lessons at both the national and international levels. Due to COVID-19, the event was postponed, and it should occur in at the beginning of the second quarter of FY21 at the latest.

As mentioned above, The Sanitation Zoning for Les Cayes (Figure 1) was the first publication produced by the USAID Water and Sanitation Project.

CROSS-CUTTING TECHNICAL ACTIVITIES

ENTERPRISE ACCELERATION FUND The Project awarded four grants this year and completed of them.

The Project completed the grant to Living Waters for the construction of 12 potable water kiosks in the Cap-Haïtien area. The Project inaugurated these kiosks in mid-July. Each of the kiosks was built on an existing, privately managed well. The pumps are powered by solar panels, water is stored in a fiberglass water tank, and chlorine is automatically injected into the water. This grant was a pilot activity for DINEPA and, depending on its level of success, DINEPA could expand to install these types of kiosks nationally.

The Project currently has three grants underway:

• The Federation des Caisses Populaires Haitiennes – Le Levier (FECAPH – Le Levier): This grant allows Le Levier to begin a micro-funding program making it possible for its members to borrow money to construct a toilet for their home. Le Levier finalized its work on the development of the financial product and began offering it in Canaan at the end of FY20. • Henry Christophe Campus in Limonade, State University of Haiti (near Cap- Haitien̈ ): This grant aims to expand the existing soil laboratory’s ability to perform drinking water tests. Through this grant, Auburn University will provide the Henry Christophe Campus with the technical assistance needed to develop the laboratory and elaborate a business plan for its operations. All the equipment should be provided during the first quarter of FY21. • Quisqueya University: This grant aims to assess the feasibility of implementing plant-based drying beds for the treatment of sludge in Haiti. The first phase of the Project aims to characterize the two types of sewage sludge (or their mixtures, in different proportions)— liquid sewer trucks and drums resulting from the manual emptying of the bayakou. This has never before been done in Haiti. It will allow the designing of an appropriate infrastructure for the pre-treatment of sewage sludge. This first phase should start at the end of FY20 or beginning of FY21, depending on the procurement of the materials.

The Project is still considering awarding a grant to 509 Sanitation to install a waste incinerator.

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MONITORING, EVALUATION, AND LEARNING (MEL) The revised version of the MEL plan was submitted and approved by USAID. The Project completed its first data quality assessment and received a verbal approval of its systems.

The Project revised the survey for sanitation to respond exactly to the indicator. One question has been added to ensure that this is the first access to basic sanitation in February, and two filters were set up to ensure that only new toilets were counted, and that each new toilet is not shared by other families. However, during a field verification of these toilets, the M&E staff found some discrepancies in the data. In several cases, the toilet was for a house that did not previously have a toilet. However, the house was being built for a family that already had basic sanitation. The Project is investigating the issue. As such, the reporting numbers in this report are considered to be preliminary numbers.

ENVIRONMENTAL COMPLIANCE The focus for environmental compliance was on developing EMMPs and Environmental Assessments (EAs) for the activities and on monitoring the construction activities with approved EMMPs.

Four EMMPs were submitted and approved:

1. The Balan well (Cap-Haïtien) 2. The Umbrella EMMP for sanitation activities 3. The Morne-à-Cabri FSM 4. The work on the Canaan Water Distribution system 5. The construction of the transmission line in Mirebalais

GENDER The Gender Safeguard Specialist is currently submitting a weekly highlights document about gender to the Project’s staff and partners, to raise awareness of the importance of gender inequalities and ensure better understanding and commitment to progress on this field throughout the Project’s activities.

The Gender Specialist has continued training the grantees (UNIQ and Le Levier) on gender issues and sexual harassment.

The Gender Specialist worked in tandem with the Mirebalais CTE to restore and improve the management of all the kiosks in Mirebalais. All the operators were selected and trained to ensure their better understanding of the role and responsibilities of DINEPA and its deconcentrated entities in water management, on how to manage kiosks, and to be aware of their day-to-day responsibilities for managing kiosks and keeping them in good condition, to ensure their long-term viability.

