One WASH Fund November 2019 - International Federation of Red Cross and ...
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One WASH Fund
November 2019
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I. Background
The Humanitarian and Development Sector provide a shared founda-
tion for social and economic justice that can contribute to shared pros-
perity through the principles of inclusive participation and risk sharing,
and achievement of the Sustainable Development Goals (SDGs).
The Islamic Development Bank (IsDB) and the International Federation
of Red Cross and Red Crescent National Societies (IFRC) together
developed an innovative approach involving development finance,
humanitarian aid and private capital investment to support One WASH
programs and contribute towards achieving the SDGs.
As a priority the IsDB and the IFRC have set themselves the ambitious
objective of contributing to the reduction of Cholera related deaths by
90% in the most affected Organization of Islamic Cooperation (OIC)
States, over the next 10 years. This objective contributes not only to
SDG 6 (Clean Water and Sanitation) but also SDG 3 (Good Health and
Wellbeing), SDG 5 (Gender Equality), SDG 13 (Climate Action) and SDG
17 (Partnership for the Goals) and aligns with the Global Task Force for
Cholera Control (GTFCC) ‘Cholera Roadmap’. The funds required for
delivering on SDGs and the Cholera Roadmap will require innovative
and transformative forms of financing beyond traditional humanitarian
aid or development finance responses.
To achieve this vision, IsDB and IFRC are creating a multi-million-dollar
fund (the One WASH Fund) to combat cholera and other diarrheal
diseases as part of the Global One WASH Initiative targeting 40 cholera
hotspots globally.
Specifically, the One WASH Fund will finance One WASH Programs in
29 OIC member states where it aims to impact the lives of 5 million
people by strengthening and integrate the delivery of water, sanitation,
and hygiene (WASH) with health services building upon well proven
methodologies being practiced by the IFRC at the grass roots level.
The One WASH Fund uses an innovative financing mechanism de-
signed to attract new philanthropic and private investor capital in
addition to traditional humanitarian donor financing.
Primarily, the model seeks to blend outcome-based financing with
grant financing in a structure that will position participating funders
and stakeholders ahead of the innovative financing curve and suggests
a new approach to humanitarian development organizations resource
mobilization.
3II. THE PROBLEM
The 2017 mapping of the “Progress on drinking water, sanitation and SNAPSHOT
hygiene” from the Joint Monitoring Program (WHO/UNICEF) states
that 844 million people still lack access to an improved water supply, 2.3
billion lack basic sanitation and 159 million people still collect drinking 2.3 billion
water from unprotected sources. People still lack
In addition, 47 per cent of people in less developed countries have no
even a basic
hand-washing facilities1. The resulting and continuing negative health sanitation service
impact of unsafe water, poor sanitation and hygiene practices place a
heavy burden on individuals, families, communities and governments
due to the added cost of health care and loss of productivity. Lack of 844 million
sanitation, contaminated water and poor hygiene contribute to almost People still lack
90 per cent of child deaths from diarrheal diseases (289,000 children
every year)2 and these factors are major causes of the spread of other
a basic drinking
acute diseases, particularly cholera. Further, lack of adequate sanitation water service
and water supply costs $260 billion every year in economic losses (World
Bank estimate) and poses greater risks of epidemics and political crises
exacerbated by climate change. 159 million
People still c†ollect
Why Cholera? drinking water
Cholera continues to disproportionately affect the poorest and most from unprotected
vulnerable communities in high-risk countries. Cholera spread, inci- sources
dence and severity are exacerbated by rapid and often unplanned
urbanization and population growth, by climate change, food insecu-
rity, extreme weather events or trends and complex settings, especially
where conflict and unrest are present, and health and WASH services
One WASH
are weak. objective
• There are an estimated 2.9 million cholera cases and 95,000 #ENDCHOLERA
deaths per year globally3. related deaths
• 89 million people live in cholera “high-risk” areas in Africa by 90% in the
alone. most affected
OIC member
• Providing access to basic WASH services requires between countries, by 2030
USD 40 and USD 80 per person4.
