This blog is written by Mercy Hinga, a Water and Sanitation Engineer.
Photo: Attending the International Water Association Sanitation Conference and Expo. Photo Credit: Merch Hinga, 2023
In the dynamic realm of Science, Technology, Engineering, and Mathematics (STEM), mentorship stands as a powerful catalyst in propelling the aspirations of Kenyan women in the water sector towards attaining Sustainable Development Goal 6 (SDG6) – safe water and sanitation for all. Across the continent, where opportunities in the sector remain uneven, mentoring emerges as a beacon of hope, connecting emerging talents with seasoned professionals towards increasing skilled and diverse talent in the water sector.
A significant challenge faced by African women in STEM within the water and sanitation sector is the scarcity of role models and avenues for skill development. Imagine being a young engineer without a senior female mentor to turn to for guidance? This absence profoundly impacts motivation and career aspirations. This encounter motivated me to coordinate numerous meetings connecting a senior female engineer with my fellow graduate female colleagues, offering a platform for connection, guidance, and access to resources that would otherwise remain out of reach.
The impact of mentorship extends beyond personal growth; it shapes the future of STEM in Africa and communities at large. Drawing from personal experience in the Rural Water Supply Network (RWSN) mentorship program, my trajectory was transformed. This mentorship not only encouraged further education but also led to the prestigious Chevening Scholarship, shaping my career advancement. Furthermore, participating in the mentorship project Mentoring future women graduates in STEM in Africa implemented by the University of Plymouth and funded by the Royal Academy of Engineering (RAE) has played a crucial role in shaping my career aspirations in leadership and management. This has been achieved through engaging sessions with my mentor and fellow participants in the program.
While there has been tremendous improvement in the inclusion of women in water utilities, consulting firms, research institutions, and NGOs, it’s crucial to acknowledge that the glass ceiling has not yet been shattered. For instance, less than one in five water workers are women, according to new research by the World Bank’s Water Global Practice. Women are also underrepresented in technical and managerial positions where, in sampled utilities, on average only 23 percent of licensed engineers are women. This is contributing to an ongoing deficiency in the representation of women in both the expansion and leadership aspects of the field. More women need to secure seats at the table where decisions are made to ensure that diverse perspectives shape the future of the water and sanitation sector.
Mentorship plays a pivotal role in breaking barriers, extending its reach from low cadres to mid-level and management positions. To truly shatter the glass ceiling, mentorship programs should not only focus on professional development but also advocate for a conducive work-life balance. It is essential to empower women to enjoy what they do in the sector, fostering an environment where their contributions are not only recognized but also celebrated.
In my opinion, mentorship initiatives should extend beyond traditional hierarchies, creating networks where women can learn from each other at all levels. Establishing women’s networks within the sector provides a platform for sharing experiences, insights, and strategies to navigate challenges. These networks become invaluable sources of support, fostering a sense of community and mutual empowerment.
In conclusion, let us recognize mentorship as a powerful catalyst propelling African women’s engagement and success in the water and sanitation sector. Just as the proverb “it takes a village to raise a child” signifies collective support in nurturing future generations, supporting African women in the water and sanitation sector demands a collective effort. I believe that it is crucial for existing systems to champion and support the talents of women in STEM, fostering an environment where their contributions are not just acknowledged but celebrated, driving progress and innovation in these critical fields.
Mercy Hinga is a Water and Sanitation Engineer specializing in WASH Projects business models and financing. She is also a mentee with the Mentoring future women graduates in STEM in Africa project by the University of Plymouth and funded by Royal Engineering Academy UK.
This is a guest blog by RWSN mentee Margret Mwanza and RWSN mentor Esther Shaylor.
My name is Margret Mwanza, a Zambian who recently completed her Master of Science in Advanced Water Management from Cranfield University in the United Kingdom. As a young professional in the international water and environment sector, I became a member of the Rural Water Supply Network (RWSN) at the start of my MSc program and eventually, I came across the RWSN Mentorship Programme, a journey I embarked on in May 2023. At that point, I was eager to grow in the water sector and expand my professional network. I was interested in the prospect of being paired with a mentor who could guide me in job hunting, networking, career progression, and project management.
I sought to be paired with Esther Shaylor, an Innovation Manager for the UNICEF Sustainable WASH Innovation Hub in Denmark. She has always been a distinguished water and sanitation engineer and a published researcher. Her record in designing and implementing innovative solutions to WASH challenges in resource-poor environments and her systems thinking and people skills made her an ideal mentor for my aspirations.
Our mentorship journey began with a focus on networking. Esther encouraged me to proactively seek opportunities to connect with industry leaders and professionals by utilising platforms such as LinkedIn, participate in events under RWSN, my University, and membership bodies like CIWEM, and IWA, and be on the lookout for events in the industry that would provide this opportunity. The interactions I got from these recommendations not only broadened my professional network but also opened doors to new and exciting opportunities within the sector.
The quest for a fulfilling career in the water sector can be daunting for early-career professionals. My mentor played a crucial role in guiding me through my research thesis by suggesting valuable blogs, such as Ian Ross’s insights on the economics of water, sanitation, and hygiene (WASH) services. Additionally, she assisted me in identifying work and learning opportunities through platforms like Josh Water Jobs and making effective use of LinkedIn connections. To strengthen my professional profile, she suggested I actively participate in CV and cover letter reviews by tapping into the resources offered by the university careers office and seeking input from HR professionals in my previous workplaces. This was coupled with enhancing my branding on various social media platforms, applying the STAR method to articulate my skills and experiences effectively and diligently following up on unsuccessful applications and interviews. Her insights were influential in helping me navigate the competitive job market with confidence.
My mentor was key in helping me define my career goals and develop a strategic plan for professional advancement and career progression. Through honest discussions, we defined areas for personal and professional development and explored potential career paths within both the UK and international water sector. Her guidance enabled me to envision my career path and set achievable goals for achieving professional objectives. Having previously worked on projects in the international WASH sector, my mentor provided some useful tips in project planning, stakeholder engagement, resource allocation, and monitoring and evaluation. These insights equipped me with practical tools and techniques applicable to future projects in the WASH sector. She also advised me to seek training and learning opportunities that would intensify this skill.
