LEBANON WA TER PROJECT YEAR SIX QUARTER ONE REPORT

This publication was produced by the Lebanon Water Project under Contract No. AID-268-N-15-00001 at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

LEBANON WATER PROJECT

YEAR SIX QUARTER ONE REPORT

This publication was produced by the Lebanon Water Project under Contract No. AID-268-N-15-00001at the request of the United States Agency for International Development. This document is made possible by the support of the American people through the United States Agency for International Development. Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the U.S. Government.

LEBANON WATER PROJECT

YEAR SIX QUARTER ONE REPORT

Program Title: Lebanon Water Project

Sponsoring USAID Office: Lebanon

Contract Number: AID-268-N-15-00001

Contractor: DAI Global, LLC

Date of Publication: January 31, 2021

Author: Lebanon Water Project

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CONTENTS

ACRONYMS AND ABBREVIATIONS V

INTRODUCTION 1

SECTION I – OVERVIEW 3

SITUATIONAL UPDATE 3 SUMMARY BY RESULT 4 SIGNIFICANT MEETINGS AND EVENTS SUMMARY 7 SUCCESS STORIES 8

SECTION II – PROGRESS BY RESULT 9

RESULT A: IMPROVE SERVICE DELIVERY AND RESOURCES BY THE FIVE PUBLIC WATER UTILITIES (THE RWES AND THE LRA) THAT ARE MANDATED BY LAW TO PROVIDE WATER, WASTEWATER, AND IRRIGATION MANAGEMENT SERVICES IN LEBANON, AND BY LOCAL MUNICIPALITIES WHERE FEASIBLE AND APPROPRIATE 9 TASK A.1. STRENGTHEN RWES AND LRA PLANNING AND INTERNAL OPERATIONS MANAGEMENT 9 TASK A.2. IMPROVE BILLING AND COLLECTION 16 TASK A.3. REDUCE NON-REVENUE WATER LOSSES 16 TASK A.4. WATER QUALITY ASSURANCE PLANS IN PLACE AND ENFORCED FOR WATER UTILITIES IN THE SELECTED AREAS OF INTERVENTION 18 TASK A.5. TRAINING AND CAPACITY BUILDING TO IMPROVE HOURS OF SERVICE 19 TASK A.6. IMPROVE COMMUNAL WATER SERVICE DELIVERY 20 TASK A.7. IMPROVE AND EXPAND WATER SERVICES FOR LEBANESE CITIZENS 23 TASK A.8. IMPROVE THE EFFICIENCY OF IRRIGATION SYSTEMS IN SELECTED AREAS 28 TASK A.9. SUPPORT THE DEVELOPMENT OF CONTEXT APPROPRIATE MODELS FOR SANITATION SERVICE AND SEWAGE MANAGEMENT 29 TASK A.10. IMPROVE WATER RESOURCES CONSERVATION/PROTECTION 31 Task A.11: Decrease Operational Costs for RWEs 32 RESULT B: IMPROVE CIVIC ENGAGEMENT IN WATER MANAGEMENT AND ADVANCE CITIZEN PERCEPTION OF THE WATER UTILITIES ROLE IN PROVIDING A NECESSARY AND VALUABLE SERVICE 62 Task B 1. Improve Customer Satisfaction with Services Provided by Public Water Utilities 62 TASK B.2. REDUCE NONPRODUCTIVE (WASTEFUL) USES OF WATER IN BOTH RURAL AND URBAN SETTINGS IN THE SELECTED AREAS OF INTERVENTION 65 TASK B.3. INCREASE CIVIL SOCIETY ENGAGEMENT IN IMPROVING WATER USE BEHAVIOR FOR ENVIRONMENT AND WATER RESOURCES PROTECTION 66 RESULT C: IMPROVE PRIVATE SECTOR INVOLVEMENT IN WATER MANAGEMENT 75 TASK C.1. DEVELOP A PILOT PRIVATE SECTOR PARTNERSHIP TO IMPROVE WATER SUPPLY, WASTEWATER, OR IRRIGATION SERVICE DELIVERY 75 TASK C.2. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO LEVERAGE THE FUNDING OF INNOVATIVE WATER CONSERVATION TECHNOLOGIES 77

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TASK C.3. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO IMPROVE WATER USAGE AWARENESS 77

