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

Strategic Plan2012-2016
Mzuzu University-Centre of Excellence in Water And Sanitation
MZUZU UNIVERSITY
CENTRE OF EXCELLENCE
IN WATER AND SANITATION
Private Bag
201
Luwinga
Mzuzu 2
Malawi.
Tel: (265) 01
320722,
(265) 01 320 575,
or (265) 01 930
796
Fax: (265) 01 320
505
CENTRE
OF
EXCELLEN
CE IN
WATER
AND
STRATEGIC PLAN FOR 1212 TO

2016
Photograph : Borehole in operation
Photograph : Participants after training in Sanitation
MZUZU UNIVERSITY - CENTRE OF EXCELLENCE IN WATER AND

SANITATION
PRIVATE BAG 201 LUWINGA, MZUZU 2, MALAWI
1
List of Acronyms and Abreviations

AIDS
Acquired Immune Deficiency Syndrome
CBO
Community Based Organization
CDC
Centre for Disease Control
DU
Documentation Unit
HIV
Human Immune Virus
ISM
Integrated Science Management
IWRMD
Integrated Water Resources Management and Development
LIAS
Low Income Areas
LSHTM
London School of Hygiene and Tropical Medicine
MDGs
Millennium Development Goals
MEPD
Ministry of Economic Planning and Development
MGDs
Malawi Growth Development Strategy
MoLG & RD
Ministry of Local Government and Development
MZUNI
Mzuzu University
NETWAS
Network for Water and Sanitation
NGO
Non Governmental Organization
SADC
Southern Africa Development Countries
SP
Strategic Plan
SWOT`
Strength Weakness Opportunities and Threats
UCDISM
University Capacity Development for Integrated Sanitation
Management
UNICEF
United Nations Childrens Fund
UNO
United Nations Organization
WASH
Water, Sanitation and hygiene
WASHTED
Water, Sanitation, Health and Appropriate Technology Development
WASTE
WATSAN
WEDC
WFP
WASTE-Netherlands
Water and Sanitation
Water, Engineering and Development Centre
World Food Programmme
Foreword
This document is a five-year Strategic Plan 2012-2016 for the Centre of
Excellence in Water and Sanitation, here referred to as the WATSAN Centre. The
strategic plan has been developed to aid the Centre to implement programmes
efficiently and effectively.
The broad objective of the Centre is to aid Mzuzu University work towards a
universal provision of Water, Sanitation and Hygiene (WASH) services as a basic
human right. The objective of the Centre is realized by mounting awareness
campaigns, orientation activeness, training, research and consultancy.
The Strategic plan is in full cognizance of Malawis place in the global village as
reflected in United Nations Millennium Development Strategy (MGDs) and the
Malawis Growth and Development Strategy (MGDS).
Working within this spirit, the Centre is committed to making constant reviews in
the WASH sector thus adding value to efforts of other stakeholders.
In addition, the Strategic Plan is an indirect invitation to stakeholder institutions,
development partners, entrepreneurs in the WASH Sector and the media to
singularly and collectively enhance purposeful implementation of appropriate
programmes and projects.
The Mzuzu University, Centre of Excellence in Water and Sanitation Strategic Plan
is a strategic planning tool for the centre. The plan clearly defines the centres
mission, vision, long term goal, general and specific objectives and strategies
that may be utilized in order to achieve the goal while fulfilling the mission. The
Strategic Plan identifies issues to be addressed over the planning period (2012 to
20016). It covers attributes of the centre that need to be changed, like the
financial position, and others that need to be sustained while at the same time
enhancing attributes that prove to be crucial to keep the centre productive. The
development of this plan is intended to coincide with existing strategies aimed at
improving the effectiveness of Water Resources Management and Development
which will later change to include the curriculum for Sanitation
It is virtually important, though, to remember that this five- year Plan is a living
document and, as such, will be continuously modified in line with developments
3
or changes during its five year term to ensure that the information presented
remains relevant and accurate.
It is important to remember that the centre is currently relying heavily on
external financial institutions and as a result its capacity to carry out more work
is limited. Because of this scenario the centre is intending to engage itself in
activities that can enable generation of self sustaining income.
At the time of its preparation, this plan was one of the three documents required
to be finalized and presented to the Financial Partner , WASTE. As a result most
items issues reflect donor requirement.
ACKNOWLEDGEMENTS
The Centre acknowledges the financial support from WASTE Netherlands.
The technical support from the Faculty of Environmental Sciences through its
management and staff is also deeply appreciated for their contributions. The
4
Centre further extends its gratitude for the support from Mzuzu University
Management for facilitating the development of this Strategic Plan.
Table of Contents
Foreword.......................................................................................................................... iii
ACKNOWLEDGEMENTS.................................................................................................... v
Executive Summary....................................................................................................... vii
CHAPTER 1
INTRODUCTION.......................................................................................1
CHAPTER 2 PURPOSE, STRENGTHS AND LIMITATIONS OF THE STRATEGIC PLAN.2
2.0 Purpose................................................................................................................ 2
2.1
Planning Framework.........................................................................................2
The Centre adopted a simple planning framework which can be represented by the
following steps:-.............................................................................................................. 2
2.2 Strengths of the Strategic Plan........................................................................3
2.3 Measurement of Performance..........................................................................3
2.4
Limitation of the Strategic Plan....................................................................3
2.5
Key Assumptions............................................................................................... 4
CHAPTER 3 OVERVIEW OF MZUZU UNIVERSITY-CENTRE OF EXCELLENCE IN
WATER AND SANITATION................................................................................................5
The Centres Vision...................................................................................................... 7
5
The Centres Mission Statement................................................................................7

The Centres Core Values............................................................................................7
The Centres Strategic Objectives.............................................................................9
Training seminars/ Short Courses.................................................................................9
Research........................................................................................................................ 9
Surveys/ laboratory experiments.........................................................................................................9
Disaster Preparedness and Management........................................................................................10
Consultancies............................................................................................................. 10
Projects........................................................................................................................ 10
International conferences and workshops.............................................................10
Networking, information and documentation.......................................................10
CHAPTER 4 SITUATION ANALYSIS...............................................................................12
(f)Local community-based organisations...............................................................14
(g)Schools and slum dwellers..................................................................................14
(h)Local and national government agencies.........................................................15
(i)International Development Organizations.........................................................15
(j)International Donors............................................................................................. 15
4.3 Institutional Systems and Structures............................................................16
Human resource......................................................................................................... 16
Assets and resources................................................................................................ 17
4.4 Strategic Analysis of Internal Operating Environment (SWOT Analysis).17
4.4.1
Strengths....................................................................................................................................18
4.4.2 Weaknesses................................................................................................................................19
4.4.3 Opportunities.............................................................................................................................19
4.4.4 Threats..........................................................................................................................................20
CHAPTER 5 ESTABLISHMENT OF BALANCED SCORECARDS....................................26
5.1 Rationale for strategic planning and analysis of key strategic issues.....26
5.2 Meeting the challenges of the Millennium Development Goals................26
5.3 Past Experience on Research, Trainings and Consultancies......................27
CHAPTER 6 MONITORING, EVALUATION AND PERFORMANCE MEASURES.........49
6.1 General............................................................................................................... 49
6.2 Performance Indicators...................................................................................52
Y
Executive Summary
The Centre is an arm of the Department of Water Resources Management and
Development in the Faculty of the Environmental Sciences. The Centre was
established in 2010 with the aim of promoting on-site sanitation and water
supply through research and training, focusing on simple but most commonly
used appropriate technologies (such as pit latrines, ecological sanitation,
shallow wells and hand pumps) in Malawian communities. It was established
to go out to industries to spearhead applied research, training, consultancies,
outreach programmes in water, sanitation and hygiene (WASH)sub-sectors
realizing that:
Water and sanitation management institutions in Africa are unable to

adequately provide Water Sanitation and Hygiene (WASH) services to the
present populations or to maintain service standards because of few
6
trained personnel in the sector.
Accessibility and quality of water, sanitation and hygiene (WASH) are

closely linked to socio-economic development.
Water and Sanitation management institutions in Africa have hitherto