1 https://www.globalwaters.org/resources/assets/handwashing-soap-where-are-we
2 https://www.wateraid.org/uk/media/world-health-assembly-cholera-resolution-a-vi-
tal-next-step-towards-prevention-but-promises
3 Global Task Force on Cholera Control – GTFCC
4 https://sustainabledevelopment.un.org/content/documents/hlpwater/13-UniversalAccess.
pdf 4III. THE SOLUTION – ONE
WASH PROGRAMME WASH and
It is estimated that every 10 seconds someone is infected with Cholera.
And every case and death from cholera is preventable with the tools Cholera
we have today: effective cholera prevention and control interventions
are well established. However, current efforts focus more on emer-
Every 10 seconds,
gency response that have less of an impact on long-term control or someone is infected
elimination of cholera. A proven solution exists in linking public health, with cholera
vaccination and long-term WASH. All these components are needed to
eventually eliminate cholera. There are 95,000
preventable
The roadmap to end cholera is based on a multi-sectoral approach that
has been defined by the Global Task Force for Cholera Control (GTFCC) deaths from
who with other partners and stakeholders, including the International cholera every year
Federation of Red Cross and Red Crescent Societies (IFRC), has adopted.
Bringing WASH
Over the past 12 years, the IFRC and its membership have significantly and public health
scaled up delivery of longer-term water and sanitation programs
together to
through the Global Water and Sanitation Initiative (GWSI). The GWSI
promotes a common but adaptable approach amongst National Red fight cholera
Cross Red Crescent Societies to establish large-scale, long-term sustain-
able water and sanitation Programs. The Initiative provides equitable,
affordable and sustainable solutions to help improve the health and
quality of life of vulnerable communities. Additionally, it is estimated
that every $1 spent gives a return of $4.305 in developmental impact.
IFRC Global
Water and
The IFRC have reached more than 20 million people between 2005 and
2017 through the GWSI and a further 16 million through emergency Sanitation
WASH services by delivering over 750 projects and operations in over
80 countries and is committed to use this capacity to contribute to Footprint
cholera elimination.
36 million
The One WASH Objective:
People reached
Align the expected outcomes and impact of the ‘One WASH’ Initiative
with the GTFCC ‘Cholera Roadmap’ and by doing so contribute to ‘reduc-
with WASH
ing cholera related deaths by 90% by 2030’. Concurrently, ‘One WASH’ infrastructure and
programming will reduce vulnerability to and incidence of cholera and services since 2005
Acute Watery Diarrhoea (AWD) outbreaks, their severity and resultant
morbidity in recognised ‘hot spots’ while further contributing, by deliv-
ering integrated WASH and public health interventions, to SDG’s 3, 5, 6
and 17 while indirectly contributing to other cross cutting goals related
Sustainable
to climate action, WASH related diseases and malnutrition and overall Development
poverty reduction. This global initiative intends to reach a minimum of
7 million ‘high risk’ people within the first five years expanding to over Goals
12 million people by 2030.
contribution
The One WASH Fund, to be managed by IsDB and IFRC for target coun-
tries in the OIC that are affected or at risk from cholera and AWD, a
minimum of over 25 countries are targeted within which over 5 million
people are targeted in the first five years to be expanded to over 10
million by 2030.
5 https://www.who.int/water_sanitation_health/publications/glaas_report_2014/en/ and
https://news.un.org/en/story/2014/11/484032-every-dollar-invested-water-sanitation-brings-
four-fold-return-costs-un 5(In addition to OIC member countries, the Global One WASH initiative
targets as well non OIC cholera endemic countries which will reach an
additional minimum of 2 million ‘high risk’ people.)
IV. WHY INNOVATIVE FINANCE
Globally, there has been remarkable economic and social progress in
the past two decades. This prosperity, however, is unevenly distributed
and the next tranche of gains are threatened by persistent develop-
ment challenges exacerbated by prolonged crisis, climate change and
rising inequality. The relative importance of drivers of economic growth
and prosperity has evolved over time, and, for a growing number of
countries, innovation in its many dimensions is emerging as a leading
factor.