SECTION III – MANAGEMENT, OPERATIONAL, AND CROSS-CUTTING ACCOMPLISHMENTS 83

ANNEX A – SUMMARY OF GRANTS 86

ANNEX B – SUMMARY OF TRAININGS 88

ANNEX C – SUMMARY OF GENDER INTEGRATION ACTIVITIES 89

ANNEX D – SUMMARY OF SHORT TERM TECHNICAL ASSISTANCE 90

ANNEX E – ENVIRONMENTAL COMPLIANCE 91

ANNEX F – SUMMARY OF CONSTRUCTION WORKS STATUS 93

ANNEX G – SUMMARY OF COMMUNICATION AND MEDIA 101

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ACRONYMS AND ABBREVIATIONS

ABA Allied Business Advisors

ACWUA Arab Countries Water Utilities Association

AUB American University of Beirut

BMLWE Beirut-Mount Lebanon Water Establishment

BWE Bekaa Water Establishment

CDCS Country Development Cooperation Strategy

CSO Civil Society Organization

CW Constructed Wetland

DAI DAI Global LLC

DG Director General

DO Development Objective

EBRD European Bank for Reconstrction and Development

ERAC Environmental Review Assessment Checklist

ERO Environmental Review Officer

ERP Microsoft Dynamics NAV-Enterprise Resource Planning

FOM Field Operations Manual

GIS Geographical Information System

HCP Higher Council for Privatization

LRA Litani River Authority

LRC LebRelief Council

LWP Lebanon Water Project

MoEW Ministry of Energy and Water

NLWE North Lebanon Water Establishment

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NWSA National Water Security Analysis

O&M Operation and Maintenance

PDOC Projects Decreasing Operational Cost

PODA Project Outside of Demonstration Area

PPP Public Private Partnership

Q1 Quarter One

Q2 Quarter Two

Q3 Quarter Three

Q4 Quarter Four

RWE Regional Water Establishment

SLWE South Lebanon Water Establishment

USAID United States Agency for International Development

WQAP Water Quality Assurance Plan

WSA Water Security Analysis

WW Wastewater

WWTP Wastewater Treatment Plant

Y1 Year One

Y2 Year Two

Y3 Year Three

Y4 Year Four

Y5 Year Five

Y6 Year Six

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INTRODUCTION The goal of the United States Agency for International Development (USAID) Country Development Cooperation Strategy (CDCS) for Lebanon is “improved accountability and credibility of public institutions, and broader economic prosperity”. In the water sector this CDCS is advanced through USAID’s Development Objective (1) (DO1) of “improved capacity of the public sector in providing transparent quality services across Lebanon”. In line with USAID’s DO1, the Lebanon Water Project (LWP) is a five-and-a-half-year activity funded by USAID with a goal to increase reliable and sustainable access to water for citizens, improve water management practices, enhance the efficiency and sustainability of the Regional Water Establishments (RWEs) and the Litani River Authority (LRA), reduce non-revenue water, and improve irrigation water use.

Building on past USAID assistance to the Lebanese water sector and partnering with the Beirut-Mount Lebanon Water Establishment (BMLWE), Bekaa Water Establishment (BWE), South Lebanon Water Establishment (SLWE), North Lebanon Water Establishment (NLWE), and LRA, LWP strives to meet its ultimate objectives through three interrelated results:

• Result A: Improve service delivery and resource management by the five public water utilities (the four RWEs and the LRA) that are mandated by law to provide water, wastewater, and irrigation management services in Lebanon, and by local municipalities where feasible and appropriate.

• Result B: Improve civic engagement in water management and advance citizen perception of the water utilities role in providing a necessary and valuable service.

• Result C: Improve private sector involvement in water management.

The implementation of these results, along with associated tasks and activities, has taken and will continue to take place at the RWEs including specific areas referred to as “Demonstration Areas”, which have been identified as the Cazas of Koura, Metn, Zahleh, and Jezzine.