overlooked or neglected the social and psychological aspects of water,
sanitation and hygiene (WASH) services.
Access to portable water remains difficult in many regions particularly for

the rural and urban poor. Furthermore, there are little prospects for
distribution systems to expand quickly to cope with the high population
growth rates which characterize poor communities
Sanitation is one of the Millennium Development Goal targets lagging

behind.
Investing in adolescent sanitation and hygiene programmes can break

entrenched cycles of poverty and inequality thus making adolescence
become an age of opportunity.
Sustainable quality service in water and sanitation sub-sectors heavily

relies on strong public private partnerships.
The Centre was established in 2009. The rationale behind establishment of
the Centre is the recognition that Malawi, just like other nations in the
SADC Region and beyond, needs to urgently address the challenges faced
by Implementers of Water and Sanitation Programmes. To achieve
this goal, the nation requires well trained people who will need expertise
in Water and Sanitation Issues as well as in the Social- economic aspects of
water, school sanitation, hygiene and the relationship amongst sanitation,
livelihoods and agricultural production.
To this effect, the Centre of
Excellence has been set up to link implementation with research to enable

it
to
effectively
and
efficiently
produce
such
expertise.
This
notwithstanding, Government is aware of the dire need to solve problems

pertaining to the provision of adequate safe water and sanitation through
7
the Sector Wide Approach (SWAp). Using this philosophy therefore, the
Centre has joined hands with partners including the Malawi Government
through the Ministry of Irrigation and Water Developments SWAp in one of
its seven pillars i.e. institutional development and capacity building which
seeks to address critical shortages of core staff.
The Centre undertakes applied research, and implements its findings in
the fields of water and sanitation and trains men and women how to plan
for, provide and maintain affordable, clean water and sanitation for the
benefit of communities in Malawi the region and beyond.
The Centres Mission is aligned with Mzuzu Universitys: To provide high
quality education, training and research and complementary services to
meet the technological, social and economic needs of individuals and
communities in Malawi.
Although the Centre is an independent institution run by the Director, it is
accountable to the University senate and council. The Centre is governed
by Mzuzu University Act and Statutes of 1997. Its financial transactions
are governed by financial regulations of the University and its accounts are
subject to both internal and external audit in line with Public Finance Act,
Public Audit Act and Public Procurement Act.
The Centre, however, faces a number of challenges in its quest to supply water
and affordable sanitation which include increasing water demand due to
population growth of in the peri-uban areas of the cities.
Malawi Growth Development Strategy:
In order to address the challenges and in an effort to achieve the Government of
Malawis goals contained in the Malawi Development and Growth Strategy and
the Millennium Development Goals, the Centre has developed a five year
Strategic Plan for 2012 to 2016. The Strategic Plan sets out short, medium and
long term objectives and prepared a capital investment plan that presents a
realistic level of investment to address key functional issues affecting the delivery
of water supply and sanitation services in the per-urban areas of the cities and
the rural communities.
The Strategic Plan takes recognisance of the international partners commitment
to transform lives of Malawians through funding of various projects in the water
and sanitation sector.
8
Water And Sanitation
CHAPTER 1
Mzuzu University-Centre of Excellence in
INTRODUCTION
Apart from statutory requirement according to Section 68, sub-section (1) of the
Public Finance Management Act (No.7 of 2003), that demands preparation of
the Performance and Management Plan at least three months before the end of
each financial, it is requisite for any successful business to formulate a clear goal
that can be achieved over the planning period through master planning. Master
Planning is the only real way to do long range forecasting for the needs and
direction of the Centre of Excellence in Water and Sanitation. Without the master
plan, it is most likely that the Centre will end up making decisions from a
reactionary point of view as opposed to taking a proactive approach. It is hoped
that master planning (Strategic Planning) will help the Centre to make each
kwacha count when there is limited capital available.
The Centres Strategic Plan outlines the long-term goal of the Centre, general as
well as specific objectives, strategies for achieving the same and setting proper
mechanisms of monitoring and evaluation.
For this to be done, objectively
verifiable indicators must be formulated, means of verification must be drawn

and measurable targets in terms of deliverables and dates of delivery must be
set. This plan provides an outline of the Centre intends to conduct its operations
and business over the five year planning period starting from 2012. The plan is
also intended to serve in the following areas;
To provide means of sharing information with employees, customers,

government and potential partners, so that there is an agreement on the
Centres plans.
To ensure that decisions related to services rendered by the Centre take

account of what customers want and are prepared to pay for.
To ensure that the centre generates enough income sufficient for full cost
recovery to sustain the Centres operations.
To help the Centre to monitor financial and technical performance.
To support performance-based contracts with implementing partners,

employees including public and private sectors
where applicable by
helping the centre to identify and agree on performance targets.
To support activities needed for performance improvements, such as

research, training and consultancy monitoring, benchmarking and external
audits.
1|Page
CHAPTER 2
2.0
PURPOSE, STRENGTHS AND LIMITATIONS

OF THE STRATEGIC PLAN
Purpose
The
Strategic
Plan
outlines the
Centres
goal,
specific
objectives,
performance indicators including targets and strategies to be utilised to

achieve the goal over a period of five years starting in 2012.
The plan has been developed to serve the following purposes
Act as a checklist of Centres planned activities and achievement

indicators.
Serve as a guide for financial and related resource mobilization.
Serve as a guide for budgeting.
Serve as a recipe for client-oriented vis-a-vis problem-based service

delivery.
Facilitate timely broad based project planning, monitoring and

evaluation.
Link the Faculty of Environmental Sciences through programmes in

IWRM and ISM with sister Centres and related institutions in Africa and
the world at large.
2.1
Planning Framework
The Centre adopted a simple planning framework which can be
represented by the following steps: Specify the Centres goals and objectives relative to the mission.
Assess the Centres Organizational Structure and Service Roles.
Identify external influences (challenges and Opportunities).
Evaluate Internal Capacity (technical, financial and managerial).
Analyse Strategic Options for achieving compliance and other goals.
Implement the preferred planning alternative.
Monitor and evaluate outcomes and make adjustments as needed.
The above framework was supported by the Balanced Scorecard that was
utilised to link the Centres long-term strategy with tangible goals and
actions. The Balanced Scorecard provided a framework to translate, the
vision, the mission, core values and strategy to performance objectives
and metrics the centre will use to gauge its success in meeting the overall
2|Page
aims. A set of four measures directly linked to the Centres strategy were
put as follows;a) Financial performance, which was tackled by responding to the
question-To succeed financially, how should the Centre appear to
the shareholders?
b) Internal Business Processes, which was tackled by responding to the
question-To satisfy the Centres customers and shareholders, at
which business process must the Centre excel?
c) Learning and Growth, which was tackled by responding to the
question-To achieve the Centres Vision, how will the Centre sustain
its ability to change and improve?
d) Customer Knowledge, which was tackled by responding to the
question- To achieve the Centres Vision, how should the Centre
appear to its customers?
From each perspective objectives, measures, targets and initiatives were
identified and set for achievement within the planning period.
Before the application of the Balanced Scorecard was applied situation
analysis was carried out to assess the external and internal factors that
have influences in the Centres business.
2.2
Strengths of the Strategic Plan
The Strategic Plan is an authoritative document for all
the operations
of the centre. It represents the considered views and collective expertise of

the Centre and its Management. It therefore stands as a guideline to be
followed when outlining annual business in order to achieve the long-term
goal for the planning period.
2.3
Measurement of Performance
The Strategic Plan is a central reference point for defining the Centres
goal, specific objectives and targets that have to be achieved within the
five year planning horizon.
2.4
Limitation of the Strategic Plan