SDGs Require Unlocking New Funding Sources
SDGS FINANCING GAP ($ TRILLION)
4.5
DEMAND
X3 $3T
1.4
= ~1.5% OF PRIVATE
CAPITAL CAN FILL
0.1
ANNUAL CAPITAL CURRENT ANNUAL ODA THE SDG GAP
NEEDS FOR SDGS INVESTMENT
~1.5%
HARNESSING
PRIVATE CAPITAL SOURCES ($ TRILLION THIS CAPITAL
REQUIRES A
×
121
NEW RESOURCE
MOBILISATION
SUPPLY
MODEL
$210T
34
26
25
6.3
BANK PENSION INSURANCE TNCS SWFS
ASSETS FUNDS
Governments’ ability to strategically mobilize various sources of financ-
ing for social purposes remains constrained and many traditional donors
around the world are dealing with fiscal pressure that exacerbates the
reality of limited Official Development Assistance (ODA). UN estimates
suggest that developing countries will need more than $2.5 trillion a
year to fill the SDG financing gap while the total ODA does not exceed
$150 billion. Compare this to private capital sources alone amounting to
more than $200 Trillion and it is clear that an increasing contribution of
funds to achieve the SDGs must come from non-government sources.
Much has been written about the urgent need for new sources and
forms of finance for development as a complement to ongoing public
financing efforts. True enough, of recent times, we are finding the 6emergence of several new financing models, growing both in terms
of their market size, their operations and the way they serve those in
need, as a new alternative.
Development Impact Bonds (DIBs) are perceived as an innovative
model that seeks to unlock private capital and help further leverage
public funding while at the same time realigning interests of various
partners around an objective: focus on defined and measurable out-
comes. We believe the model is promising especially to achieve impact
by focusing on outcome delivery for a multi country programme like
One WASH. However, DIBs in its current form carries several limitations
and falls woefully short of meeting expectations of donors:
1. Yet to prove their scalability – of the 166 impact bonds in 30
countries, only an average of 13,231 beneficiaries have been
served while half of impact bonds have so far served fewer
than 480 people.
2. Do not serve countries most in need i.e. low and middle-in-
come countries (LIC and MIC), of the total issued more than
70% are in the US – UK and the total issuance amount of
the few instruments for developing countries so far does
not exceed $50 million, and fails to meet the critical financ-
ing gap of development and humanitarian needs globally.
3. Costs are high and therefore does not truly unlock private
capital as claimed since returns are paid to the investors
who take on the implementation risk.
Based on our analysis, we identified that the critical obstacle in the
modality of outcome focused instruments is the shift of risk from the
commissioner to the investors in DIBs that prevents their flourishing,
with the following assumptions:
1. The financial markets are not familiar with the outcome
achievement risk of a humanitarian or development assis-
tance project in low and middle-income countries,
2. Because they are not familiar with this risk, they tend to
price it very high or refuse to engage with it,
3. The lack of investors willing to engage limits the potential
of scaling the use of DIBs that are exclusively subscribed
by a small group of social investors, in many cases they are
initially donors themselves, ready to subsidize the structure
for the development impact to be achieved,
4. The mix of investment for return and subsidy (grant) in a
single instrument creates confusion about the role of the
social investors and how much grant they are contributing.
5. It also challenges the popular affirmation that the DIBs
in their current form mobilize private sector contribution
for humanitarian and development as the subsidy portion
remains undefined.
It was therefore clear that the current construct of DIBs considered
innovative required further innovation to truly achieve impact at scale.