What stood out about Esther was her genuine interest in understanding my life beyond the professional and academic boundaries. She always encouraged me to maintain a social life, make friends, explore the UK, embrace different cultures, find my niche, and take each day as it came. This integrated approach contributed to a more balanced and fulfilling career journey.
As I embark on the next chapter of my career, I carry with me the priceless guidance my mentor rendered to me through the RWSN Mentorship Programme. I am confident that these experiences will serve as a compass, guiding me toward a fulfilling and impactful career in the water sector. The program, timed perfectly with my academic journey, provided the guidance needed to complete my thesis research, complete my MSc program, and secure a job in the industry. The RWSN Mentorship Programme stands as evidence of the transformative power of mentorship in personal and professional development. This has been a journey of growth, learning, and empowerment.
To join RWSN and be informed about the next round of the mentoring programme, please sign up here.
This is a guest blog by RWSN mentee Arra Clarize Jose and RWSN mentor Aline Saraiva Okello, Ph.D.
Overview
I discovered RWSN Mentoring Program as I was browsing career enhancement opportunities online. As a professional with humble experience in the water sector and in the early stage of my career, I always wanted to find a mentor who can help me navigate my profession and share experiences. It was quite difficult at the start of the mentoring program as some of the mentors were already committed to other mentees. The mentee pool is relatively huge but luckily, I connected with Aline, a fellow water professional in the program. The mentoring program unfolded over a six-month duration, focusing on cultivating expertise in water management and engineering, social and management skills, career path guidance, and network building. The agreed-upon mentoring activities were executed within a structured framework that catered to monthly meetings and specific objectives aimed at achieving learning goals.
Learning Goals
We identified the following learning objectives:
Seeking counsel on career paths:
Humanitarian/fieldwork for WASH
Policy and governance concerning climate change and water
Pursuing academia (Master’s Degree)
Building a robust professional network within these domains.
Balancing career and life as a young expert
Mentoring Experience
Aline was the perfect mentor for me as she can relate to my experience. In this career stage, professionals like us are usually thinking about different paths we want to pursue, and with multiple milestones we plan to achieve, we end up being overwhelmed. In reality, such urge and energy to achieve goals may be exhausting and even daunting at times. We shared similar experiences, which made her guidance more relatable and valuable.
Navigating this stage of our careers often feels like juggling multiple possibilities, each with its own set of challenges. Aline’s insights helped me make sense of this complexity. She understood the struggle of balancing aspirations with the practicalities of achieving them.
The mentoring journey with Aline wasn’t just about setting targets and reaching them; it was about finding a balance. She emphasized the importance of pacing oneself, taking one step at a time, and ensuring that the pursuit of goals doesn’t overshadow personal well-being. At the same time, proper planning and diversion of priorities should also be taken into consideration especially when some things are not progressing according to plans and expectations.
Aline’s support and advice highlighted the significance of taking breaks, reassessing priorities, and acknowledging that it’s alright to adjust our plans as we go along. Her wisdom provided a much-needed perspective shift, reminding me that success isn’t solely measured by reaching milestones but also by finding fulfillment and balance in the journey.
The mentoring journey under Aline’s guidance wasn’t merely about professional growth; it was a holistic approach, acknowledging that our careers are only one aspect of our lives. It encouraged a reflection on self-care, personal values, and the importance of staying connected to what truly matters amid the pursuit of career goals.
Outcomes and Progress
The outcomes of the mentoring program are evident, some are listed below:
During the program, I was actively applying for some jobs and scholarships that could open opportunities for me. Noteworthy highlights included the mentor’s insights into CV enhancement and LinkedIn profile refinement, which helped me land some offers from organizations I applied.
I was able to access opportunities/forums such as World Water Week and MOOC courses that helped me increase my knowledge in the water sector.
Learning about taking breaks, reassessing priorities, and being flexible in plans. This shift in perspective highlighted that success isn’t just about milestones but also about finding fulfillment in the journey.
My mentor expressed satisfaction and enthusiasm for our collaborative achievement of all our goals.
In summary, the RWSN mentoring program proved to be highly engaging, educational, interactive, and well-coordinated. Our gratitude extends to the organizers and sponsors for providing this valuable platform.
About the mentee and mentor
Arra Clarize Jose is a chartered civil engineer based in the Philippines, a former Water and Habitat Engineer of International Committee of the Red Cross and currently part of the UK-Med WASH Engineer Register Team. Her professional interests are centered on water engineering and her commitment to WASH (Water, Sanitation, and Hygiene) initiatives reflects her dedication to improving livelihoods and fostering resilient communities, showcasing her as a proactive force in the field of civil engineering and humanitarian aid.
Aline Saraiva Okello is a water expert, with a PhD and MSc in Hydrology and Water Resources from IHE/TU-Delft, Netherlands. Aline is Mozambican, currently living in Kenya, and has a wide experience in consulting, research and entrepreneur capacity in the water sector ranging from water resources management to water supply and sanitation, in both urban and rural spaces. Aline works as the global network manager of the Rural Water Supply Network (RWSN), hosted by the Skat Foundation (Switzerland) and as a short-term consultant to the World Bank Water East Africa Region Practice (Mozambique).
To join RWSN and be informed about the next round of the mentoring programme, please sign up here.
Ceci est un blog d’une mentorée de RWSN, Awa DIAGNE, et d’un mentor de RWSN, Yves Etienne RAKOTOARISON.