The Gender Specialist also trained the Mirebalais CTE about interpersonal communication. The CTE reached out to facilitate effective and constructive communication between CTE staff members and between staff members and clients. This training will allow them to align themselves more with the CTE’s objectives and to see good interpersonal communications as a success factor. This training will eventually be rolled out for all of the other CTEs.

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CHALLENGES FY20 was a challenging year. It began amid country-wide protests that significantly reduced Project activities during October and into November. After the protests ended, crime increased to the point where in early March the US State Department raised the threat level in Haiti to Level 4. Then the whole world was hit by the COVID-19 pandemic. By the end of the year, the threat of the COVID-19 pandemic had receded and the country was hit by wide fluctuations in its currency. These challenges to Project implementation are described in the following sections.

POLITICAL UNREST AND POOR SECURITY Haiti experienced nearly continuous civil unrest from September to mid-November 2019. Opposing groups were demanding the resignation of the President due to anger over fuel and food shortages, a steep currency devaluation and corruption allegations. Violent demonstrations occurred that resulted in armed blocks in the Capital, most secondary cities, and along the main arteries.

In December and January, there were few protests, but the US State Department raised the security level in Haiti to Level 4 citing increases in crime and kidnapping.

During the COVID-19 state of emergency, there were few demonstrations and the security situation seemed to improve.

COVID-19 On March 9th, the Haitian government announced its first two cases of COVID-19 and declared a state of emergency. All ports and the borders closed to passenger traffic. Schools, universities, places of worship, and industrial parks were closed, and gatherings of more than 10 people were banned. The Project did not hold any large training events, instead it focused on coaching sessions either live or via video conference. The state of emergency was lifted in mid-July.

INFLATION AND THE INSTABILITY OF THE HAITIAN GOURDE From September 2019 through August 2020, the Haitian Gourde devalued from 95 HTG/USD to 120 HTG/USD. Prices of most imported good rose along with the value of the US Dollar. From mid-August until the end of September, the Gourde dramatically strengthened against the US Dollar, ending the year at around 70 HTG/USD. Prices of most goods have not come down appreciably.

The Project’s implementation costs are largely protected because most of the Project’s expenses are tied to the US Dollar. Conversely, the CTEs’ budgets are largely protected because their costs are tied to the Gourde. However, this will cause problems for the construction subcontractors and some of the Project’s suppliers who have mixed US Dollar and Gourde expenses.

It also makes planning very difficult for the CTEs. If the Gourde will remain strong against the US Dollar, then prices should come down and Haiti could actually experience deflation. However, the Gourde could again dramatically weaken against the US Dollar and spur a period of high inflation. This uncertainty makes it difficult for the CTEs to analyze their own tariff structure and to plan for the future.

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After the COVID-19 emergency was lifted, there has been an increase in protests and civil unrest. Crime again seems to be on the rise.

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ANNEX 1: PROJECT RESULTS FRAMEWORK The table below lists the indicators and expected results from the Project’s approved Monitoring, Evaluation, and Learning Plan (MELP). Since this report is due on the last day of the fiscal year, these numbers are preliminary results. The final results will be presented in the updated MELP. In each instance where the Project failed to meet its indicator for the year, an explanation is provided in a footnote.