7The challenge: a small market focused on developed countries
33
30 67
3
4
9
5
25
4
50
75 11
A TOTAL OF 161 BONDS FOR 400M US$
Source: The New Humanitarian - Brookings Institution Global Impact Bond Database,
August 1, 2019
V. The One WASH Fund
The One WASH Fund is the product of a strong partnership between
IsDB, a multilateral development bank with 44 years of experience in
providing support to its 57 member countries to achieve social and eco-
nomic development in the framework of the SDGs, with a strong exper-
tise in financial engineering; and IFRC, an international organization
that federates the efforts of the Red Cross and Red Crescent Societies
with over a 100 years of activity with a strong track record in WASH and
cholera control project implementation all around the world including
high risk areas.
The joint vision for the One WASH Fund is triggered by the basic ques-
tion of: how can DIBs work at scale for LICs MICs and bring additionality
in terms of grant financing?
The One WASH Fund proposes an innovative grant capital blending
approach that ambitions to address some of the main criticisms of the
DIBs model by defining an adapted role for each partner involved in
the structure. The structure is based on the understanding that tra-
ditional donors are more familiar with the outcome non-delivery risk
of a humanitarian or development project in a low- or middle-income
country and therefore are more relevant to take this risk versus inves-
tors. The grant capital – not conditional to outcome delivery and paid
upfront – and the guarantees – covering the outcome non-delivery
risk – are blended with the outcome funding to absorb the outcome
non-delivery risk externalized by outcome funders that is usually, in
traditional impact bond structures, shifted to investors.
8The One WASH Fund internalizes the outcome non-delivery risk and
shifts only credit risk of outcome funders and guarantors to investors
that are by nature more familiar with credit risk and willing to take it
when it matches their available allocations. This mechanism allows to
expect for a broader investor base versus the limited social investor
base usually targeted by traditional impact bonds.
With these innovations on existing DIB models, the financial model
of this outcome fund proposes to allocate to each stakeholder in the
structure a role that better fits its natural role and experience, as follows:
• Donors Leverage: The grant donors and guarantors are absorb-
ing the outcome non-delivery risk shifted by outcome funders
to enable the structure and are leveraging on their grant contri-
bution for a minimum of 1 to 5 ratio.
• Outcomes Driven Structure: The outcome funders commit only
for defined KPIs and drive the Fund strategy towards an out-
come-based implementation that generates better monitored
and quantifiable impact while being involved in a structure
that ultimately allocates more of their contribution to project
activities versus payment to investors.
• Investors Credit Risk Allocation: The investors are only exposed
to the credit risk of outcome funders and guarantors, a risk they
are familiar with and can easily price and engage in.
In summary, compared to existing DIB occurrences of 3 LIC / 6 MIC for
a volume of $37million, the One WASH Fund and Sukuk instead pro-
poses 29 countries (22 LIC / 7 MIC), with a total programming volume
of $160million.
The One WASH Fund
Financial Markets
Sukuk
Donors Grants
Guarantors Guarantees ONE WASH FUND Trustee
A L
Grants Projects
Outcome Guarantees Sukuk
Commitments Implementation
Funders Commitments
*This is not an accounting approach but just an illustration where assets are understood
as assets backing the Sukuk (or inputs to the fund) and liabilities as outputs of the fund.
9VI. The One WASH Sukuk
The Fund will seek to mobilize resources, principally on commercial
basis from the international capital markets.
One WASH SUKUK term sheet
Obligor ONE WASH FUND
Obligor Type Trust Fund under IsDB Article of Agreement Art. 11, 13, 14 and 23
Credit Risk Philanthropic Capital (Donors, Outcome Funders and Guarantors)
Credit Risk Type Bilateral Development Agencies, Institutional Donors, International Foundations, Multinational Corporate Donors
Underlying Contract Mudaraba
Shariah Pronouncement IsDB Shariah Board
Expected Issue date First quarter 2020
Expected Sukuk Issue US$ 80.000.000,00
Final Maturity Date 8 years after issue date
Sukuk Type Bullet Payment
Mark-up Payment Fixed at X per cent. per annum, payable semi-annually
Notional Payment Callable at 5 years / 7 years / 8 years
VII. Value Proposition
Exposing Investors to Credit Risk
By blending traditional donor financing and guarantees with outcomes
funding, the fund absorbs the implementation risk amongst donor
partners familiar with WASH implementation therefore exposing
investors only to credit risk. This allows for the model to be accessible to
capital investors and provides them a more familiar risk return match.