Présentation de la mentorée
Je me nomme Awa Diagne, de nationalité sénégalaise. Je suis actuellement doctorante en première année de thèse à l’université Cheikh Anta Diop de Dakar au Sénégal. J’ai fait une licence en géologie et je me suis spécialisée en hydrogéologie depuis ma première année de Master. Mes recherches ont débuté en 2021 dans le cadre de mon mémoire de Master dont le sujet portait sur l’évaluation du risque sur la santé des teneurs en nitrates et en fluor des eaux souterraines dans les régions de Mbour et Fatick. Actuellement en 2023, mes travaux de thèse sont en cours avec comme sujet de recherche : « Evaluation de la salinité et de la paléo salinité du système aquifère intermédiaire du Paléocène et de l’Eocène dans la zone centrale du bassin arachidier par l’utilisation d’outils isotopique chimique et hydrodynamique dans les régions de Fatick, Thiès, Diourbel et Louga. ». Il s’inscrit dans le cadre d’un projet d’études scientifiques « RAF 7021 » de la Direction de la Gestion et de la Planification des Ressources en Eau du Sénégal (DGPRE) avec l’appui de l’Agence Internationale de l’Energie Atomique (AIEA). Durant mon cursus universitaire, j’ai eu à faire pas mal de formations en ligne et en présentiel et assisté à des colloques universitaires.
Présentation du mentor
Mr Yves Etienne Rakotoarison est un coordonnateur national de projet à RWSN avec plus de 20 ans d’expérience dans le secteur WASH de Madagascar. Pendant 4 ans, avec une équipe de 20 personnes, il a pu aider plus de 700 villages à arrêter la défécation à l’air libre. Il a débuté comme Chef de Projet et occupé le poste de Coordinateur National de Département Wash pour un ONG international pendant 5 ans. Il possède des expériences solides en assainissement en milieu rural et urbain, des projets d’adduction d’eau potable dans différentes zones et surtout dans des zones arides. Il est un pionnier dans l’adoption des solutions innovantes pour faire face au changement climatique.
Pourquoi et comment j’ai intégré le programme de mentorat du RWSN en tant que mentorée ?
Etant jeune chercheure dans le domaine de l’eau et de l’assainissement, j’ai toujours cherché à agrandir mes connaissances dans ce secteur. J’avais besoin d’une personne plus expérimentée que moi avec qui je pourrais échanger. Etant également membre du RWSN, j’ai eu la chance de tomber sur ce programme de mentorat dont les objectifs répondent à mes besoins. J’ai donc suivi le processus pour trouver un mentor au niveau de la plateforme PushFar. Dans un premier temps j’ai pu avoir un mentor qui me correspondait mais qui, malheureusement, était très souvent en voyage et indisponible. Grâce au soutien du secrétariat du RWSN, j’ai pu avoir de nouveau un autre mentor : Mr Yves Etienne Rakotoarison.
Déroulement du mentorat
Après avoir pris contact avec Mr Yves, j’ai établi un calendrier d’activités contenant les jours des réunions ainsi que les thèmes à aborder à savoir : Améliorer mon CV, maitriser le travail de terrain, comprendre davantage le système d’approvisionnement en eau potable en milieu urbain et rural, comprendre comment améliorer l’accès à une eau de bonne qualité aux populations des zones rurales, comprendre comment améliorer les systèmes d’assainissement en milieu urbain et rural, savoir comment entreprendre un projet dans le secteur de l’eau, évaluation et suivi d’un projet dans le secteur WASH, aborder une thèse de manière efficiente, pouvoir allier un travail ou un stage et la rédaction d’une thèse de doctorat, développer mon réseau professionnel, gagner de l’expérience dans le secteur WASH, avoir une bonne stratégie de communication. Nos échanges se faisaient par appels vidéo sur l’application « WhatsApp » car jugé plus flexible pour nous. Par soucis de disponibilité, nous avons eu à faire jusque-là que 2 réunions au cours desquels j’ai pu tirer le maximum de conseils et connaissances. Néanmoins, nous comptons poursuivre le mentorat après la fermeture de ce programme.
Dates et durée des réunions
Objectifs et ordre du jour
Réalisations
05 août 2023 1 heure
Prise de contact et établissement du calendrier des activités à mener
Présentation du mentor et de la mentorée (parcours professionnels)Disponibilité et fréquence des réunionsPartage de documents (articles scientifiques)
02 Sept 2023 32 mins
Aborder une thèse
Partage de documents (astuces pour bien gérer son temps, exemples et méthodes de gestion du temps, efficience et efficacité au travail, conseils pour rédiger sa thèse)ConseilsComment bien interagir avec mes encadreurs
Conclusions tirées du programme de mentorat
Ce programme de mentorat a été intéressant pour moi dans le sens où j’ai pu bénéficier de précieux conseils de la part de mon mentor. Les documents et articles qu’il a partagés avec moi me permettront respectivement de connaitre les astuces pour mener de manière efficace et efficiente ma thèse et d’enrichir ma documentation.
Je tiens à remercier chaleureusement Mr Yves pour sa disponibilité, sa gentillesse et sa bienveillance envers ma personne et espère qu’on pourra poursuivre nos séances de mentorat.
Merci également au RWSN de nous avoir offert ce programme.
Mentoring plays an important role in the Global Water Center’s (GWC) strategy to offer ongoing support to our clients. We know that training is just the first step in learning new knowledge and skills. To consolidate new competencies, ongoing support is necessary. Mentors are well placed to provide this support.
This year, GWC trialed a new strategy to support the graduates of our solar powered water systems (SPWS) training: we paired with the Rural Water Supply Network’s (RWSN) Mentoring Program, to offer SPWS alumni mentoring support. We also supported RWSN’s general mentoring stream, so they could extend it to a broader pool of WASH professionals.
As part of these activities, I had the privilege of becoming a mentor to three mentees, from very different corners of the world: India, Côte d’Ivoire, and Switzerland. I believe I learned more from my mentees than they likely learned from me!
I met with the mentees once or twice per month over the last six months. During our exchange, I reviewed my mentees resume, journal submissions, and even a PhD application. We discussed behaviour change and educational theories and considered innovative approaches to their work. From them I learned about a range of topics from measuring the transfer of agrochemicals into groundwater to involving communities in groundwater recharge initiatives. I also discovered new WASH organizations and initiatives.
The beauty of these relationships is that they evolved according to the mentees’ needs. No two meetings were the same, and each meeting brought out new learning and ideas. I also formed a strong relationship with three people I would not have met otherwise, and I’m confident we will continue to support one another in our professional journeys moving forward.
In the coming months we will share the evaluation from the SPWS stream of the mentoring program. For now, I believe that the mentees from this stream of the program gained at least as much as I did from the program.
