Strategic Goals

Goal 4: Increase access to sustainable and equitable WASH Services for the Poor and Deprived in Ghana

Key Objectives

  • Provide 100,000 poor and deprived population with sustainable, adequate access to safe water, and appropriate basic sanitation and hygiene promotion services
  • Provide 20,000 School Children with sustainable, adequate access to safe water supply, appropriate basic sanitation and hygiene promotion services to enhance quality education and learning.
  • Provide capacity for and support the implementation of Community-based Water Resources Management (CBWRM) and Climate Change Adaptation mechanisms with the active CONIWAS members and active participation of beneficiary Communities

Key Strategies

CONIWAS will

  1. Continue to play a leading role in the WASH campaign and engage in school/institutional sanitation.
  2. Adopt the principle of 100% access to WASH Services in the communities where we work, and to take
  3. specific measures to ensure that the poorest sections of the community are served.
  4. Continue its active involvement as member of the national sanitation working group to ensure that sanitation is prioritized in the sector, and that best practices are identified and promoted.
  5. Engage MMDAs and advocate for increased resources toward environmental sanitation in urban areas, including institutional sanitation, solid waste management and using appropriate approaches and market mechanisms.
  6. Document, share and promote best practices and approaches using evidence-based interventions/”Afram Skuul” of Innovation.
  7. Support sector coordination through coordination and reporting on its members’ activities to the national M&E Framework
  8. Identify the poor and compile their profiles in a manner that will allow proper targeting
  9. Work with PWD/School kids to design and implement WASH facilities to meet their needs
  10. Work with its members to construct improved water and sanitation facilities to benefit the poor and school children
  11. Deepen the understanding of IWRM by its own and implementing Members, in order to adequately provide for it in our work.
  12. Deepen the understanding of Climate Change Adaptation Mechanisms by its own and implementing Members, in order to adequately provide for it in our work.
  1. Expected Outcomes/Key Result Areas
  1. A system for effective coordination, monitoring and reporting of CONIWAS Members activities is operational at District and National levels
  2. 100,000 people have access to and use improved water supply and sanitation facilities on sustainable basis
  3. 100,000 people wash their hands with soap/ash
  4. Functional Child – and PWD-friendly water supply and sanitation facilities
  5. CONIWAS members with capacity to implement IWRM and Climate Change adaptation strategy

Institutional Capacity Development and Information Sharing - Current Situation

CONIWAS in its current state depends on donors for about 90% of its core funding. This core funding has in the past come from one donor, DANIDA. The rest is dues from its members and programme support from partners as WaterAid.  DANIDA support to CONIWAS has phased out after three years. There is strong competition for dwindling donor support in-country and the financial crises in Europe have the potential to reduce further support to NGOs. The Sector-Wide Approach (SWAp) as a mechanism for Aid Effectiveness is likely to compel Development Partners to channel most resources to the Government with, if any, little for CSO support. The capacity of the Secretariat to fund raise is also weak and there has not been mechanism/strategy to raise funds.

CONIWAS since its inception developed human resource; administrate policies and procedures which have not reviewed after 5 years of their implementation. The current organizational structure and the setup of the Secretariat make it difficult for the Secretariat to engage in direct implementation. The Secretariat does not have capacity to monitor and interact effectively with members. The capacity of staff in terms of numbers and skills are another challenge facing the Secretariat. All these have contributed to the inability of the Secretariat to provide technical backstopping to members as it would have wished.

CONIWAS aims at developing its capacity both to reflect upon its role and function in relation to its changing environment, and to plan, implement, and manage its own change programme. This is to enable the organisation act reflexively. Such processes encompasses the capacity of CONIWAS to introduce changes in its internal structure, procedures, and systems, as wells as the process by which they are brought about.  The overall performance of CONIWAS is the result of the dedicated performance of its staff and members. Consequently the acquisition and development of the human resource will be of paramount importance in the coming years. CONIWAS will review and enhance its organizational policies and procedures including its organizational structure with the approval of the Executive Committee and the General Assembly

CONIWAS will seek to raise extra funding by developing new programmes for implementation and strategic diversification of its funding base. Collaborative arrangements, partnerships and alliances will be the main focus for the implementation of new programmes. A thorough research will be made to identify strategic development areas, which can be covered. This will be followed by an analysis of funding opportunities available. Through network meetings CONIWAS will identify strategic funding partners to develop long-term partnership relationship with. This will enable the Secretariat access specific long-term support to undertake specific capacity building activities for itself and members.

For CONIWAS and its members, official development assistance has become one of the primary vehicles for obtaining financial resources. While donor funding has given CONIWAS and its members the opportunity to implement their projects it has also threatened the autonomy and decision-making ability of these organisations, leading to increased dependency on foreign aid. Achieving long-term sustainability of CONIWAS programmes after external assistance has been withdrawn is a major outstanding issue for CONIWAS. Some of the CONIWAS members believe that operational procedures used by donors are complicated, inflexible and time-consuming thus impeding the efficient flow of financial resources to these members. Donors on the other hand require mechanisms that ensure transparency and accountability. Creating opportunities for ongoing dialogue between CONIWAS and donor agencies will help resolve these issues.

Our Partners

Water Aid
Unicef
IRC
Government of Ghana
European Union
Canadian International Development Agency