Ensuring additionality of capital
As investors are only exposed to credit risk, it not only optimizes the cost
of the bond but also ensures that any upside paid for overperformance
stays within the fund unlocking additional capital for continued WASH
programming.
Scalability of impact
With the convergence of the above, the model is uniquely placed to
ensure channeling of resources to communities most in need and
enable scalability of impact For endemic diseases like Cholera, an inte-
grated multi country programmatic approach that targets well defined
disease ‘hotspots’ to scale provides a realistic opportunity to improve
not only the expected overall impact of One WASH but also the efforts
of other local national and international stakeholders.
Incentivize over-performance
In case the implementing agency over-perform, the upside for over-per-
formance is paid to the Fund instead of being paid to the investors (in
a traditional impact bond set-up) and all amounts paid to the Fund
are ultimately used to finance additional WASH projects. This way, the 10implementing agency has additional funds for projects as a way to
incentivize it to overperform.
Enhanced Data and Monitoring
Providing more time and resources during pre-inception and planning
phases of projects goes beyond standard developmental good practice
and ensures investments at a systems level are put to their best use in
the whole planning cycle. This investment in better planning helps to
better define the processes required for better project delivery, setting
of targets and creating a more positive internal and external enabling
environment tailored to any specific context. It also ensures that the
systems required for more robust verification of outcomes and a more
easily measurable evidence base is clear from the beginning and roles
and responsibilities of all stakeholders are adequately defined.
Reduced aversion to high risk areas
A criticism often documented is that outcomes or results-based mod-
els are known to create to some extent a ‘risk averse’ response. This is
not favorable to mandates of reaching the most vulnerable or ‘high risk’
communities in fragile and complex settings. In response, by introduc-
ing a ‘weighting’ when setting both expected outcomes and outputs
ensures instead that impact is maximized without setting unachieva-
ble targets especially in such scenarios. The intended value therefore
is to reduce the likely consequences of recognized implementation
risks rather than avoid risks or enable low setting of targets that do not
encourage over performance.
Economies of Scale
In addition to strengthening impact at scale, a portfolio of projects
approach especially on WASH infrastructure is crucial if economies
of scale are to be realized and impact and sustainability achieved.
Hardware procurement and contracting alone done at scale reduce
costs significantly without creating increased transaction, administra-
tion or overheads costs.
VIII. OPERATIONS
The Program will combine investments in WASH and public health
interventions especially in recognized cholera and AWD ‘hotspots’
and will target prevention, resilience building and outbreak-response
preparedness activities.
Health and hygiene behaviour change communication and marketing
programs will also be implemented in target communities, including
advocacy and support to cholera vaccination campaigns when planned
or implemented.
In terms of budget allocation, in most cases a significant portion of the
investment will be in increasing sustainable WASH infrastructure or
‘hardware’ access typically representing as much as 50% of the budget
allocation per project, the remainder directed to the to the public
health, behavioural change “software” and project support activities.
Following established best practice in Developmental and Sustainable
WASH Programming, the Program will follow the Operational Norms as
11follows, however with some country specific considerations according
to context:
Program Phase Description Timeline
A Initial Consultation Consultation with Government, stakeholders and other 2-3 months
actor in agreement with them identify target areas for
One WASH Programming in any given country. Target
areas identified are considered ‘at high risk’ from
cholera/AWD or are recognized cholera/AWD ‘hot spots’.
Secondary data will provide data on incidence severity
and occurrence of cholera/AWD but also on WASH
coverage and access to Primary Health Care which will
aid specific project design and components according
to context.
B Project & Budget Approval Final detailed base line, proposal and budget approved 2-3 months
by Governments and One WASH Steering Group and
project inception date agreed upon.