Baseline FY18 FY19 FY20 FY21 FY22 LOP Performance Indicators Actual Actual Target Actual Total Target Target Target Increasing Access to Sustainable Water Services Outcome IND 1: Percentage increase of households in the target communes with access to a basic drinking water 24% ------44% 44% source (HL.8.1-1) IND 1.1: Number of people gaining access to 0 0 0 0 13,2402 25,000 15,000 0 40,000 basic drinking water services as a result of USG assistance (HL.8.1-3) IND 1.2: Number of people receiving improved service quality from an existing basic or safely managed 0 0 18,815 15,000 91,980 65,000 210,000 210,000 210,000 drinking water service as a result of USG assistance. Outcome IND 2: Number of service providers demonstrating at least 10% increase in cost recovery as a 0 0 0 0 3 3 5 5 5 result of USG assistance. IND 2.1: Number of CTEs with standard operating procedures for completed water safety plans as a result of 0 0 0 0 03 3 5 5 5 USG assistance. IND 2.2: Number of CTEs with reliable, timely, and affordable supply chains for chlorine as a result of USG 0 0 0 0 4 3 5 5 5 assistance (HL.8.3-3) IND 2.3: Number of water and sanitation sector institutions strengthened to manage water 0 0 0 0 14 3 5 5 5 resources or improve water supply and sanitation services as a result of USG assistance. Increasing Access to Sustainable Sanitation Services Outcome IND 3: Percentage increase of households in the 53% ------65% 65% target communes with access to a basic sanitation facility.

2 The Project had expected to make more progress on the Canaan water system. This system will ultimately provide access to basic water for 40,000 people. However, as described in the section on Task 1.1, the existing system was not functional. Therefore, the Project has had to design the rehabilitation of the existing system before it can focus on expanding distribution. The system will be fully functional in FY21. 3 The Project was not able to make the expected progress on developing the Water Quality Safety Plans. These plans will be ready in mid-FY21. 4 While four of the CTEs made significant progress during the year, only the Mirebalais CTE made enough progress to be categorized as a Level 2 CTE. The remaining CTEs should reach this rank during FY21.

Baseline FY18 FY19 FY20 FY21 FY22 LOP Performance Indicators Actual Actual Target Actual Total Target Target Target Increasing Access to Sustainable Water Services (HL.8.2-2) IND 3.1: Number of people gaining access to a 0 0 261 0 8185 1,000 3,000 5,000 5,000 basic sanitation service as a result of USG assistance (HL.8.2-7) IND 3.2: Number people receiving improved sanitation service quality from an existing "limited" or 0 0 0 0 0 2,000 70,000 70,000 70,000 "basic" service as a result of USG assistance Outcome IND 4: Number of SMEs demonstrating increased sales of sanitation products and services as a 0 0 11 0 18 15 15 15 15 result of USG assistance IND 4.1: Number of FSM entrepreneurs and/or SMEs 0 0 18 - 19 15 15 15 15 supported as a result of USG assistance IND 4.2: Number of communes with access to waste 0 0 0 - 06 1 3 3 3 treatment capacity as a result of USG assistance Output Indicator 4.3: Percent of USG-assisted 20%7 80% 70% 86% 0 N/A N/A 86% organizations with improved performance [IM-level] (1/5) (4/5) (5/7) (6/7) Improving the Enabling Environment for Sustainable Implementation, Operation, and Maintenance of Water and Sanitation Services Outcome IND 5: Percentage of staff in target sector institutions self-reporting increased ability to perform 0 0 - - 25% 25% 35% 50% 50% effectively in assigned job as a result of USG assistance Outcome IND 6: Number of agreed strategies/plans for improved water and/or sanitation service delivery being 0 0 0 0 4 4 5 6 6 implemented at the national, regional, and/or commune level as a result of USG assistance IND 5/6.1: Number of water and sanitation national/sub- national institutions receiving training in support of sector 0 0 9 0 9 9 9 9 9 planning, investment, monitoring and/or regulation, as a result of USG assistance IND 5.2: Number of national or regional events on project learning involving government, civil society, private sector 0 0 - - 08 1 1 1 3 and/or donor partners conducted as a result of USG assistance

5 During a routine data quality check, the Project found that some of the newly constructed toilets were for people who already had access to basic sanitation. Because of this question, the Project is not reporting any additional people gaining access to basic sanitation in the fourth quarter of the year. The updated MELP will have the corrected data for this indicator. 6 The Project did not make as progress as anticipated in its work with the FSM sites. This work should begin in early FY21. 7 As mentioned previously, only one of the CTEs was considered to have reached Level 2. The other ones will reach Level 2 in FY21 8 Due to the COVID-19 outbreak, the Project was not able to hold any national events in FY20.