The Plan is based on the best information and factors available at the time
of preparation. However, these factors, be they internal or external are
3|Page
subject to change. Some factors may also emerge or evolve during the
planning period and this may necessitate some changes in the framework
of the Plan. It is because of the same reasons that the Centre requires a
periodic review of certain objectives, policies and targets. It is also obvious
that the objectives and policies are dependent on the influence of key
stakeholders particularly financing partners and the prevailing economic
parameters. Changes in key stakeholders and economic conditions
automatically necessitate the review of the Plan
2.5
Key Assumptions
Some of the Key assumptions used in developing this Strategic Plan were:
Improvements in the macro-economic environment will continue

to the extent that:
1. Interest will be equal to or less than 15%;
2. Average Inflation Rate shall be equal to or less than 12%;
3. The exchange rates will be equal to or less than:
1.0 US$
= MK280.00
1.0 Euro = MK320.00
Current financing partners will still support the centre until it

attains financial independence.
The centre will be a fully fledged consultancy firm in order to

achieve financial independence.
Socio-economic conditions will be will to be favourable over the

planning period such that consultancy services and research
works will still be required by various stakeholders .
Financing partners will be identified to fund the Centres

operations and all planned programmes will be implemented
over the planning period.
4|Page
CHAPTER 3
OVERVIEW OF MZUZU UNIVERSITY-CENTRE

OF EXCELLENCE IN WATER AND SANITATION
The Centre is an arm of the Department of Water Resources Management and

Development in the Faculty of the Environmental Sciences. The Centre was
established in 2010 with the aim of promoting on-site sanitation and water
supply through research and training, focusing on simple but most commonly
used appropriate technologies (such as pit latrines, ecological sanitation,
shallow wells and hand pumps) in Malawian communities. It was established
to go out to industries to spearhead applied research, training, consultancies,
outreach programmes in water, sanitation and hygiene (WASH)sub-sectors
realizing that:
Water and sanitation management institutions in Africa are unable to

adequately provide Water Sanitation and Hygiene (WASH) services to the
present populations or to maintain service standards because of few
trained personnel in the sector.
Accessibility and quality of water, sanitation and hygiene (WASH) are

closely linked to socio-economic development.
Water and Sanitation management institutions in Africa have hitherto

overlooked or neglected the social and psychological aspects of water,
sanitation and hygiene (WASH) services.
Access to portable water remains difficult in many regions particularly for

the rural and urban poor. Furthermore, there are little prospects for
distribution systems to expand quickly to cope with the high population
growth rates which characterize poor communities
Sanitation is one of the Millennium Development Goal targets lagging

behind.
Investing in adolescent sanitation and hygiene programmes can break

entrenched cycles of poverty and inequality thus making adolescence
become an age of opportunity.
5|Page
Sustainable quality service in water and sanitation sub-sectors heavily

relies on strong public private partnerships.
The Centre was established in 2009. The rationale behind establishment of
the Centre is the recognition that Malawi, just like other nations in the
SADC Region and beyond, needs to urgently address the challenges faced
by Implementers of Water and Sanitation Programmes. To achieve
this goal, the nation requires well trained people who will need expertise
in Water and Sanitation Issues as well as in the Social- economic aspects of
water, school sanitation, hygiene and the relationship amongst sanitation,
livelihoods and agricultural production.
To this effect, the Centre of
Excellence has been set up to link implementation with research to enable

it
to
effectively
and
efficiently
produce
such
expertise.
This
notwithstanding, Government is aware of the dire need to solve problems

pertaining to the provision of adequate safe water and sanitation through
the Sector Wide Approach (SWAp). Using this philosophy therefore, the
Centre has joined hands with partners including the Malawi Government
through the Ministry of Irrigation and Water Developments SWAp in one of
its seven pillars i.e. institutional development and capacity building which
seeks to address critical shortages of core staff.
The Centre undertakes applied research, and implements its findings in
the fields of water and sanitation and trains men and women how to plan
for, provide and maintain affordable, clean water and sanitation for the
benefit of communities in Malawi the region and beyond.
The Centres Mission is aligned with Mzuzu Universitys: To provide high
quality education, training and research and complementary services to
meet the technological, social and economic needs of individuals and
communities in Malawi.
Although the Centre is an independent institution run by the Director, it is
accountable to the University senate and council. The Centre is governed
by Mzuzu University Act and Statutes of 1997. Its financial transactions
are governed by financial regulations of the University and its accounts are
subject to both internal and external audit in line with Public Finance Act,
Public Audit Act and Public Procurement Act.
The Centres Vision, Mission and core values are outlined below.
6|Page
The Centres Vision

To be the leading Centre of Excellence in promoting water and Sanitation
The Centres Mission Statement
To improve the effectiveness of water, sanitation and hygiene
practices and interventions serving the poor and vulnerable

communities in Malawi, the region and beyond through high quality
applied research, training, consultancies, outreach programmes,
studies and the practical application of research and findings.
The Centres Core Values
The Centre realizes that the success of its business is hinged on satisfying
customer needs. It also realizes that provision of quality services is
paramount to the success of its business. Accordingly, provision of
research, training and consultancies must be geared towards solving
pertinent problems in the societies while at the same time reducing future
costs. Researches shall always produce satisfactory results for the benefit
of the society. Consultancies shall solve critical problems by providing cost
effective, modern and reliable solutions. The trainings shall always produce
high quality personnel that shall handle modern challenges of the societies
in the most amicable way.
In order to uphold this philosophy, we at the Centre believe that:
We have the responsibility to cultivate the best relationships
possible with our co-workers, clients, owners, agents, suppliers
and our community. Our members of Staff shall be Quality and
Result driven in a bid to exceed clients expectations. Adopting
the Concept of Empowerment and Engagement, our members of
Staff shall work to a set of Core Values that will underpin our
Mission to achieve our Vision.
These values will among others include:
Integrity,
Mutual Respect,
7|Page
Trust,
Fairness,
Innovation,
Pro-activity
Teamwork.
The Centres Strategic Goals and Functional Areas

The Strategic Goals of the Centre are related to its functional areas as
follows;
Enhance institutional capacity building in water, sanitation and hygiene

(WASH).
Create a conducive environment for promoting partnerships with

international implementing partners in water, sanitation and hygiene
(WASH)sectors.
Provide an enabling environment for the establishment of a selfsustaining public private partnership which will serve as a
framework for raising local resources to solve problems in the water,
sanitation and hygiene sectors.
Create an enabling environment for effective social mobilization,

research and dissemination of information in the field of water,
sanitation and hygiene (WASH) from national to grassroot levels in both
urban and rural areas.
Enhance the training of adequate numbers of people in Integrated

Sanitation Management (ISM).
Link partners in Integrated Sanitation Management through knowledge

transfers and training of professionals in project management.
Help mainstreaming HIV/AIDS and Gender related issues in the Water

8|Page
and Sanitation.
The Centres Strategic Objectives
Based on the Strategic Goals and Functional Areas the Centre has
established the following objectives in the various areas where it
operates:Training seminars/ Short Courses
The Centre coordinates capacity building programmes in the water,
sanitation
and
hygiene
(WASH)
sectors.
These
capacity
building
programmes are in form of training seminars and short courses.

The Centre conducts short courses such as; school sanitation; gender and
waste; profit from waste; solid waste management; business opportunities
in waste and training seminars in urban pit empting and desludging ; low
cost drilling options. This activity targets the urban and rural poor, the Civil
Society, City and District Councils, Government institutions, Water Boards.
Private sector, NGOs entrepreneurs, universities and other tertiary
institutions responsible for water sanitation and hygiene (WASH).
The capacity building programmes are aimed at equipping various key
participants with knowledge in WASH activities and interventions.
Research
Surveys/ laboratory experiments