Interested in becoming a mentor or mentee yourself? Considering signing up for RWSN’s mentoring program. Details of next year’s program will be released in early 2024.
This is a guest blog by RWSN mentee Beatrice Kyomuhendo (Uganda) and RWSN mentor Eng. Cornelius Mpesi (Malawi) who took part in the 2023 RWSN Mentoring Programme.
Mentee’s Thoughts
My name is Beatrice Kyomuhendo, I am a WASH Technical Assistant at The Water Trust in Uganda. The Water Trust is an organization that aims at empowering the poorest rural communities in Uganda by providing clean water and healthy homes for children and their families to thrive.
I found out about RWSN through my supervisor Mr. Enock Obwon Gmuipe who shared information about the RWSN Mentoring Programme. After filling out the application, not knowing what exactly the outcome was going to be, I received an email from Eng. Cornelius Mpesi requesting to be my mentor.
Eng. Cornelius Mpesi is a mechanical and water engineer registered with the Malawi Engineering Institution (MEI) and working with Water Mission. I went through his profile, and I was very surprised at how someone willingly offers to share their knowledge at zero cost. I accepted the request, and we scheduled our first meeting. During the first meeting, we set our targets, objectives, expectations, mode of communication, convenient time for meetings and also signed the mentoring agreement. We were the first mentor and mentee to sign the mentoring agreement.
The most interesting bit of this mentoring programme is that, at the time, we were starting on our first piped water project as an organization and Eng. Cornelius was of great help to me throughout the whole project. The first assignment he gave me was to pick coordinates from our proposed source and where we planned to construct the public stand posts. This is what we used during our classes on Google Earth and EPANET. He took me through pump sizing and solar sizing basing on our project. This made work so interesting as I was always eager to go to the field and practice what we discussed in our previous classes and would also be eager to get back to my mentor with feedback on what transpired in the field.
Eng. Cornelius has encouraged me to register with the Uganda Institution of Professional Engineers (UIPE) and helped me appreciate and utilize LinkedIn to its full capacity.
I see many benefits in my experience with the RWSN Mentoring Programme:
Gained skills in solar sizing, pump sizing
Learned to use Google Earth and EPANET
Appreciated the use of LinkedIn
Was encouraged join the UIPE.
RWSN Mentor Eng. Cornelius Mpesi
Mentor’s Thoughts
I saw the call for mentors and mentees on RWSN LindedIn page since I am a frequent user. I quickly signed up, and as I was searching for profiles of people with similar interests in my field, Beatrice’s profile sparked my interest. I looked through it and thought to myself that there is an opportunity for me to share the little I know with someone who is eager to learn. We linked up and had our first meeting to discuss the areas in which I could help. We communicated frequently through various platforms like WhatsApp, Google Meet and Emails. From the interactions we had, I saw someone who is willing to learn and is very inquisitive. Sometimes she would nudge me with a bunch of questions which I am glad I was able to answer and assist with. This experience helped me to be a better tutor. Knowing something is one thing, but knowing how to explain it to someone so they understand it, is a totally different thing altogether. I am glad I was able to help Beatrice shape her career, and I have no doubt she will take off and keep soaring higher.
To join RWSN and be informed about the next round of the mentoring programme, please sign up here.
This is a guest blog by RWSN mentee RAKOTOARIMANANA ZY Harifidy and RWSN mentor Sean Furey who took part in the 2023 RWSN Mentoring Programme.
Who am I?
My name is RAKOTOARIMANANA ZY Harifidy, from Madagascar. Currently, I am a Ph.D. candidate at the Interdisciplinary Center for River Basin Environment (ICRE), University of Yamanashi in Japan. My research focuses on water resources assessment of the Major River Basins in Madagascar (MRBM) in the context of global change. Before coming to Japan, I worked for an NGO involved in the water, sanitation, and hygiene (WASH) sector in Madagascar.
What is the Rural Water Supply Network (RWSN) Mentoring Programme?
I first learned about this program on my LinkedIn while I was searching for a mentorship or fellowship opportunity in the WASH sector. It turned out to be the RWSN Mentoring Programme, which enables professionals in the WASH sector to collaborate, advance their careers, and learn from one another. This program specifically supports mentees who are starting their careers or going through career transitions. It is important to note that this program is free and open to the public for a duration of 6 months. Thanks to the Pushfar platform, I could easily schedule appointment slots, monitor the progress of my mentoring relationship, and engage in online conversations with my mentor. For more information, please visit this website.
How was my experience as a mentee?
My journey as a mentee began when I found Sean Furey, the Director of RWSN Secretariat through the PushFar platform and he accepted my request on 15 May 2023. I am grateful and honored to have him as my mentor. I was in my second year of my doctoral program, uncertain about my next steps, and in need of direction. Therefore, Sean became the guiding hand I was looking for.
My objectives for joining this program were to receive feedback about my research project and to learn from my mentor’s experience and expertise in the WASH sector. I also want to improve my communication skills, particularly in presenting research findings and networking. I would like to get some advice on my future career development. These are my goals from this mentoring process.
During my mentorship, we had five one-on-one meetings scheduled once a month for 1 hour. Sean shared his experience and knowledge about the WASH sector with me. I have learned from his insights and perspectives.
9 June 2023: During our first conversation, I talked about my goals and my expectations for the mentorship program. Upon Sean’s introduction, I was greatly inspired by his professional journey in the WASH sector, which I found to be particularly motivating for young people like me. Since I was uncertain about my post-graduation plans, Sean elucidated various career options for Ph.D. students. He asked about my dream job, which I regarded as a pivotal factor in selecting my career path. He also provided insights and comments related to my research.
23 June 2023: I rehearsed my presentation for the SWAT conference in Denmark alongside Sean. As this marked my first experience at an international conference, I felt somewhat anxious and had concerns about my proficiency in English. Sean provided constructive feedback on how to effectively communicate my research findings to a non-academic audience, offering valuable tips and guidance to enhance my presentation slides for better audience comprehension. Thanks to his advice, my conference presentation was successful. Importantly, I honed both my presentation and networking abilities in the process.