C Project inceptions Project inceptions/set-up varying according to context. 6 months
During this period staff, volunteers and project team
established and first ‘software’ teams mobilized and
become active. Local office, logistics and procurement
established.
D Primary Implementation Primary Project Implementation Period (during which 3-5 years
regular finance and narrative reporting undertaken
(every 6 months); Mid-term review; end-line review.
Regular steering group and stakeholder meetings under-
taken. Combined ‘software’ and ‘hardware – infrastruc-
ture works’ delivered and the Operation, Maintenance
and management structures and capacities. Quality
assurance mechanisms.
E Wind-up Project wind-up and final handover and plans for 2-3 years
post-implementation M & E framework agreed upon.
F Lookback Lookback study and measurement of project outcomes. 3 years
IX. EXPECTED OUTCOMES
The Program has four cholera reduction Outcomes that are linked to
SDG 3 and 6 and the GTFCC Cholera Roadmap.
Each ‘One WASH’ Project will be designed specifically to meet the
contextual requirements in each target area and country though all
projects will have a similar generic approach, time frame and set of
outputs and outcomes. It should be recognized at the outset that the
target areas have at present in most cases exceptionally poor access to
WASH services and this combined with poor knowledge of key public
health awareness and practices relative to cholera and AWD identifies
these target areas as cholera ‘hotspots’ or populations at ‘high risk’
from cholera. Most target areas will already have a history of recurring
cholera or AWD outbreaks.
As reflected in KPI 1
Outputs will be measured as an increase in access to WASH services for
the target population. That is increasing access to a safe or improved
water supply and basic sanitation to those presently unserved in the
target area to reach an overall minimum of 80% of the total population.
12This will be investment in WASH infrastructure typically construction of
water supplies and sanitation systems (borehole drilling; surface water
intakes; water treatment; water storage and distribution systems – con-
struction of latrines and toilets; sewerage systems; sewerage treatment;
training of WASH operations and maintenance staff). This will target
the general population but also schools and health structures, such as
clinics, in the target area.
Outcomes will be measured by proxy accepting the fact that the overall
health, incidence of disease, well-being and productivity of a targeted
population will improve significantly if WASH coverage is increased to
reach a minimum of 80% of the target population and preferably above
that threshold if practical.
As reflected in KPI 2
Outputs will be measured as an increase in the knowledge of WASH
diseases especially cholera; increase in the knowledge, preparation
and use of Oral Rehydration Solution; increase in the knowledge
and acceptance of the use of Oral Cholera Vaccine when applicable;
improvement in hygiene practices especially hand-washing, safe water
and food storage and other personal and household hygiene habits;
establishing community based cholera surveillance; establishing com-
munity based cholera preparedness and response capacities (together
with Government and other actors). The whole target population in
the target area will be reached by public health campaigns (at house-
hold. community level and in schools) primarily through the local Red
Crescent or Red Cross Volunteer and Branch network including media
campaigns and interaction with local Government, traditional and
religious leaders and other actors.
Outcomes will be measured by proxy accepting the fact that if the
entire target population including schools is reached by this intensive
public health campaign and over a five-year period their awareness of
and participation in cholera prevention control and reduction will be
achieved.
13One WASH Generic KPI’s Outputs and Outcomes.
Output Base line Output Means of Outcome Means of Outcome
data at Project measured at Verification. Base line data Verification and measured at
inception End-Line at Project data collection End-Line and
Inception at Base line an 3 years beyond
End-Line. End-Line at
‘Look Back’
KPI 1: Increase 1.1 – % of Target Pop- 1.1 – % increase in Scientific Sampling # of recorded cholera Secondary data from % reduction in
access to sustaina- ulation with access Target Population Methodology (field or AWD outbreaks in Government, UNICEF, cholera and AWD
ble WASH services to safely managed with access to safely survey). the Target Population WHO and other outbreak inci-
(Water Supply) to the drinking water ser- managed drinking in the previous WASH and Health dence in the Target
target population by vices or an improved water services or an Mid-Term, End-line 10 years or more actors/sources. Population
WASH infrastructure drinking water improved drinking Reviews, ‘Look Back’ (Incidence of
development. source (according to water source (ac- Studies. outbreaks) Clinical data from % reduction Cholera
context) cording to context) the target area if and AWD related
Scientific Sampling # of recorded cholera available. deaths in the
1.2 – % water sources 1.2 – % increase in Methodology (field or AWD deaths in the Target Population.