The Centre carries out research through in water, sanitation and hygiene
(WASH). The immediate clients are poor communities with special
emphasis on those dwelling in unplanned urban areas (slums) and the
rural areas, as well as those living in semi and peri-urban areas.
Disaster Preparedness and Management
Various parts of Malawi are prone to various kinds of human induced and
natural disasters. The Centre conducts training, consultancy, research,
9|Page
awareness, risk analysis, adaptation and intervention in order to establish

the frequency and magnitude of the impacts of each disaster or
combinations of the same.
Consultancies
The Centre is part of a web of institutions and organizations working in the
water, sanitation and hygiene (WASH) sectors. To enable it to be efficient
and relevant, the Centre works hand in hand with various teams of
experts. Jointly the centre executes projects and conducts consultancies in
Water, sanitation and hygiene in peri urban and rural areas.
Projects
The Centre supports long term sector-wide projects. Training in waste
management, wetland utilization and nutrient recovery, promotion of food
security through compositing both at municipal and house hold levels,
energy recovery from waste and women empowerment are key areas of
emphasis.
International conferences and workshops
The Centre links up with sister institutions by participating in international
workshops and roundtable topical issues in water, sanitation, hygiene and
related fields.
Networking, information and documentation
The Centre provides opportunities for networking among various players in
the water, sanitation and hygiene (WASH) sector. The network in turn
serves as a framework for the players to improve their knowledge and
skills of project management, implementation, financing and marketing.
Research conferences are organized to offer a chance for post graduate
students, researchers and professionals to present new findings and
exchange ideas on WASH.
10 | P a g e
CHAPTER 4
SITUATION ANALYSIS
In order to understand how the Centre fairs in its business position, it

carried out situation analysis including environmental scan to evaluate
factors that are likely to influence the Centres operations.
4.1
Environmental Scan
During environmental scan the following factors were considered to be key
issues in the remote environmental economy.
a) Trends in society behaviour
b) Demographics
c) Economic Factors
11 | P a g e
d) Social Factors
e) Ecological Factors
f) Political Factors
g) Technological Factors.
The following were considered to be key issues in the Centres Industrial
environment;a) New Entrants in similar business
b) Bargaining Power of Suppliers
c) Substitutes to the Centres Services
d) Bargaining Power of Clients in the Centres Industry
e) Rivalry from other service providers.
The following were key issues in the Centres operating environment.
a) Competitive position
b) Customer profiles and market changes
c) Supplier relationships
d) Creditors
e) Labour Market
4.2
Stakeholder Analysis
In order to analyse the challenges and pressures that the Centre faces from
outside it carried out stakeholder analysis. The following were noted to
have key influence on the Centres operations;
(a) Malawi Government
The Malawi Government has profound influence over the operations of
Mzuzu University. The Centre is a subset of Mzuzu University. The
Government
is
major
client
for
research
activities
as
well
as
consultancies. At the same time the Government plays a role in quality

control of all operations of the university to which the Centre is a subset.
Customers
12 | P a g e
The Centre of Excellence in Water and Sanitation exists because of

customers. In general all customers expect high quality services at
reasonable costs. It is everybodys expectation to pay for the value of
money. Customers need to be treated with utmost care in order to
generate their confidence in the Centre. It is the customer confidence and
trust that can induce more people to get connected and use more of the
Centres
services.
All
clients
in
research,
training
programs
and
consultancies are the Centres Customers.

(c) Suppliers, Contractors and Specialized Consultants
The Centre depends on these people for the supply of raw materials like
chemicals for water treatment, specialized services etc. These people also
provide proposals for services, new equipment, new technology etc. Their
interest is to make profits out of their services. Sometimes they use illegal
techniques to generate profits. It is important to follow correct procedures
of procurement in order to get the value of money from this group and to
ensure total quality management.
(d)
Regulators
(Water,
Sanitation,
Health,
Hygiene
and
Environment)
Legislation regarding the provision of water and sanitation services,
protection of health and the environment is generally adopted by the
government in day to day life. However, it is important to note that
regulators impose tough standards that need an input of more resources to
cope with. Regulators have powers to revoke the license of fake service
providers and even to prosecute them when there is need. Just like the
Government, regulators are mandated to protect the interest of the public
thus making sure that customers get the value of their money. This calls for
efficiency in service delivery and compliance on the part of the Centre.
(e) Media
The influence of the media is on awareness campaigns regarding all WASH
processes and procedures and any other message that customers must get
as urgently as possible. The media may also have a negative impact by
13 | P a g e
airing incorrect and unbalanced message to customers and other

stakeholders.
(f)Local community-based organisations
These organisations work closely with communities lacking essential

services in Water and Sanitation. They provide valuable local knowledge,
but are the least able to pay for vital services. As a priority the Centre
seeks grant funding to be able to provide services to such local
organisations as cost effectively as possible. The CBOs are important to
the Centre not only as potential (grant-supported) customers but also
because they provide the much required interface and regular feedback,
from the field.
(g)Schools and slum dwellers
At the close of 2010, the Centre facilitated training workshops such as

Incentivizing Small scale Entrepreneurs for Sustainable School Sanitation
and Profit from Waste. The Centre plans to share lessons learnt from
these workshops with other countries at regional conferences. This
Strategic plan is developed to enhance the Centres capacity to maintain
leadership role in the niche areas.
(h)Local and national government agencies
Within Malawi the Centre has the support of the Ministry of Irrigation and
Water Development. It has already built a close professional and
contracting relationship with the water boards especially the Northern
Region Water Board, Blantyre Water Board and Lilongwe Water Board over
and above the Ministry of Local Government and Rural Development, town
and city councils and other parastatal organizations. At the regional level
the Centre is constantly in touch with WaterNet, which provides a valuable
interface with potential customers within the SADC region.
14 | P a g e
(i)International Development Organizations
A number of international development partners, universities and research

institutes continues to express interest in collaborating and partnering with
the Centre. These institutions include; Emory University and its partners
the Centre for Global Safe Water and the Centre for Disease Control
(CDC),London
,University
School
Eduardo
for
Hygiene
Mondale
in
and
Tropical
Maputo,
Medicine
(LSHTM)
Mozambique.,
WASTE,
(Netherlands), Water Aid, Water for People, WEDC, Pump AID
(j)International Donors
The Centre seeks support from bilateral and multilateral donors for
implementation of research and development projects. The Centre
will endeavor to be accountable and transparent in the management
of resources both internally generated and from supporting partners.
(k)
Other Partners and Stakeholders
Water, Sanitation and hygiene are of interest to a wide range of Non

Governmental organizations particularly the business community both
local and international/corporate - and the financial community. Unclean
water, poor sanitation and poor hygiene affect employees, and, therefore,
performance is hindered. In the agricultural sector, the utilization of human
waste as a partial replacement for synthetic fertilizers is gaining interest as
prices for such farm inputs keep souring.
In the financial sector, the
provision of water is seen as the responsibility of governments, while

individual households are required to invest in their sanitation and hygiene
facilities. In 2010, a snap survey had shown that in Blantyre Low Income
Areas (LIAs) alone there is a demand for over 100,000 improved latrines at
15 | P a g e
an average cost of US$250 each. This requires (commercial) financing of

US$25 million. Naturally, other municipal, town and rural settlements
demand similar services. In order to assist relevant authorities to fast track
the process of rolling out to all corners of the country, the Centre has
embarked on the process of building relationship with the business and
financial sectors.
(l) Members of Staf

Staff members generally need adequate pay, good working conditions, job
security, training and motivation. The success of the Centre is dependent
on commitment of staff members to carry out specific tasks and meet
required targets. If members of staff are not motivated, business success is
impossible.
(m) Management
In this case Management refers to CMT members only. These have an
influence in decision making that guide the direction of the Centre. Being
employees they also need good pay and other issues as outlined under
staff. However, it takes management decision to change the Centres
direction in terms of vision and mission including core values. The Centre
requires dynamic leadership that can cope with the challenges of the fast
changing business environment, the research requirements of the modern
world and technology.
4.3
Institutional Systems and Structures
Human resource
Apart from deploying existing staff the Centre is strategically located
within the University to tap human resource expertise from existing
departments within the university in the Water, Sanitation and Hygiene
(WASH) related fields.
Assets and resources
16 | P a g e
The Centre has office space in a two self contained D-8 houses. The offices
are capable of housing four desk top computers, a laptop computer, two
universal power suppliers (Ups), one heavy duty photocopier, four
executive office tables and chairs, a movable ground phone receiver and
an internet router.
In the five-year span covered by this strategic plan, the Centre with the
available office space will in future house a documentation unit. Currently
the Centre has full access to facilities within the university such as
laboratories in the departments of Biology, Chemistry, Physics, Forestry,
and Energy.
With the ever increasing activities at the Centre and in other departments
the Centre plans to establish a specialized laboratory that can ably allow
research in water, sanitation and hygiene (WASH)
4.4
Strategic Analysis of Internal Operating Environment (SWOT
Analysis)
Just like any other institution, the future of the Centre of Excellence
in Water and Sanitation is centred on the maximum utilization of the
observed and potential strengths and opportunities at the same time
as keeping weaknesses and threats at the barest minimum. It is in
this spirit that the tabulated SWOT analysis hereunder is made.
To summarise both the internal and the external environment that affect
the Centre of Excellence in Water and Sanitations operation SWOT analysis
was carried out. Before looking at specifically strengths, weaknesses,
opportunities and threats (SWOT), the following were noted to be
challenges for the Centre;
Rising Operational and investment costs for Water and Sanitation

Projects.
Technology that is becoming absolute with time.