11 August 2023: Sean reviewed my CV and provided valuable guidance for proactive job hunting. He recommended that I prepare two distinct versions of my CV. One focused on my academic achievements, including qualifications, grants, fellowships, awards, research experience, and publications; and the other was tailored for a professional context, emphasizing work experience, responsibilities, deliverables, evidence of teamwork, and engagement within and outside the organization. Sean also emphasized the importance of including a brief motivational paragraph in my CV. Furthermore, he connected me with some amazing African women in the WASH sector so I could look at their career paths.
15 September 2023: We focused on the review and completion of my CV. Sean provided guidance on writing a cover letter and preparing for job interviews. Moreover, he shared his own experiences, including insights from his initial interview and how he secured the job. He recommended that I practice with my friends and lab mates. An additional advantage of having Sean as my mentor is the opportunity to improve my English language skills by conversing with a native speaker.
14 November 2023: In our last meeting, we talked about the results of the mentorship program and exchanged feedback. During this mentorship, I joined the RWSN Young Professionals which is an interesting platform for networking and receiving information about events, seminars, and job opportunities in the WASH sector. I was happy that I joined this program and I decided to keep in contact with my mentor through LinkedIn.
Overall, this mentorship program is a valuable journey for me. I strongly recommend this program to every Ph.D. student and young professional in the WASH sector, who wants to shape their career and personal development. I believe that my participation in this program would have a positive impact on my future career. I forged a strong international contact network. I sincerely thank my mentor, Sean Furey, for his advice, tutelage, and precious time during the program. I am also grateful to the RWSN Secretariat for their support since the beginning of the mentoring program.
My Mentor`s comment
Zy Harifidy Rakotoarimanana is a promising Ph.D. student who is quietly confident and determined to achieve her goals of working for an international organization in a water resource role. Our mentoring calls helpfully focused on specific topics that she chose. Over the course of the mentoring meetings, we explored her career ideas, aspirations, and some possible pathways. Working together on her presentation and CV helped her think about how to communicate clearly to different audiences about herself and her expertise and work. Being in her second year of Ph.D. she still has time to explore and reflect on what she wants from a career, and I encourage her to be brave and persistent! I will be following her career with interest.
To join RWSN and be informed about the next round of the mentoring programme, please sign up here.
Photo: Lumino Containarised Water Project in Kakamega County, Kenya financed on PPP at US$765,000 serving 8,000 Households
Water has a profound bearing on health, human dignity. Inequalities in access to safe rural drinking as an input for economic growth towards alleviating poverty reinforce wider inequalities in opportunities. This blog explores the economic significance of improved water access, its role as a fundamental input for economic growth, and the challenges faced by Kakamega County’s rural water sector.
A Well Governed and Effective Rural Water Sector has Potential to Spur its Economic Growth and Alleviate Poverty Levels
Systemic Challenges in Kakamega’s Rural Water Functionality in the year 2012
Overall and nationally, the strategy for Socially Responsible Commercialisation (SRC) as pioneered by the Water Act of 2002 was successful in urban and peri-urban areas in Kenya but the concept dismally realised its potential in the rural areas where service provision areas are small, water coverage, usage and willingness to pay is low. Towards addressing the challenge, the Community Based Management Model was rolled out with an objective of empowering communities towards enhancing sustainability. There are few cases of the success of the model, Kakamega County faced the following challenges:
Rural Water Knowledge Gap: Kenya’s National Water Services Regulatory Board (WASREB) Impact Report 10 indicated that it is ‘not in a position to provide detailed information on rural areas with regards to rural water supply and sanitation coverage’. This information gap made it impossible to respond to key rural water indicators in Kakamega County and undermined assessing whether investments were translated to impact reflected in increased water coverage. This also explained why despite Kakamega County being predominantly rural, water sector investments were skewed towards the urban water sub-sector that had validated data.
Non-Functionality and Weak Management of Rural Water Supplies: A Water Point Mapping (WPM) Report by SNV Kenya in 2012 revealed that 59% of Kakamega water points had no professional manager. Those managed by voluntary Water Management Committees (WMCs) reported non-compliance, unaccountability and lack of skills in managing and operating the water supplies. This was worrying because in case of a breakdown, the water supplies stood a high risk of complete abandonment. Further 60% of residents in rural areas did not pay for water. The lack of consumer focus and incentives for private sector contributed to the inability to attract alternative financing support. The limited funds, when available from NGOs and public authorities, were depleted in maintenance with no or minimal resources available to expand services to un-served areas.
Equity and Inclusion: The WPM exposed a concern about fair budget allocation and distribution of infrastructure in rural areas. The poor purchased unreliable poor-quality water from vendors at higher rates compared to those with household connections. The glaring evidence that some areas had fewer safe water infrastructure was attributed to politics; areas that voted the government of the day had better allocations.
Understanding the importance of a resilient rural water sector in alleviating poverty sets the foundation for exploring innovative approaches and partnerships in the next blog of “Service Delivery Management Models, Good Political and Water Governance for Strong Rural Water Systems.”
About the author:
Euphresia Luseka is a Water Governance Specialist and Co-Lead of RWSN Leave No-One Behind Theme. She is a seasoned Expert with experience in leadership, strategy development, partnerships and management in WASH sector nationally, regionally and internationally. She has specialised in WASH Public Policy, Business Development Support Strategies and Institutional Strengthening of urban and rural WASH Institutions. Euphresia has several publications and research work in her field.
This is a guest blog by RWSN member Kirsten de Vette.
Capacity development plays a pivotal role in fostering sustainable progress towards ensuring availability and sustainable management of water and sanitation for all. This article presents several striking findings stemming from several recent capacity assessments and capacity development reviews I was involved in over the past three years. Tackling these issues will have transformative impact on the water, sanitation, and hygiene and development sectors, whilst the required effort is expected to be relatively low.