LWP moved forward in Year Five (Y5) with its activities, despite the political and economic turmoil that started in October 2019, and despite the COVID-19 virus worldwide health crisis that reached Lebanon in February 2020. On October 17, 2019, and as a reaction to planned new government taxes, protests arose and quickly spread throughout the whole country, as protesters demanded the government’s resignation and the adoption of political and economic reforms. As the Lebanese government resigned yielding to pressure and the new government was appointed, protests slowed down while economic and banking measures continued being imposed by the Lebanese banking system and continued slowing down business, even to a halt at times. By mid- January 2020, and as Lebanon was still dealing with the fallouts of the political and financial crisis, the COVID-19 virus was rapidly spreading, with the newly elected government attempting to contain it. By mid-March 2020, after closing schools and implementing health and safety measures, and to better manage the health crisis, the government was forced to implement a national lockdown, with general mobilization of various security forces including the Lebanese Armed Forces, ordering business shut down, recommending work from home, imposing curfew hours, and leaving only few public institutions open offering essential services. The complete lock down imposed in March 2020 was lifted on May 18, 2020, with various mobilization measures taken repeatedly to slow the spread of the virus. To make matters worse, on August 4, 2020, hundreds of tons of ammonium nitrate exploded at the port of Beirut, rocking the capital, killing over 200 hundred people and injuring over 6000, completely destroying some city neighborhoods, and leaving homeless more than 300,000 families.


Lebanon was shoved into an urgent humanitarian crisis never seen before, leading the government to resign again. This catastrophe prompted the international emergency response of many countries and caused LWP to modify some of its activities to adjust to the new country realities. As COVID-19 infection numbers were rising, the government imposed another two-week lockdown in November 2020, which slowed things even more.

Despite all these dire circumstances that caused programmatic delays and changes, LWP still implemented activities as described in this report, which covers the period starting October 1, 2020 and ending December 31, 2020. The report is structured into three main sections: Section I provides an overview of LWP activities over the course of Y6-Q1. Section II shows specific progress of LWP Results A, B, and C for Y6-Q1and next steps. Section III focuses on LWP management and operations.

The annexes to this report provide additional information on:

• Annex A: Summary of Grants for Y6-Q1.

• Annex B: Summary of Trainings for Y6-Q1.

• Annex C: Summary of Gender Integration Activities for Y6-Q1.

• Annex D: Summary of Short-Term Technical Assistance provided by LWP in Y6-Q1.

• Annex E: Environmental Compliance Reporting for Y6-Q1.

• Annex F: Summary of Construction Works Status for Y6-Q1.

• Annex G: Summary of Communication and Media for Y6-Q1.


SECTION I – OVERVIEW This section provides an overview of LWP activities in Y6-Q1 and includes a summary of the LWP quarter by result and a summary of important meetings and events.

SITUATIONAL UPDATE

While economic activity around the world has dramatically slowed as a result of the COVID-19 pandemic, Lebanon has suffered even further because of two embedded layers of national political and financial crises upon which the public health situation is overlaid.

As for the political crisis, in October 2019, after the government attempted to levy a set of additional taxes, protests erupted all over Lebanon in response. Soon enough, thousands of protestors took to the streets, demonstrating peacefully at first and calling for the removal of the elitist political class with an overhaul of the corrupted nepotistic system, and asking for an independent government composed of technocrats to take the reins and implement reforms. A financial crisis tailed this political wind of change and led to new skyrocketing conversion rates of the Lebanese pound against the U.S dollar, which had been pegged at LBP 1500 to $1.00 USD for over 20 years. As a consequence, the originally peaceful demonstrations soon turned into rioting and clashing with government security forces, and by January 2020, they had forced the incumbent government to resign and a new government to be appointed. Despite this encouraging turn of events, the financial woes exacerbated into a liquidity crunch of unseen proportions, which led to the closure of most banking institutions, restricted access to bank deposits and loans, especially in foreign currency, and an inability to move capital and funds. Needless to say, most businesses in Lebanon were deeply impacted by the political and economic turmoil; some were brought to a total halt.

While the new government was attempting to develop strategies to rescue Lebanon’s sinking boat, the first case of COVID-19 hit the country in February 2020. To prevent further spread of the COVID-19 virus, schools were shut at the beginning of March 2020. On March 15, the newly elected Cabinet, along with the Higher Defense Council, declared a general mobilization period and a national lockdown to contain the pandemic. Originally planned for two weeks, the lockdown was renewed periodically until May 18, 2020 and was combined with a curfew and mobility restrictions for increased efficiency. By the end of June 2020, political, economic, and financial conditions in the country were disastrous enough to jeopardize the future viability of many private and public sector entities, including the RWEs. As the lockdown was removed and activities slowly returned to their normal pace, general mobilization with travel restrictions was extended until December 2020. However, the massive explosion at the Beirut Port on August 4 sent the city and country into a spiraling humanitarian crisis, prompting international response, and leading the government to resign less than a week after the blast leaving it to operate in a caretaker capacity. This perfect storm had a dampening effect at a national level, which also adversely impacted freedom of movement between regions, normal business dealings, as well as social and professional interactions.