17 | P a g e
Increasingly stringent regulatory requirements in the provision of

water and sanitation services.
Population changes that directly influences water and sanitation

demand and the haphazard development pattern for the peri-urban
and rural areas..
Centre workforce that is either on short term contract or on adjunct

with
the
Department
of
Water
Resources
Management
and
Development.
Competition from sellers of bottled water.
Increased data requirements for accurate modeling of both physical

and financial indicators.
Increased performance targets at international level.
Lack of asset management and operational (including maintenance)

plan for Centre Assets..
4.4.1
Diminishing resources that can be exploited at reasonable cost.
Rising service expectations of customers.
Strengths
The Centre has:
Available within its water supply environment relatively adequate raw

water sources to enable it meet its short to mid-term water supply
demand. However, this source cannot sustain the growing demand
beyond 2012 as highlighted in the demand projection.
A good combination of highly educated, knowledgeable, innovative

and skilled employees.
Well documented planning and management tools, through the five

year Strategic Plan, which set out a clear Vision, Mission Statement,
Core Values, Objectives, Strategies, and Performance targets for long,
medium and short terms.
Relatively better conditions of service for its employees that enables it

to recruit and retain them.
Some of the infrastructures are fairly in good condition, which

translates into efficient operational levels.
Relatively cordial relationship between staff and management through

the existing trade union and the Departmental Hierarchy.
18 | P a g e
Stable and relatively good relationships with partners, which can

ascertain its financial viability, hence enable it meet its day to day
operational, asset replacement and small investment costs.
Good linkages with most of its stakeholders, such as Banks,

Government Ministries/Departments, lending Institutions
Built
good
partnerships
with
other
key
stakeholders
in
the
preservation, protection and management of the catchment areas.
Good policies (HIV and AIDS, Terms and Conditions of Employment,

etc).
4.4.2 Weaknesses.
The Centre has identified the following as areas of
Weaknesses:
Poor corporate culture and lack of patriotism.
Laissez faire attitude towards work.
Miss-allocation and mistreatment of skilled people.
Inconsistency and biasness in implementing policies e.g. rewarding

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

relationships.
Lack of teamwork and spirit.
4.4.3 Opportunities
The Centre considers taking advantage of the following opportunities in
order to accomplish its goal and objectives:
The monopolistic nature of the Business. The Cenre has few

competitors in the business of conducting research, training and
consultancy in water and sanitation in its operating area. It takes
advantage of
Mzuzu University that was instituted under an act of
parliament thereby making similar operators illegal in this area.
The nature of the service is essential such that no one can do without
it.
There is plenty of room for expanding the service to all needy groups.
19 | P a g e
There is support from donors as well as the Government.
There is availability of training institutions in relevant disciplines that

can be utilized to build the capacity of the Centre.
There is available on the market technology which can enable the

Centre deliver efficient and high quality services.
There
is
potential
to
go
into
further
partnership
with
other
organizations that can assist in service delivery.
Governments recognition of water and sanitation as focus areas in

the MGDS.
4.4.4 Threats
No business venture operates without any challenges. Some of the issues
that could be singled as key challenges or huddles affecting the operations
of the Centre of Excellence are:
Rising operating costs due to micro-economic instability, rising cost of

inputs.
Service charges are sometimes much less than the required full cost
recovery rate or less than what can be offered to individual
consultants.
Negative impact of HIV and AIDS, leading to loss of productive time,

employees and high staff welfare costs.
The inability of the Water Resources Board to enforce its bye-laws.
Existence of conflicting policies and legal instruments.
The prevalence of HIV and AIDS.
Viruses that corrupt computers.
Unpredictable weather patterns which are due to global warming can

sometimes affect research work.
Some research work may demand materials from outside the country
which may be affected by devaluation of the Malawi Kwacha and
availability of forex.
Fuel shortages are a challenge to the operations of the Centre.
The information given above has been summarized in the following tables.
20 | P a g e
21 | P a g e
4.4.1: Summary of SWOT analysis of the Operating internal environment

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

time lecturers in Mzuzu University (five) and partly
of external staff (3) engage in non-governmental
organizations as full time personnel.
Physical resources: the Centre of Excellence has Physical resources: inadequate office space.
access to Mzuzu University facilities and resources
including the Library and Resource Centre,
electricity, water and an office block.
Autonomy: the Centre of

autonomous
coordinating,
evaluation unit.
Excellence is an Activity specific donor funding: the Centre of

monitoring
and Excellence is largely run through activity specific
donor funds.
Availability of a business plan: the Centre of

Excellence has a clearly laid out business plan which
guides the units management and income
generation
22 | P a g e
4.4.2: Summary of SWOT analysis of the external operating environment

Opportunities
Threats
Heightened interest of strategic partners: the Centre

of Excellence has many strategic partners in the
WASH sector. The central partners include national
and international NGOs, donors and civil society
organizations.
HIV/AIDS: though staff in the Centre of Excellence is

still thin; the potential threat posed by the HIV/AIDS
pandemic cannot be overlooked. The absence of an
HIV/AIDS work policy needs to be addressed.
Availability of policy guidelines: the Centre of

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

is likely to face competition from established and
emerging training and research institution in the
WASH sector.
New Centre: the Centre of Excellence is a new unit. Time constraints: the skeleton staff in Centre of
There are many prospects for identifying and Excellence is frequently overstretched.
experimenting on modes of operation deployed by
existing units of its kind.
Lack of mechanism for monitoring, feedback and
evaluation.
23 | P a g e
4.4.3: Summary of SWOT analysis of the external operating environment

Opportunities
Threats
Availability of market: There is a vast market for

the Watsan Centres services. There are many
NGOs CBOs and public / private providers in WASH
which require technical support.
High possibility for overlaps: The possibility of

overlaps in service delivery in the WASH sector is
high because of the absence of coordination among
them.
Limited opportunities for face to face Limited reliable data collection tools especially in
education: Limited opportunities for face to face health related development goals.
education in Malawi and Africa in general can be
taken advantage of by Watsan Centre to produce
Open and Distance Learning resources especially in
gender.
Donor confidence: the Watsan Centre has donor Absence of governments subvention to assist the
confidence as evidenced by willingness of centre in the running of WASH activities.
international and national externally funded
partners to work with it.
24 | P a g e
CHAPTER 5
ESTABLISHMENT OF BALANCED SCORECARDS
5.1 Rationale for strategic planning and analysis of key strategic

issues
This strategic plan (2012 2016) is intended to equip the Centre of Excellence to
contribute to the fulfilment of Millennium Development Goals (MDGs) and the
Malawi Growth and Development Strategy (MGDS)targets on water and sanitation.
The strategic plan provides a road map setting the direction and pace of the Centre
for the next five years and paves the way for the period beyond in a coordinated
and focused manner. The strategic plan also seeks to address challenges and
opportunities in the water and sanitation sector whilst adhering to realizing the
Centres Vision, Mission, Aims and Objectives.
5.2
Meeting the challenges of the Millennium Development Goals
The Centre is mandated to contribute to the achievement of MDGs and MGDS. In

order to remain focused, this strategic plan has synchronized MDGs with MGDS. The
box below singles out MDGs/MGDS and puts them in context for the purpose of this
strategic plan.
MDG 1 / MGDS1: Eradicate extreme poverty and hunger through the

promotion of food security using compost manures, high nutrient waste from
industrial plants and Ecosan facilities.
MDG 2 / MGDS 2: Achieve universal primary education through the provision

of adequate water, sanitation and hygiene.
MDG 3 / MGDS 7: Promotion of gender equality and empowerment women

through equitable enrolment ratios, equitable share of women wage earners
and in income generating agencies.
25 | P a g e
MDG 4 / MGDS 6: Reduce child mortality rates by reducing water-borne

infections by promoting the goals of the national sanitation policy and the
National water policy
5.3
Past Experience on Research, Trainings and Consultancies