Photo 1: WASHPaLS#2: Focus Group Discussion Jigawa Nigeria. Photo credit Nanpet Chuktu
Finding 1: There is misalignment on what capacity means
There are diverse definitions and interpretations of this concept, which can impede effective implementation of interventions. Some speak of institutional capacity (enabling environment and organizational capacity), others speak about individual capacity (skills, competencies, abilities), and others only address the organizational capacity (knowledge management, leadership, systems etc) itself. This has a knock-on effect on what capacity development means. For some it is simply looking at the education of new professionals (i.e. TVET, universities). Others only equate the term capacity development with training, and others may indicate it is strengthening institutions (i.e. systems, policies etc.).
Very few stakeholders interviewed incorporate all four levels of capacity (enabling environment, organizational, individual, and society)[1] in their thinking. Many even seem to neglect the broader issues affecting capacity, such as workforce development and sustainable employment.
On top of this the terms capacity – building, – development and – strengthening are now used interchangeably to describe the process of increasing capacities. In academic literature the first two are explored and do in fact mean something different. The third is used by some to overcome a certain level of tension on the terminology inherited from the history of capacity development (will be described in following blog).
To address this, we need to develop a common understanding among stakeholders in water, sanitation, and or hygiene (perhaps broaden to include all development work) on what capacity means, and what effective capacity development then entails. This will create a solid foundation for future endeavours and collaboration.
Photo 2: WASHPaLS#2: Field visit Bihar India. Photo credit: Anand Shekhar
Finding 2: Addressing the Job Shortage Dilemma
Strengthening capacity and education alone may not be sufficient if there is a lack of suitable job opportunities. While the importance and shortages of human resources have been identified (IWA, 2014; GLAAS 2012/ 2014/ 2017/ 2022; World Water Development Report, 2016; forthcoming USAID WASHPals#2), the existence or development of corresponding employment opportunities cannot be guaranteed.
The labor market, especially for rural sanitation, is largely reliant on (I)NGOs, or Development partners, who are normally in place on project basis. Where positions are present in the public sector, they are shared with other responsibilities (e.g. water, solid waste, building & constructions and or others) that are of higher priority. The positions in the informal private sector are dependent on demand (and or projects) and often do not (yet) guarantee full-time employment in the long run.
To address this, we need to address sustainable employment, and create avenues for career growth in the sectors. This can be supported by raising awareness about the need for job creation (and investment), but also by developing the proper policies, mandates and incentives that justify stakeholders to create the needed jobs.
Finding 3: Coordination and Communication gaps
There is insufficient coordination and communication among capacity development providers, development partners, and sector actors. The education sector often struggles to meet the needs of the WASH sector, while the sector itself is unable to effectively communicate its requirements. It was also highlighted by several key informant interviews in country studies that INGOs/ development partners working at country level often fail to coordinate (all of) their capacity development efforts (the forthcoming USAID WASHPaLS #2). This results in overlapping interventions in certain regions while leaving others with inadequate support.
We need to make capacity development a collaborative endeavour. By integrating capacity development (jointly defined as per finding one) and in particular workforce development into the narrative, and into the national review meetings and or Water, Sanitation and or Hygiene plans. But also, by developing a platform for stakeholders to engage in dialogues and share insights on how to develop the needed workforce and supporting structures to deliver the country’s plans. By fostering collaboration and shared responsibility, we can harness the collective expertise and resources to enhance capacity development outcomes.
Finding 4: Persistent challenges in capacity development efforts
Beyond, the higher-level findings (1-3), there are also persistent challenges in capacity development interventions themselves. The most important ones are:
Mismatch supply and demand: This can be caused by focus on what supply has on offer rather than soliciting what the audiences need.
Time Constraints and Limited Application: Capacity development initiatives often fall short in allocating sufficient time for participants to fully engage in the learning process and apply acquired knowledge to their work. This issue is compounded when training or workshops disrupt regular duties, compelling participants to tackle additional workload.
Narrow Focus and Overemphasis on Training: Capacity development is still frequently equated solely with training. This neglects other ways of (adult) learning that have already been recognized by the education sector and (adult) learning specialists. This limited perspective also fails to address broader aspects such as organizational structures, enabling environments, and societal factors that significantly influence capacity development outcomes.
One-Size-Fits-All Approach: Many capacity development efforts suffer from a lack of consideration for the diverse target audiences involved, including politicians, managers, and technicians. Recognizing the unique interests, needs, and learner preferences of each group is pivotal in designing tailored interventions that foster meaningful impact.
Unidirectional Learning: Traditional capacity development activities often fail to harness the valuable expertise and input of participants. By disregarding the insights of practitioners and experts during the design and implementation of programs, the potential for an inclusive and collaborative learning environment is undermined.
Lack of (long-term) capacity development strategy: Many capacity development efforts lack a comprehensive strategy (also referred to as design) capturing the outcomes, outputs, objectives, audiences, learning methods approaches, actions at the four levels of capacity, and evaluation of the intervention. In addition, and relevant for our sectors with high turnover rates, is strategizing for the retention and utilization of acquired learning and knowledge through knowledge management practices.
Insufficient Knowledge of Effective Practices: A lack of information on successful but also failing capacity development practices poses a significant challenge to the advancement of this field. Collecting data on impact and application is essential to identify and share evidence-based strategies, enabling continuous improvement and enhanced effectiveness.
Every capacity development intervention needs to check these points and address them accordingly.
Guiding Principles for Effective Capacity Development:
Building upon the identified four challenges there is a need for overarching guiding principles for effective capacity development.
Time and Application: Allow sufficient time for learning and provide opportunities for participants to apply their knowledge in their work. Consider local governance, mandates, and roles to minimize disruptions and extra workload.
Holistic Approach: Expand the scope of capacity development to address multiple levels of capacity, including individual, organizational, enabling environment, and society. Incorporate diverse learning methods, such as peer-to-peer interactions, virtual tours, mentoring, communities of practice, and working groups.
Tailored Solutions: Recognize the unique interests, needs, and approaches of different target audiences. Develop customized capacity development activities that align with specific requirements.
Engage Specialists: Involve practitioners and experts in the design and implementation of capacity development programs. Their expertise will ensure a comprehensive design that considers different audiences, learning methods, and impact measurement.
Inclusive Learning Environment: Value the input and expertise of participants to create an inclusive and collaborative learning environment.