On November 14, 2020, the government reinstated a two-week lockdown with restrictions on vehicular movement and a schedule for even and odd license plates. These new measures affected the movement of LWP’s subcontractors and led to rescheduling some activities, especially as asphalt and concrete plants were forced to close, impacting LWP’s construction works. Despite the lockdown, LWP was able to secure authorizations from municipalities and local authorities that allowed it to continue. Thus, for the Koura demonstration area, NWLE was able to send letters to relevant authorities asking them to allow LWP’s subcontractors to continue working, while the


Roum municipality allowed LWP’s subcontractor teams to prepare the site for the constructed wetland (CW) while taking into account all precautionary measures. LWP’s relentless efforts to move forward despite all circumstances mitigated the impact of the lockdown and helped LWP make-up for time lost as the two-week lockdown was lifted by end of November 2020.

SUMMARY BY RESULT

LWP continued its simultaneous implementation of Results A, B, and C. These results, and their related tasks and activities, are interdependent and build on one another to create an inclusive and mutually reinforcing approach that will deliver comprehensive results. Through Result A, LWP directly strengthens the RWEs and LRA from within, making them efficient in management and service delivery. Building on Result A improvements, Result B seeks to restore a balanced relationship between the improved RWEs and LRA and citizens by turning citizens into responsible customers that have rights, but also obligations towards the RWEs and LRA. Finally, building on the ground laid by both Results A and B, Result C seeks to remedy the existing disconnect between the Lebanese public and private sector by bringing both sectors closer via cooperation and partnership.

Below is a synopsis of Result A, B, and C accomplishments in Year 6, Quarter 1.

Result A: Improve service delivery and resource management by the five public water utilities (the four RWEs and the LRA) that are mandated by law to provide water, wastewater, and irrigation management services in Lebanon, and by local municipalities where feasible and appropriate

To directly strengthen the RWEs and LRA and improve their efficiency in management and service delivery, LWP continued its RWE internal operations management assistance, water demand management, training and capacity building, and infrastructure support activities throughout this quarter, in addition to progressing under new Task A.11.

LWP maintained its Microsoft Dynamics NAV-Enterprise Resource Planning (ERP) support this quarter, providing remote support to Bekaa Water Establishment (BWE), North Lebanon Water Establishment (NLWE), and South Lebanon Water Establishment (SLWE) with daily tasks including validating and reconciling financial data, issuing payroll, and refining financial reports. LWP worked with BWE’s financial department on cleaning its 2020 Q2 and Q3 financial data to improve the quality and accuracy of the financial reports generated from the ERP and integrated the UNICEF-supported customer portal with the ERP. In October 2020, LWP met with NLWE to prepare the “go-live” phase of the ERP billing and collection module at the Tripoli branch. Following a successful rollout, NLWE management authorized the extension of the billing and collection module to NLWE’s other branches. By the end of December 2020, LWP and NLWE’s IT team successfully generated the 2021 bill issuances from the ERP system for one town of 500 water subscribers. The successful testing of this rollout positioned NLWE to be able to generate all subscribers’ bills from the ERP in early 2021. LWP met with SLWE this quarter to ensure the stability of all modules of the ERP. LWP also continued working on the review and finalization of the ERP user manuals, handing over all materials to BWE this quarter and preparing for the NLWE handover early next quarter.

As part of its activities to reduce non-revenue water loss, LWP began its bulk, customer, and district water meter reading activity in Jezzine city and other villages that comprise the Jezzine demonstration area. LWP was able to continue with readings, despite restricted access to the city during lockdown, after obtaining clearance from the Head of the Jezzine Municipal Union. LWP continued to train SLWE staff on meter reading and water demand management in Q1. The training


consisted of field visits conducted with SLWE engineers, with engineers explaining water demand management concepts and LWP team members demonstrating how to read the “smart” bulk meters at reservoirs and customer water meters. This training will allow SLWE staff to complete bulk, customer, and district meter readings on their own, allowing the water establishment to monitor and reduce non-revenue water loss and water demand management in the area. In the Metn demonstration area, LWP’s Water Demand Management and Infrastructure teams progressed in the customer meters handover process, importing consolidated data into the server for the meters’ software, creating and managing reading routes, and listing of unread customer water meters for future inspections. The customer meter reading activity in Metn and Koura demonstration areas will take place next quarter.