The Centre carried out trainings in conjunction with other partners in the
past. Some of these trainings are still needed. As such the Centre still puts
them on the agenda but with modified target groups. In 2011 the Centre
conducted training on Ecological Urban Agriculture. This training program is
still on the agenda for 2012 and the other coming years. In like manner there
are several other trainings on the agenda.
The tables below show summaries of objectives, strategies, targets and
results generated from the balanced scorecard. It should be noted that
because of the nature of business all aspects of the balanced scorecard fall
with research, training and consultancies. However, there is need to
incorporate issues related to capacity development of the Centre Team.
26 | P a g e
Annex 1: Strategic outcomes, outputs and targets

Strategic Outcome 1: Build capacity in water, sanitation and hygiene (WASH)
Output description
2012
2013
2014
2015
TRAINING
Output 1
Training
programme at
certificate,
diploma and
degree levels in
IWRM and ISM
operational
Development of
curriculum at
certificate,
diploma and
degree levels in
IWRM and ISM
Development
of curriculum
at certificate,
diploma and
degree levels
in IWRM and
ISM
Output 2
Short course in
Water
and
Sanitation as a
Business
3 short courses
in Water and
Sanitation as a
Business
targeting
30
participants
each
Output 3
Short course in
Urban
Sanitation
Management,
Pit
Emptying/Sludg
e Treatment
Short courses
for 30
participants
each course
-3
short
courses
in
Water
and
Sanitation as a
Business
targeting
30
participants
each
-Evaluation of
the course
-Short courses
for 30
participants
each course
-Evaluation of
the course
Development of
curriculum at
MSc degree
levels in IWRM
and ISM
2016
Development
of curriculum
at MSc degree
levels in IWRM
and ISM
27 | P a g e
Output 4
Short course in
Groundwater
Management,
Hand
drilling,
Drilling, O&M of
Water
Supply
and
Network,
Rainwater
Harvesting
-1 Short course
covering
20
participates
each course
-Evaluation
Output 5
Short Course in -1
Course
Ecological
targeting
30
Sanitation
participants
each course
-Evaluation
Output 6
Short Course in 2
Courses
Solid
Waste targeting
30
Management
participants
each course
2
Courses
targeting
30
participants
each course
-Evaluation
Output 7
Short Course in 1
Course
Energy
from targeting
30
Waste
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
28 | P a g e
Output 8
Short Course in 1
Course
Rainwater
targeting
30
Harvesting
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
Output 9
Short Course in
operation
of
piped
water
supply
schemes as a
mini
water
boards in rural
areas, market
centres
and
Low
Income
Areas (LIAs)
Short Course in
Water
Users
Association
(WUA)
Management
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
-
Short Course in
GIS
Municipal
Waterworks
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
Output 10
Output 11
29 | P a g e
Output 13
Short Course in
Network
modeling
for
Municipal
Waterworks
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
Output 14
Short Course in
mini
waterworks
operations
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
Output 15
Short Course in
IWRM
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
Output 16
Short Course in
Sanitation
Marketing
1Course
1
Course
targeting
30 targeting
30
participants
participants
each course
each course
1
Course
targeting
30
participants
each course
1
Course
targeting
30
participants
each course
-Evaluation
30 | P a g e
Strategic outcome 2: Establish strong public private partnership in WASH
Output 1
Output 2
Output 3
Output
descripti
on
Terms
of
reference
for
partnershi
ps
Terms
of
reference
for
partnershi
ps drawn
Terms
of
reference
for
an
internation
al
workshop
on
partnershi
ps drawn
2012
2013
Strategic
1 Consultati
partnerships in
on
WASH
workshops
identified
conducted
.
Strategic
partnership
WASH
identified
2014
2015
2016
4 joint public 1
review 1
review
awareness
workshop
conducted
rallies
in conducted
WASH
conducted
2 joint public
awareness
rallies
in
WASH
conducted.
2 fundraising 2 fundraising 2 fundraising 2
fundraising
in activities
activities
activities
conducted
conducted
conducted
conducted
Terms
of
reference
for
an
international
workshop
on
partnerships
drawn
Terms
of
reference for
an
international
workshop on
partnerships
drawn
International
workshop on
public private
partnership
conducted
workshop
activities
International
International workshop on
workshop on public private partnership
public private conducted
partnership
conducted
31 | P a g e
Strategic Outcome 3: Produce a framework for community mobilization in WASH
Output
Strategic
outcome 4
Output
Strategic
outcome 5
Output 1
Output 2
Output
descriptio
n
Database
in WASH.
2012
2013
2014
2015
2 Consultation Community Community

Community
workshops
mobilizatio mobilization
mobilization
conducted
n
tool tool tested
activities
produced
conducted
Build Watsan Centre capacity in action research in WASH
2015
Community
mobilization
tool reviewed
Action
research
2
Action
Call
for 2 round table 2 round table conferences
consultancies,
research
proposals
/ conferences
held
workshops
tool
papers
conducted
produced
Build Watsan Centre capacity in project management
Project
manageme
nt
guidelines
drawn
Consultanc
y work on
project
manageme
nt carried
out
2 consultation Project
workshops
manageme
conducted
nt
guidelines
drafted
2 consultation Project
workshops
manageme
conducted
nt
guidelines
drafted
Project
management
guidelines
tested
3
projects 3 projects conducted
conducted
Project
management
guidelines
tested
2
2 consultancies in project
consultancies management conducted
in
project
management
conducted
32 | P a g e
Strategic outcome 6: Strengthen links with strategic partners in WASH
Output 1
Output 2
Output 3
Output
descriptio
n
Strong link
with
national
partners in
WASH
established
Strong link
with
internation
al partners
in
WASH
established
Existing
partnership
s
strengthen
ed
2012
Terms
reference
national
drawn
2013
of 2
for stakeholders
link consultation
conferences
held
Strong
link
with
international
partners
in
WASH
established
Review terms
of
reference
for
existing
partnerships
Strong
link
with
international
partners
in
WASH
established
2
consultation
workshops
with existing
partners
conducted
2014
2015
2016
2
joint
projects in
WASH
carried out
2
joint Project review
projects
in conducted
WASH carried
out
Strong link
with
internationa
l partners in
WASH
established
4 joint Open
days
in
WASH
carried out
Strong
link
with
international
partners
in
WASH
established
4 joint Open
days in WASH
carried out
workshop
Strong
link
with
international partners in
WASH established
2 joint Open days in WASH

carried out.
1 review workshop on joint
activities.
33 | P a g e
Strategic outcome 7: Improved networks, partnerships and collaboration with partners

Output description
Output 1
Stakeholder
partnerships
strengthene
d
Output 2
Output 3
Awareness
campaigns
and
messages
jointly
developed
2012
Formal
partnerships
established
with at least
10
stakeholders in
joint
awareness
activities
6 consultative
meeting.
2013
9
joint
programm
es
developed,
3
awareness
campaigns
6
consultativ
e
6 publications meetings.
made
6
publication
s made
Disseminatio 3 programmes 3
n
of produced (TV programm
information
and Radio)
es
systems and
produced
processes
(TV
and
improved
Radio)
2014
9 consultative
meetings,
9
public
awareness
campaigns
2015
2016
9 consultative Stakeholder
review
meetings,
9 workshop conducted.
public
awareness
campaigns
6 consultative 6 consultative 6 consultative meetings,

meetings.
meetings.
6 publications 6 publications 6 publications made
made.
made.
3
programmes
produced (TV
and Radio)
3
3 programmes produced
programmes
(TV and Radio)
produced (TV
and Radio)
34 | P a g e
Strategic outcome 8: Mainstreaming HIV and AIDS issues