meeting national wa- water sources meet- survey). Target Population Red Cross and Red
ter quality standards ing national water in the previous ten Crescent cholera and % reduction in
in the target area quality standards in Mid-Term, End-line years or more reflect- AWD Emergency Re- scale of suspected
the target area Reviews, ‘Look Back’ ed in Case Fatality sponse Operational Cholera and AWD
Studies. Rate CFR. (Severity Reporting. cases in the Target
of outbreaks) Population.
Mid-Term, End-line
# of recorded Reviews, ‘Look Back’
suspected cholera Studies.
or AWD cases in the
Target Population
in the previous
ten years or more
(Scale of out-
breaks)
KPI 1: Increase 1.3 – % of Target Pop- 1.3 – % increase in Scientific Sampling Ditto Ditto Ditto
access to sustaina- ulation with access Target Population Methodology (field
ble WASH services safely managed san- with access to safely survey).
(Sanitation) to the itation services or to managed sanita-
target population by improved sanitation tion services or to Mid-Term, End-line
WASH infrastructure facilities (according improved sanitation Reviews, ‘Look Back’
development. to context) facilities (according Studies.
to context)
1.4 – % Target Scientific Sampling
Population with a 1.4 – % increase in Methodology (field
handwashing facility Target Population survey).
with soap and water with a handwashing
on premises facility with soap and
water on premises
14Output Base line Output Means of Outcome Means of Outcome
data at Project measured at Verification. Base line data Verification and measured at
inception End-Line at Project data collection End-Line and
Inception at Base line an 3 years beyond
End-Line. End-Line at
‘Look Back’
KPI 2: Target popula- 2.1 – % of Target 2.1 – % increase of Scientific Sampling Ditto Ditto Ditto
tion benefitting from Population with Target Population Methodology (field
public health and knowledge and with knowledge and surveys)
community- based awareness of cholera awareness of cholera
interventions and and AWD symptoms and AWD symptoms Knowledge Attitude
campaigns in cholera and common means and common means and Practices Survey
and AWD awareness of transmission of transmission
and mitigation. Secondary Data from
2.2 – % of Target 2.2 – % increase of Government, UNICEF,
Population familiar Target Population WHO and GTFCC.
with the importance familiar with the
of using safe drinking importance of using Mobile Phone based
water and storage, safe drinking water data collection
using latrines or and storage, using system
toilets and hand latrines or toilets
Household Surveys
washing at crucial and hand washing at
and Focus Group
times crucial times
Discussions.
2.3 – % of Target 2.3 – % increase of
Mid-Term, End-line
Population with Target Population
Reviews, ‘Look Back’
knowledge on the with knowledge on
Studies.
preparation and use the preparation and
of Oral Rehydration use of Oral Rehydra-
Red Cross/Red
Solution or Salts tion Solution or Salts
Crescent Volunteer
(ORS) (ORS)
Data Base.
2.4 – % of Target 2.4 – % increase of
Population with Target Population
knowledge of Oral with knowledge of
Cholera Vaccine Oral Cholera Vaccine
(OCV) (OCV)
2.5 – % of Population 2.5 – % increase of
willing to accept OCV Population willing to
if offered accept OCV if offered
2.6 – % of Target 2.6 – % increase of
Population having Target Population
received OCV in the having received OCV
last three years in the last five years
if they have been
2.7 – % of Target offered OCV
Population registered
and trained as Red 2.7 – % increase in
Cross or Red Cres- Target Population
cent health and/or registered and
WASH Volunteers trained as Red Cross
or Red Crescent
health and/or WASH
Volunteers
* WASH coverage target will be increasing the coverage at baseline (typically between 30
and 60% for water and sanitation access) to a minimum of 80% coverage for the whole
population at end line (year 5). Reaching that minimum 80% overall WASH coverage is
represented here by achieving 100% of the target in the table. Every effort will be made
to exceed that minimum target.