LWP continued progress in the Jezzine, Metn, and Koura demonstration areas under a “closing the water loop” approach. Following the start of the official handover process in June 2020, LWP rectified any issues identified in the handover process last quarter and completed all required documentation for third party review of works completed in the demonstration area this quarter. Works completed in the Jezzine demonstration area include the rehabilitation of a customer service center, four wells, three springs, two pump stations, eleven reservoirs; the construction of three new water reservoirs, 8.7 kilometers of water transmission lines, 40 kilometers of water distribution networks; and installation of 3,900 customer water meters, 65 source and district water meters, and six chlorination systems among others. The official handover process in the Metn area began this quarter after the completion of construction activities. Completed works in the Metn demonstration area include installation of 29,000 customer water meters and 79 district and source water meters; rehabilitation of 10 reservoirs; and complex testing of bacteriological, chemical, and physical characteristics of water at 10 project sites continued to ensure overall water quality and safety. Construction work continued in the Koura demonstration area this quarter, which includes rehabilitation of the Jradeh pumping station and surrounding wells, construction of a reservoir, over seven kilometers of water distribution network pipes, and installation of 1,150 customer meters and 25 source and district meters, estimated for completion at the end of next quarter due to prior delays related to the COVID-19 pandemic.

LWP continued progress under new Task A.11: Decrease operational costs for RWEs, introduced in 2020 Q3 in direct response to Lebanon’s ongoing financial and political crisis. Having previously selected 17 sites for intervention across the four RWEs and LRA, LWP began procurement efforts to supply several pumps and accessories to RWE pumping stations to improve operations and maintenance efficiency. LWP also finalized the purchase and began installation of six generator sets for Beirut Mount Lebanon Water Establishment (BMLWE) facilities which lost access to reliable power supply after the Beirut port explosion. These interventions will successfully decrease operational costs for the RWEs, minimizing the impact of decreasing revenue due to the economic crisis on the RWEs’ ability to provide necessary water service delivery.

Result B: Improve civic engagement in water management and advance citizen perception of the water utilities role in providing a necessary and valuable service

Building on Result A, LWP worked to improve civic engagement in water management and advance citizen perception of the water utilities this quarter among the growing economic, health, and political crisis discussed in the Challenges and Remedial Actions section below. This quarter, LWP launched its 3D animation videos in collaboration with the RWEs as part of the last installment of its water conservation communications campaign. This portion of the campaign features six short awareness videos on water conservation and a longer, flagship 3D video which traces the long journey water droplets travel through RWE facilities before reaching subscribers at their homes.


The videos went live on the RWEs’ Facebook, Instagram, YouTube, and Twitter pages throughout November and December. On the SLWE Facebook page, the flagship animation video recorded over 102,000 views as of December. Viewer comments reveal that people find the videos to be engaging and informative, with one commenter posting, “It takes a lot of work to get clean water to households, so people should not waste it.”

On behalf of SLWE, LWP’s Strategic Communications team launched a short message service (SMS) text campaign to remind water establishment subscribers to pay their bills. The SMS message linked to digital posters explaining why citizens pay for their water service. The team also implemented a SMS campaign for NLWE, promoting the establishment’s new mobile application which allows subscribers to apply for new water connections, move existing water subscriptions from one dwelling to another, report leaks and illegal connections, read household meters, and offers online payment options, all designed to enhance customer service.

Under a Result B task designed to increase civil society engagement in improving water use behavior, LWP grantee LebRelief Council (LRC) completed its outreach activities in Koura this quarter. LRC organized a virtual puppet show to raise school children’s awareness of water conservation, adapting to school closures due to COVID-19 which prevented in-classroom outreach. LRC also submitted its grantee final report to LWP at the end of October, detailing its key achievements under the grant, including conducting 48 focus groups reaching 432 individuals in various villages, reaching 334 Lebanese children and 225 Syrian refugee children in area schools, holding six water festivals and conducting household visits with 286 area residents. LRC’s outreach in the Koura demonstration area assisted NLWE and LWP in addressing citizen concerns related to LWP’s infrastructure work and demonstrated the importance of citizen engagement in building trust between area residents and the water establishments.