Target
Output description
Output 1
Workplace
policy
drafted
Output 2
Output 3
Members
of
staff
trained on
HIV / AIDS
basic
factors
and home
based
care (HBC)
Members
of
staff
sensitizing
on
discrimina
tion
and
stigma
8.1 70% reduction in HIV /AIDS related deaths by 2016

8.2 90% of eradication of stigma against HIV positive persons
2012
2013
2014
2015
2016
Workplace
3
3 meetings 3
policy
meetings
3 meetings 3
workshops
3 meetings 3 workshops
developed, 3
3
workshops
conducted
conducted
meetings
workshops conducted
conducted ,
conducted
3workshopd
All members of
staff trained on
HIV
/
AIDS
basic factors
3
meetings
3
workshops
3 meetings 3 3 meetings 3 3 meetings 3 workshops

workshops
workshops
Stigma
reduction
raining
conducted for
all members of
staff
2
awareness
campaign
s
conducted
2
awareness 2 awareness 2
awareness
campaigns
campaigns
conducted
conducted
conducted
campaigns
Strategic outcome 9: Increased Applied Research
35 | P a g e
Output description
Output 1
Applied
Research
Proposals on
Water
Developed
Output 2
Applied
Research
Proposals on
Sanitation
and Hygiene
Developed
2012
2
Applied
research
proposals
developed
2013
5 research
proposals
developed
2014
5
research
proposals
developed
2015
2016
5
research 5
research
proposals
developed
developed
1
Applied 2 research 3
research 5
research 5
research
research
proposals
proposals
proposals
developed
proposals
developed
developed
developed
developed
proposals
proposals
Strategic outcome 10: Accelerated Consultancy Services

Output description
2012
2013
2014
2015
2016
Output 1
Consultancy 2
Proposals 5 Proposals 5
Proposals 5
Proposals 5 Proposals Developed
Proposals on Developed
Developed Developed
Developed
Water
&
Sanitation
Developed
Annex 2: Implementation plan

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

36 | P a g e
Target 1
Target 2
100 students trained in water, sanitation and hygiene

Task
Responsibilit Measurem
Commencem
y
ent
ent
Enroll
Mzuzu Selection
September
students
University
records
2012
Department of
Water
and
Sanitation
Conduct short courses in WASH
Watsan
reports
January
5 years
Centre of
2012
Excellence
Target 3
Monitoring
Produce
a and
project tool/ evaluation
instrument.
Centre
Excellence
Conduct
project
monitoring
and
evaluation
Instrument
project
monitoring
and
evaluation
Centre
Excellence
Target 5
Produce an Centre
annual
Excellence
programm
ed review
of A
monitoring
and
evaluation
instrument
of Quarterly
project
monitoring
and
evaluation
reports
of Annual
review
report
July 2012
subsectors
Duration
4 years
Risk
Student accommodation
teaching space
Teaching
/
learning
resources
Time
Conduct short courses in
constraints
WASH
late
disbursement
of funds
1 month
Late
disbursement
of
donor funds
January 2013
1 week
No risk
January 2013
1 week
No risk
37 | P a g e
38 | P a g e
Goal 2
Produce a framework for community mobilization in WASH
Targets
Task
Target 1
Target 2
Target 3
Target 4
Goal 3
Responsibilit
y
Produce a Centre
of
data base Excellence
in WASH
Commencem
ent
March 2012
Duration
Risk
1 month
No risk
Build
Watsan
Centre
of
Excellence
capacity in
action
research
Coordinate
action
research
November
2012
1 week
No risk
1 week
No risk
1 month
No risk
Centre
Excellence
Centre
Excellence
Produce a Centre
project
Excellence
manageme
nt
instrument
Measurem
ent
A computer
programme
for database
production
of Al members
of
staff
trained
in
action
research
of Research
January, 2015
disseminatio
n
conferences
of A
project July, 2012
managemen
t instrument
Improve networks, partnerships and collaboration with partners in WASH
39 | P a g e
Targets
Target 1
Target 2
Target 3
Target 4
Target 5
Task
Responsibili
ty
Centre
of
Excellence
Measureme
Commencem
nt
ent
Establish
A
January, 2012
formal
Memorandum
stakeholder
of
partnership
Understandin
in WASH
g
with
stakeholders
WASH signed
Produce
Centre
of
July, 2013
awareness
Excellence
WASH
campaign in
awareness
WASH
campaign
materials
materials
Conduct
Centre
of Joint
January, 2013
joint
Excellence
awareness
awareness
campaign
campaigns in
materials
WASH
Duration
Risk
12 months
No risk
6 months
No risk
1 week
No risk
4
consultancies
in
project
planning,
monitoring
and
evaluation
Carry
out
consultancy
work
in
project
planning,
Centre
of Reports
on August 2013
Excellence
consultancies
Variable
No risks
Centre
of Reports
Excellence
8 m0nths
No risk
May 2012
40 | P a g e
monitoring
and
evaluation
41 | P a g e
Goal 4
Target 1
Task
Organize
stakeholder
consultation
conferences
Organize
stakeholder
consultation
conferences
Organize
stakeholder
consultation
conferences
Create an enabling environment for the promotion of partnership in WASH

Stakeholder consultation conferences
Responsibility
Measurement
Commencement Duration
Risks
date
Centre of Excellence
Quarterly
August 2012
On going
No risk
reports
Quarterly
reports
November 2012
On going
No risk
Quarterly
project reports
December, 2012
2 weeks
No risks
42 | P a g e
Goal
Main stream HIV/AIDS and TB issues
Target 1
Production of an HIV/AIDS and TB work place policy
Task
Responsibility
measurement
Commencement
date
Duration
risks
Produce a work
place HIV/AIDS
and TB policy
National AIDS
commission
A work place
March 2013
2 weeks per
session
No risks
43 | P a g e
Target 2
All members of staff in the Watsan Centre and strategic partners
Task
Responsibility
Measurement
Commencement
date
Duration
Risks
Conduct training
in HIV/AIDS and
TB
National AIDS
commission
Quarterly
training
workshops
May 2013
1 week
No risks
Target 3
All members of staff in the Centre of Excellence in Water and Sanitation and Strategic
partner organisation sensitized on eradication of stigma and discrimination
Task
Responsibility
Measurement
Commencement
date
Duration
Risks
Conduct
sensitization
campaigns on
stigma and
discrimination
National Aids
commission
discrimination
Half yearly
sensitization
campaigns
October 2013
1 week per
session
No risks
44 | P a g e
Target 4
Build the capacity of CBOS and communities on income generation
Tasks
Responsibility
Measurement
Commencement
date
Duration
Risks
Produce training
materials on the
waste economy
Centre of Excellence,
National AIDS
Commission, Ministry
of Water
Development, MoLG
and RD
Centre of Excellence,
National AIDS
Commission, Ministry
of Water
Development, MoLG
and RD
Training
manuals
March 2013
2 months
No risks
1, 500 people in
CBOs and
communities
trained on
income
generation
waste
September 2013
1 week per
session
No risks
Train CBOs and

communities on
the waste
economy
45 | P a g e
Target 5
Tasks
Recruit staff
Establishment of full documentation unit (DU) in the Watsan Centre.