15X. GEOGRAPHICAL FOCUS
The Program is focused on the communities with the highest risks of
cholera and other diarrheal outbreaks. Off the 29 OIC countries recog-
nised as Cholera or AWD endemic that are targeted, a prioritisation
analysis, based on available data on magnitude and urgency of needs,
project readiness and country contexts, yielded a start up for 26 OIC
countries within the next 2 to 3 years.
* The list below is indicative and subject to final revisions upon field level appraisal of
initial project concepts.
16One WASH Projects for OIC Countries, Summary of Project
Concept Notes (PCN’s):
Region Country Project Contribution Proposed con- Total Proposed Proposed Number
Number from IFRC and tribution from Project Budget Inception of people
partners (20%) the One WASH USD Year (2020, targeted
in USD Fund (80%) in 2021 or
USD 2022)
Africa Benin 001 290,400 1,161,600 1,452,000 2020 48,400
Burkina Faso 002 1,200,000 4,800,000 6,000,000 2020 150,000
Cameroon 003 2,300,000 9,200,000 11,500,000 2020 300,000
Comoros 004 600,000 2,400,000 3,000,000 2020 85,700
Cote d’Ivoire 005 660,000 2,640,000 3,300,000 2021 83,000
Guinea (Conakry) 006 1,000,000 4,000,000 5,000,000 2021 120,000
Mali 007 2,128,000 8,512,000 10,640,000 2020 250,000
Mauritania 008 400,000 1,600,000 2,000,000 2021 65,000
Mozambique 009 3,000,000 12,000,000 15,000,000 2020 250,000
Niger 010 4,620,000 18,480,000 23,100,000 2020 1,500,000
Nigeria 011 (900,000)* 3,600,000 4,500,000 2021 120,000
Sierra Leone 012 1,600,000 6,400,000 8,000,000 2020 200,000
Somalia 013 1,500,000 6,000,000 7,500,000 2020 200,000
Sudan 014 1,090,000 4,360,000 5,450,000 2021 120,000
Tchad 015 1,217,600 4,870,400 6,088,000 2020 173,000
Togo 016 600,000 2,400,000 3,000,000 2020 75,000
Uganda 017 1,200,000 4,800,000 6,000,000 2020 150,000
Asia/Pacific Afghanistan 018 1,000,000 4,000,000 5,000,000 2021 149,000
Bangladesh 019 1,026,375 4,105,500 5,131,875 2020 125,000
Pakistan 020 800,000 3,200,000 4,000,000 2021 120,000
Tajikistan 021 490,000 1,960,000 2,450,000 2020 70,000
MENA Algeria 022 1,000,000* 4,000,000 5,000,000 2021 80,000
Iraq 023 3,246,096 12,984,384 16,230,48 2020 350,000
Libya 024 2,000,000* 8,000,000 10,000,000 2022 120,000
Syria 025 9,936,590 39,746,360 49,682,950 2020 1,500,000
Yemen 026 2,000,000 8,000,000 10,000,000 2021 350,000
Total 45,805,061 183,220,244 229,025,305 — 6,754,100
USD USD USD Persons
* All figures remain provisional at present subject to further review.
17#ENDCHOLERA
CONTACTS
Mohamed Habib Ansari, Lead Strategist, IsDB – MAnsari@isdb.org
Mohamed Amine Hillal, Lead Alternative Development Finance, IsDB – MHillal@isdb.org
Ramya Gopalan, Global Innovation & Innovative Finance Coordinator, IFRC – ramya.gopalan@ifrc.org
Simon Meldrum, Investment Specialist, IFRC and British Red Cross – smeldrum@redcross.org.uk
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