Result C: Improve private sector involvement in water management

Building on Results A and B, LWP has improved private sector involvement in the water sector by creating a strategic model performance-based framework for the RWEs to support approved Public-Private Partnership (PPP) interventions. LWP’s PPP expert developed the three performance-based contract models with detailed scopes of work and tender documents for BWE, NLWE, and SLWE. The BWE PPP effort focuses on wastewater and is currently seeking funding. The NLWE PPP effort centers around overall improvement of Tripoli’s water system, which the European Bank for Reconstruction and Development (EBRD) is considering funding. The SLWE PPP focuses on reducing SLWE’s energy costs through investment in solar energy. The ongoing economic and political created a sizeable obstacle to PPPs because of the current inability of the RWEs and some private sector firms to engage in financial borrowing or loan activities. Completion of the PPP efforts described above may be hindered until Lebanon achieves greater economic stability.

Despite these challenges, a separate PPP initiative for BMLWE to pursue a feasibility study for the proposed Hrach Hydropower Plant continued this quarter with data collection and consolidation beginning in October 2020 and continuing through January 2021. The study will provide necessary information on the technical, financial, and economic return of the project, especially as it pertains to offsetting the energy costs of BMLWE’s nearby pumping station. Having a clear financial picture on this endeavor will increase BMLWE’s chances entering into a PPP with a private sector entity.


For additional detailed information related to Results A, B, and C, please refer to Section II of this report.

SIGNIFICANT MEETINGS AND EVENTS SUMMARY

Below is a summary of significant meetings and events for Y6-Q1.

October 1, 2020 – Coordination with the “Youth Lead” initiative. Under the Global LEAD initiative, USAID has launched the “Youth Lead” initiative that focuses on empowering young change makers to guide their countries in advancing education, civic engagement, and leadership development. Within this framework, Social Impact organized Collaborating, Learning, and Adapting sessions for all USAID funded projects that address youth. During the third session that took place on October 1, LWP presented its youth activities, the number of youth reached, and the different types of activities conducted with civil society organizations (CSOs), municipalities, schools, and universities. LWP also discussed the challenges and gaps of youth engagement in its project.

October 7, 2020 – DGs meeting on PPP initiatives at BWE. On Wednesday October 7, LWP presented the Performance-Based Contract business model that was developed to assist the BWE to outsource the operation and maintenance (O&M) of three major wastewater treatment plants (WWTPs) of Zahle, Joubb Jannine, and Saghbine. The presentation was delivered in a meeting organized by BWE that included the four DGs of RWEs as well as donors interested in supporting a PPP operational model for wastewater notably UNICEF and the World Bank. BWE has used this model to entice international donors like the World Bank, to finance such interventions because BWE lacks the technical and financial capabilities to achieve O&M cost recovery. The key characteristic of the model is support to BWE through a transitional blended financing approach coupled with a gradual wastewater tariff increase for a minimum period of 5 years.

October 21, 2020 – Roumieh reforestation initiative. In Y5, LWP received a request from the Municipality of Roumieh to install a firefighting piping and hydrant system to protect a forest in Roumieh. LWP has been facilitating communication and opening lengthy and detailed negotiation channels to organize the contribution of the different parties, i.e. BMLWE, Municipality, and Lebanon Reforestation Initiative (LRI), another USAID-funded project. In October 2020, LWP held a meeting with LRI and BMLWE to check on progress and ensure that all parties involved are in agreement on the way forward. By end of December 2020, LWP was still following-up on the initiative, as LRI had submitted its technical proposal and BMLWE had agreed to provide pipelines. All parties were awaiting the decision of the Roumieh municipality on sharing costs of installation of the hydrant system.

December 2, 2020 – ERP Coordination meeting at NLWE. LWP met with NLWE DG and senior management and agreed on the way to forward for the remaining months to complete pending tasks, given the delays faced in November, stemming from the request of the Finance Director not to proceed to the branches of Koura and Batroun on November 1 as planned, followed by the two-week lockdown. LWP proposed to have LWP focus mainly on Tripoli in order to provide NLWE the additional billing and collection reports it requested and have the staff of the branches come to Tripoli to be trained by their counterparts with LWP guidance. The DG declined the idea to have branch staff come to Tripoli, reiterating that he believes Tripoli is more important than the branches, with the exception of Koura and Batroun, as they are the two largest revenue earning branches after Tripoli. The DG also insisted on having LWP


continue providing support at least until March 2021. LWP explained to him that this would be highly unlikely, and that LWP is trying to secure such support from other donors. The two parties agreed upon the overall tasks to be achieved in December and on follow-up until final handing over.