Responsibility
Measurement
date
Mzuzu University
Staff recruited
July 2012
6 months
Department of Water
Resources
Management and
Development
Orient staff on
IWRM and ISM
Organize study
tours
and partners
and partners
Organize staffled seminars
Documentation unit
All staff in the

DU oriented
All staff in the
DU participate
in study tours
All staff in the
DU participate
in study tours
Risks
Limited funding
January, 2013
1 week
Limited funding
May 2013
1 week per
study tour
Limited funding
May 2013
1 day per
session
No risks
46 | P a g e
Goal 5
Target 6
Tasks
Identify Training
Programs for
Members of Staff
Identify
Scholarships for
the Training
Programs
identified above
Identify short
courses
organised by
partners
Identify
specialised
training
programs for
individual
requirements
Personnel Growth and Development for Centre of Excellence Members of Staff

Training of Members of Staff
Responsibility
Measurement
Risks
date
Training
July 2012
2 years
Limited Scope of
in Water and
Programs
Training
Sanitation
identified
and Partners
Members of
Staff sent on
training
July 2012
continuous
in Water and
Sanitation
Members of staff July 2012

attend short
course trainings
Continuous
in Water and
Sanitation
Members of staff July 2012

attend
specialised
training courses
Continuous
CHAPTER 6
6.1
Limited number of
scholarships and
conditions
attached to the
scholarships
Limited funding for
tuition fees and
allowances
Limited number of
scholarships.
MONITORING, EVALUATION AND PERFORMANCE MEASURES
General
So far the Strategic Plan has established the Centres mission, vision, core values, long-term goal, objectives in functional areas
and critical gaps that exist in the system. It has also established the key functional areas including strategies for enhancing
performance. The plan has come up with investment strategy aimed at improving the Centres performance including the
47 | P a g e
implementation schedule. However, the improvement processes need to be monitored and evaluated to ensure that they keep
the Centre on track towards achieving its objectives and indeed the long-term goal.
Monitoring is a continuous function that aims at providing management and other stakeholders with early indicators of progress
or lack thereof in achieving results of a project or program under implementation. On the other hand Evaluation is a selective
exercise that attempts to systematically and objectively assess progress towards and the achievement of an outcome.
Monitoring and Evaluation help to improve performance and achieve results. Without Monitoring and Evaluation, it would be
impossible to judge if work was going in the right direction, whether progress and success could be claimed and how future
efforts might be improved.
Nowadays there is a shift from traditional monitoring and evaluation to result-based monitoring and evaluation. This implies that
instead of focusing on results only the functions extend to assessing the whole progress towards achieving the goal i.e.
assessing the impacts of outcomes from results as well. For monitoring to be carried out successfully there is need to establish
Key Performance Indicators. For evaluation to be carried out there is need to set targets of impacts as well as resource utilisation
which are compared to the status of Key Performance Indicators.
Performance indicators are measures of efficiency and effectiveness of the Centre with regard to specific aspects of the Centres
activities and of the systems behaviour. Efficiency is a measure of the extent to which the resources of the Centre are utilised
optimally to produce the service. Effectiveness is a measure of the extent to which the targeted objectives are achieved.
The Centres performance indicators must be in line with the global system which requires that performance indicators must:
Represent all relevant aspects of the utility performance, allowing for a global representation of the system by reduced
number of indicators.
Be suitable for representing those aspects in a true and unbiased way.
48 | P a g e
Reflect the results of the managing activity of the undertaking.
Be clearly defined, with a concise meaning and a unique interpretation for each indicator.
Include only non overlapping performance indicators.
Require only measuring equipment that targeted utilities can afford.
Be verifiable which is especially important when the performance indicators are to be used by regulating entities that may
need to check the results reported.
Be easy to understand even by non specialists-particularly by customers.
Refer to a certain period of time e.g. 1 year.
Refer to a well - limited geographic area.
Be applicable to utilities with different characteristics and stages of development.
Be as few as possible, avoiding the inclusion of non essential aspects.
The potential benefits of a well-devised system of performance indicators are as follows;
Facilitates better quality and more timely response from management.
Allows for an easier monitoring of the effects of management decisions.
Provides key information that supports a pro-active approach to management, with less reliance on apparent system malfunctions (reactive approach)
Highlights strengths and weaknesses of the departments, identifying the need for corrective measures to improve
productivity, procedures, and routines.
Assists with implementation of Total Quality Management regime, as a way of emphasizing all-round quality and efficiency
throughout the organization.
49 | P a g e
Facilitates the implementation of benchmarking routines, both internally, for comparing the performance at different
locations or systems, and externally, for comparison with other similar entities, thus promoting performance
improvements.
Provides a sound technical basis for auditing the organizations workings and predicting the effect of any
recommendations made as a result of an audit.
Adopting the Balanced Scorecard approach of measuring performance for the Centre of Excellence in Water and Sanitation, it
demands cascading the mission outputs or outcomes to the four perspectives, with Financial Perspective at the base, followed
by Employee Learning and Growth, and then Internal Processes and finally Customer Satisfaction.
6.2
Performance Indicators
Several organisations developed performance indicators on water supply and sanitation worldwide. Some of the
organisations include the World Bank, African Development Bank, European Investment Bank, the Water Utility
Partnership for Capacity Building in Africa and International Water Association etc just to mention a few. However, these
performance indicators are based on the core business of individual institutions. The core business on the Centre of
Excellence in Water and Sanitation is found in the Mission Statement. The Centre undertakes applied research, and
implements its findings in the fields of water and sanitation and trains men and women how to plan for, provide and
maintain affordable, clean water and sanitation for the benefit of communities in Malawi the region and beyond. In this
regard the key performance indicators are linked to the number of trainings offered, the number of participants in each
course offered, the activities the participants are involved in after attending the training, the impact of the activities, the
number o consultancies offered in a quarter of the year and the number of research carried out in a quarter.
6.3
Evaluation of Results
50 | P a g e
The Centre of Excellence in Water and Sanitation shall evaluate not just the results of the activities carried out, but it shall
also evaluated the effects and impacts according to the information available during baseline survey which shall form
benchmarks for reference.
51 | P a g e

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

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

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Strategic Plan2012-2016

Mzuzu University-Centre of Excellence in Water And Sanitation

STRATEGIC PLAN FOR 1212 TO

Photograph : Borehole in operation

Photograph : Participants after training in Sanitation

MZUZU UNIVERSITY - CENTRE OF EXCELLENCE IN WATER AND

Mzuzu University-Centre of Excellence in Water And Sanitation

List of Acronyms and Abreviations

Acquired Immune Deficiency Syndrome

Community Based Organization

Centre for Disease Control

Human Immune Virus

Integrated Science Management

Integrated Water Resources Management and Development

Low Income Areas

London School of Hygiene and Tropical Medicine

Millennium Development Goals

Ministry of Economic Planning and Development

Malawi Growth Development Strategy

Ministry of Local Government and Development

Network for Water and Sanitation

Non Governmental Organization

Southern Africa Development Countries

Strength Weakness Opportunities and Threats

University Capacity Development for Integrated Sanitation

United Nations Childrens Fund

United Nations Organization

Water, Sanitation and hygiene

Water, Sanitation, Health and Appropriate Technology Development

Mzuzu University-Centre of Excellence in Water And Sanitation

Mzuzu University-Centre of Excellence in Water And Sanitation

Mzuzu University-Centre of Excellence in Water And Sanitation

Mzuzu University-Centre of Excellence in Water And Sanitation

The Centres Mission Statement................................................................................7

Water and sanitation management institutions in Africa are unable to

Mzuzu University-Centre of Excellence in Water And Sanitation

trained personnel in the sector.

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

Water and Sanitation management institutions in Africa have hitherto

Access to portable water remains difficult in many regions particularly for

Sanitation is one of the Millennium Development Goal targets lagging

Investing in adolescent sanitation and hygiene programmes can break

Sustainable quality service in water and sanitation sub-sectors heavily

To this effect, the Centre of

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

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

Mzuzu University-Centre of Excellence in Water And Sanitation

Mzuzu University-Centre of Excellence in Water And Sanitation

Mzuzu University-Centre of Excellence in

For this to be done, objectively

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

To provide means of sharing information with employees, customers,

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

To help the Centre to monitor financial and technical performance.

To support performance-based contracts with implementing partners,

helping the centre to identify and agree on performance targets.

To support activities needed for performance improvements, such as

Mzuzu University-Centre of Excellence in

PURPOSE, STRENGTHS AND LIMITATIONS

performance indicators including targets and strategies to be utilised to

Act as a checklist of Centres planned activities and achievement

Serve as a guide for financial and related resource mobilization.

Serve as a guide for budgeting.

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