Baseline FY18 FY19 FY20 FY21 FY22 LOP Performance Indicators Actual Actual Target Actual Total Target Target Target Increasing Access to Sustainable Water Services IND 6.2: Number of knowledge products supporting sector planning, investment, monitoring, sustained service 0 0 0 0 1 1 2 2 5 delivery and/or regulation, disseminated as a result of USG assistance

ANNEX 2: SOFTWARE PACKAGES PROVIDED TO THE CTES The USAID Water and Sanitation Project is helping the CTEs to manage their operations through a suite of four software packages:

1. SIGA: Système Intégré de Gestion des Abonnés or the Integrated System for Management of Subscribers 2. SISKLOR: Système Intégré du Suivi de Chlorination et Qualité d’Eau or the Water Chlorination and Quality Surveillance System 3. Quickbooks 4. mWater

The role of each software package is described in the sections below.

SIGA: SYSTÈME INTÉGRÉ DE GESTION DES ABONNÉS OR THE INTEGRATED SYSTEM FOR MANAGEMENT OF SUBSCRIBERS SIGA is a customized database program developed by DINEPA to allow the CTEs to track their customers. It allows the CTE to track data on each customer including their water consumption, invoice payments, and repair requests. Prior to this year, this software was only being used by two CTEs in Haiti (Jacmel and Port-de-Paix). The Project contracted with the program’s developer to make a number of upgrades. The upgrades include developing a central server so that the information in SIGA can be accessed centrally; developing interfaces with this central database so that the data can be exported to mWater and accessed for managing mobile money payments; and developing an app to allow mobile reading of water meters. The Project then worked with the consultant and CTEs to get SIGA working in four additional CTES: Ouanaminthe, Cap-Haïtien, Mirebalais, and Les Cayes.

Customer requests and payments are now tracked through SIGA. By accessing the central server, DINEPA can monitor transactions on a real-time basis. This includes changes in the number of customers, payments made to the CTE, and service requests. This gives the CTE a high level of transparency in its revenues and progress.

The system also allows the CTE to print detailed invoices for each customer. Although most CTEs have a flat rate tariff, few customers actually pay their bill each month. By issuing detailed invoices, the customer can see how much they have accumulated in arrears. All four CTEs noted significant payment of arrears once they started issuing detailed invoices.

SISKLOR: SYSTÈME INTÉGRÉ DU SUIVI DE CHLORINATION ET QUALITÉ D’EAU OR THE WATER CHLORINATION AND QUALITY SURVEILLANCE SYSTEM SISKLOR is the system that DINEPA uses to monitor water quality. Field technicians take water samples at designated points and report the results of the tests to DINEPA. DINEPA publishes weekly and monthly results from these tests. This system was established after the cholerae outbreak. The test results are sent as text messages to a central phone and then transferred to a computer. Currently, DINEPA only tests chlorine residual in the water since this is an easy to test and reliable indicator of the overall quality of the water.

QUICKBOOKS DINEPA has selected QuickBooks as the standard platform for the CTEs accounting. The Project is currently working with the CTEs to develop a standardized chart of accounts and reporting format. Not only will QuickBooks allow the CTE to accurately track their expenses, it will also allow them to separately track their operations and maintenance budgets from the investments.

MWATER The open-access mWater platform is the hub that DINEPA uses to gather and report out the information from the different sources. The different information sources used in mWater include:

• Basic information on the system gathered through earlier surveys the maps of the production, transmissions and distribution systems.

• The customer database from SIGA including the location and status of each customer and monthly revenues • Monthly expenses from the QuickBooks database • Water quality results from SISKLOR

Through the mWater interface, the CTE can update the maps and basic information on their system. With the newly established links to SIGA and SISKLOR, the CTE has up-to-date information on their systems and can quickly and accurately produce their monthly reports.