Evidence-based Approach: Emphasize the importance of measuring impact and collecting effective capacity development practices. This data-driven approach enables continuous improvement and knowledge sharing.
Learning Mindset: Foster a culture of sharing experiences, success stories, failures and lessons learned to encourage ongoing learning and adaptation
Photo 4: WASHPaLS#2: Focus Group Discussions, Bihar India. Photo credit Anand Shekhar
By embracing these guiding principles, stakeholders involved in capacity development can address common errors and enhance the effectiveness of interventions in the water, sanitation, and hygiene sectors. Collaboration, coordination, and a shared vision are paramount in creating sustainable solutions and achieving meaningful impact. Let us, as water professionals and international development professionals, strive for innovative and context-specific approaches to capacity development that foster lasting change.
Do you have additional thoughts, ideas, or guiding principles to add? Reach out to me
UNDP, 2008. Capacity Assessment Methodology User’s Guide. [online] Available at: [Accessed 23 February 2021]
About the author: Kirsten de Vette is independent consultant and facilitator working in water, sanitation, and hygiene (related) sectors for over 13.5 years. She is a sociologist with business background who connects people, facilitates knowledge and expertise exchange, facilitates partnerships, collaboration and or change processes and facilitates capacity assessment/ development. Her expertise is in capacity development, stakeholder engagement & facilitation of change processes and learning.
She wrote this blog to share recurring findings across her recent projects in the hope that it may support action in the future. The type of projects this blog is based on is 1) coordinating (or facilitated) the undertaking of capacity assessments at organizational, national and global level and 2) reviewing capacity development efforts (2020-2023). Over 300 grey and white paper reports were reviewed across these projects, 150 people directly interviewed, and 6 country capacity assessments coordinated (with 350 people). The author wants to thank WaterAid and Tetra Tech under USAID WASHPaLS #2 for these assignments and their openness for the findings to be re-used. To take these learnings forward, she will be approaching key actors in the water, sanitation and hygiene sector to engage on these capacity development principles, and will write follow-up blogs. Stay tuned on her website and on linkedin
This blog is based on the Accountability for Water action and research programme funded by the William and Flora Hewlett Foundation and managed by the Partnership For African Social and Governance Research (PASGR), supported by Water Witness International, KEWASNET and Shahidi Wa Maji. The full webinar summary is available here.
On 15th December 2022, a global webinar was held to discuss the critical importance of accountability for water. During the webinar, a partnership of organizations led by PASGR and Water Witness presented the findings of their Accountability for Water research program, which aimed to identify specific actions to strengthen accountability in different contexts. The programme partners involved in the research include KEWASNET, Shahidi Wa Maji, WaterAid, Water Integrity Network,End Water Poverty, IRC, and World Bank. Dr Pauline Ngimwa and Dr Muthio Nzau of PASGR introduced the webinar.
Dr Tim Brewer of Water Witness gave an overview of the research programme which started with the global review of evidence carried out in 2019-2020. According to this review, 80% of the research papers on accountability found that interventions contributed to improved water, sanitation and hygiene (WASH) services and water resource management (WRM). Common lessons emerged with clear recommendations for action by governments, civil society, donors and others. While a key lesson is that accountability is context specific, an analytical framework based on the “5 Rs of accountability” can be used to identify specific challenges and opportunities within this framework – the ability to review, explain, and report performance against rules, responsibilities, and obligations, and to react constructively to improve performance through sanctions, incentives, or corrective measures.
The review identified a series of knowledge gaps and questions, including gender, donors, government responsiveness, measurement, and civic space. Based on this analysis, 14 Professional Research Fellows (PRF) working in the water sector in Ethiopia, Kenya, Tanzania, Zambia, Liberia, and Zimbabwe from a range of government, civil society and academic institutions investigated accountability issues in their own contexts. The full list of research topics and researchers is at the bottom of this blog.
The following key takeaways for governments, civil society organizations (CSOs), and donors were drawn from a compilation of recommendations from the research projects .Presenters included Dr Firehiwot Sintayehu (Addis Ababa University); Eunice Kivuva (CESPAD); Chitimbwa Chifunda (WaterAid Zambia), The full list of research topics and researchers at the end of this blog demonstrates the depth and breadth of evidence underlying these recommendations .
Three key takeaways for governments
Laws, policies and accountability mechanisms are essential to support accountability. However, lack of clarity and consistency between sectors and levels, a lack of knowledge and capacity about the laws and mechanisms, and weak enforcement often undermine these. Therefore, the key recommendations are to:
Harmonise, strengthen, and execute laws and policies for water resources and WASH at national and subnational levels,
Strengthen accountability systems and relationships: mechanisms, standards, regulation, monitoring, stakeholder engagement and enforcement including for the private sector,
Build capacity on accountability, develop an accountable outlook and de-politicise accountability systems.
Clear roles and responsibilities and better coordination: Accountability mechanisms are often let down by poor coordination, unclear or conflicting roles and responsibilities and widespread lack of enforcement. Key actions required are to:
Clarify institutional roles and responsibilities between actors for WASH and WRM – eliminate conflicts in functions,
Separate implementation and regulatory institutions,
Strengthen horizontal and vertical institutional and sector coordination across water users through enforceable accountability systems and mechanisms.
Informed engagement with citizens and users: All the researchers found that effective engagement with citizens, citizen groups and water users is essential for accountability but wanting. To address this governments need to:
Introduce or strengthen accountability mechanisms such as public hearings and citizen oversight panels,
Provide Information, education, and mobilisation for communities ensure access for marginalised groups,
Support civil society to vertically integrate social accountability initiatives into decision making at different levels,
Support coordination amongst actors to increase the capacity of rural women and marginalised communities to participate in problem analyses and decision-making processes.
Three key takeaways for civil society,
Activate and institutionalise effective citizen oversight mechanisms. As well as the government actions to strengthen engagement with citizens and water users Civil society organisations need to support this, they should:
Advocate for more legally institutionalised avenues of citizen oversight,
Ensure that citizens’ monitoring and advocacy initiatives are vertically and strategically integrated in decision making at all levels,
Carry out budget tracking throughout the whole cycle from planning to expenditure.
Build capacity, empowerment and organise communities. A very common cause of weak accountability is the low levels of knowledge and capacity of water users about their rights, the laws and responsibilities around water provision and resource management, and how they can use accountability mechanisms. Civil society organisations need to:
Build capacity on accountability mechanisms and support their use,
Strengthen grassroots user groups and associations to participate in decision making,
Support civil society and water users, especially women, to move up the Participation ladder from token participation to active participation, decision making, and control.
Build on what works, like budget tracking, evidence-based advocacy, litigation. There is growing knowledge about successful strategies for strengthening accountability. This research has helped to strengthen a community of practice on accountability and identify examples that others can learn from. Key lessons for civil society are to:
Strike a balance between constructive and critical approaches to advocacy,
Bring strong evidence for advocacy,
Raise awareness of WASH and WRM issues amongst all stakeholders including citizens, government and development partners.
Four key takeaways for donors and private sector
Support governments and CSOs to strengthen accountability frameworks, monitoring and enforcement. Donors can provide financial and political support for the actions for governments and civil society mentioned above. They need to:
Support governments on WASH and WRM accountability actions as above,
Support CSO actions as above,
Support good governance and democratic space for citizens’ voice. Citizens’ engagement is critical to enhancing accountability,
Invest in women’s participation and reaching marginalised people,
Strengthen political will for accountability. Donors can influence government priorities,
Invest seriously in sustainability.
Water investments need to go beyond projects. They need to:
Go beyond procedural & financial accountability. For example strengthen basins planning to ensure responsible industrial water use,
Support budget tracking through the cycle – budget tracking is an effective tool to improve budget performance,
Invest in appropriate technology to support accountable and responsive services, For example digital monitoring of services and water treatment technology to prevent pollution of water resources.
Enhance due diligence. Researchers found examples of very weak accountability in economic uses of water by industrial and agricultural actors. Donors and private investors can help strengthen accountability by requiring:
Stronger due diligence of companies in relation to water use,
mandatory reporting on water,
promoting and enforcing the Polluter pays principle
Be accountable! Donors are major investors in the water sector but often do not fulfil their commitments. For example in Zambia the WASH sector is 80% funded by Donors but only 29% of that was tracked through the budget.
Accountability Mechanisms are needed to enable Governments and CSO to hold Donors accountable for their commitments.
Discussion and next steps
During the webinar, Sareen Malik from KEWASNET, emphasised the importance of legislation to strengthen accountability mechanisms. NGOs can play an important role to advocate for this and bring stakeholders together in Joint Sector reviews as a critical mechanism for accountability, monitoring and reporting.
Martin Atela of PASGR reflected on the role of politics in undermining accountability and suggested that political interference can be mitigated by greater clarity on roles and boundaries of ministerial responsibilities. He also emphasized the need to find ways to work with political elites so they see the value in change
Next steps involve joining the community of practice on accountability for water, to continue learning from experience and to advocate for commitments to strengthen accountability.
Research partners are organising an event at the UN Conference on Water 2023: “Where is the accountability” on Tuesday 21st March, driving a greater emphasis on governance and accountability. This needs to be front and centre of all discussion.
The Research programme is managed by the Partnership for African Social and Governance Research (PASGR) and Water Witness International with financial support from the Hewlett Foundation.
More information about the research is on the website including findings from the global review of evidence, recorded presentations from webinars at World Water Week 2022 in Stockholm, presentations from country specific webinars, and summary briefings of all the research topics. www.accountabilityforwater.org
List of Research topics, Professional Research Fellows and host institutions
Ethiopia
Government Dynamics of Accountability in Ethiopia, Mulugeta Gashaw, Water Witness Ethiopia
Political Economy Analysis of water governance, Asnake Kefale
Risks and opportunities for growth in Ethiopia’s textile and apparel industries, Esayas Samuel
Wastewater management in upstream catchment of ARB, Yosef Abebe, Addis Ababa University and Ministry of Water and Energy
Accountability of the One WASH National Programme of Ethiopia, Michael Negash, PSI
Towards a sustainable management of faecal sludge: the case of Addis Ababa, Tamene Hailu
Alwero Dam governance, Firehiwot Sentayu, Addis Ababa University
Kenya
Government Dynamics of Accountability in Kenya, Dr Tiberius Barasa
Enhancing coordination for accountability and sustainability in water resources management; a case of Kerio sub-catchment in Baringo rift valley basin. Eunice Kivuva (CESPAD)
Kakamega County Water and Sanitation Company, Kenya. Mary Simiyu, Kakamega Water Service Provider
Rural Women and water decisions in Kwale and Kilifi Counties, Felix Brian, KWAHO
Strengthening accountability in solid waste management through incentives and penalties in Naivasha, Kenya, Naomi Korir, Sanivation
Tanzania
Government Dynamics of Accountability in Tanzania, Dr Opportuna Kweka
Assessment of Gender Power Relations and Accountability in Community Based Water Supply Operators in Selected Water Basins of Tanzania, Pitio Ndyeshumba, Institute of Lands
Regulatory and Legal Accountability for Water Pollution in Tanzania: The Case of Msimbazi River Basin in Dar es Salaam City, Mwajuma Salum, University of Dar Es Salaam
Opportunities and challenges of accountability claiming in Tanzania’s water sector, Dr Parestico Pastory, University of Dodoma
Zambia
What makes budget advocacy an effective accountability tool, Bubala Muyove, NGO WASH Forum and Chitimbwa Chifunda, WaterAid Zambia
Zimbabwe
Assessing the effectiveness and impact of statutory accountability mechanisms to improve water service provision and catchment management, Mable Murambiwa, Combined Harare Residents Association, Zimbabwe
Liberia
Accountability Challenges in The Liberia Water-Supply Sector: LWSC in Robertsport and Kakata, Timothy Kpeh, United Youth for Peace, Liberia
About the author: This blog is authored by Louisa Gosling, freelance specialist in accountability, rights and inclusion in WASH, previously working with WaterAid and as chair of RWSN.
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