December 10, 2020 – Coordination meeting with USAID’s Community Support Program/CSP. A meeting took place between LWP and CSP-TO3 team to discuss the possibility of their taking over the support for the ERP at one or more RWE in order to ensure the sustainability of this important platform introduced by USAID at the four RWEs. Various scenarios were discussed and CSP expressed interest and willingness to take on this task. CSP will develop a concept note based on the information provided by LWP, seeking USAID approval to proceed with this activity. If USAID approval is obtained, the two teams will cooperate to make this a success.

December 10, 18, and 28, 2020 – Assistance to students of the Water Innovation Lab (WIL) initiative. Waterlution is a Canadian organization who is dedicated to promoting water awareness and opportunities for collaboration and who leads the WIL Initiative worldwide, including Lebanon. WIL is designed to accelerate collaborative innovative, fast-track knowledge sharing and devise new innovations that improve water security and support to emerging leaders to implement the Sustainable Development Goals targets in their organizations and projects. LWP has been cooperating with the American University of Beirut (AUB) to provide coaching sessions to university students in Lebanon, participating in the 2020 WIL initiative. On December 10, the LWP Civic engagement team participated in coaching sessions for a WIL team who is working on developing a microbial fuel cell system to treat wastewater while producing electric power. The second session took place on December 18, as LWP provided its technical expertise to two other WIL teams who are working on the different aspects of constructed wetlands for wastewater treatment in industry and rivers. On December 28, LWP provided another mentoring session to a group of WIL students whose project focuses on finding solutions to pollution from whey produced as waste from the dairy industry and on using whey as a main ingredient in the production of high protein cookies.

December 17, 2020 – Launch of the Endline Citizen Perception Satisfaction Survey “Information International” (II) conducted the pilot test, updated the questionnaire, and launched the actual survey on December 17. The survey was conducted via phone over 15 working days and is planned to end in January 2021, with the report to be submitted to LWP at the beginning of February 2021. The survey covers LWP’s demonstration areas Koura, Metn, ezzine, and Zahle. A sample of 400 individuals is being interviewed in five villages in each demonstration area: Koura (Deddeh, Afesdik, Batroumine, Fiaa, and Qalhat), Metn (Bikfaiya, Dik el Mehdi, Daher es Saouane, Beit el Kikko, and Qornet Chahwane), Jezzine (Jezzine city, Roum, Aazour, Homsieh, and Saidoun), Zahle (Haouch el Oumara, Maalaka, Rasieh, Midan, and Mar Elias).

SUCCESS STORIES

With many accomplishments and highlights despite the situation, and because of the health, political, financial, and humanitarian crisis of the country, LWP did not submit any official success stories in Y6-Q1.


SECTION II – PROGRESS BY RESULT Below is a summary of the LWP progress for Y6-Q1 under each LWP Result, related tasks, and deliverables. At the end of Results A, B, and C, a detailed table of tasks and associated activities indicates progress specific to each task and its activities.

RESULT A: IMPROVE SERVICE DELIVERY AND RESOURCES BY THE FIVE PUBLIC WATER UTILITIES (THE RWES AND THE LRA) THAT ARE MANDATED BY LAW TO PROVIDE WATER, WASTEWATER, AND IRRIGATION MANAGEMENT SERVICES IN LEBANON, AND BY LOCAL MUNICIPALITIES WHERE FEASIBLE AND APPROPRIATE

TASK A.1. STRENGTHEN RWES AND LRA PLANNING AND INTERNAL OPERATIONS MANAGEMENT This task involves assistance to the RWEs to improve their governance. It includes activities related to planning, the ERP software platform, training, asset management, GIS, and risk management. The RWEs have been affected by the series of events that shook the country since October 2019. The political upheaval, followed by the near collapse of the economy and the devaluation of the Lebanese pounds – reaching lows of 500% of the pegged rate, the COVID-19 pandemic, and lastly the Beirut Port blast, have all been reflected in varying degrees on the financial and operational viability of the RWEs, fast approaching breaking point. Some of the current key challenges facing the RWEs include:

• Required Procurement in foreign currency, which means purchasing power substantially decreased due to exchange rate.

• Reduced revenues resulting from a dramatic decrease in water tariff collection rates. • Reduced pumping hours to save on energy and consumables and reduced quality/quantity of

services, both resulting in lower customer satisfaction hence lower collection. • Reduced manpower, mainly contracted staff, to save budget for essential staff and payments. Due

to the COVID-19 lockdown and varying working hours, work with the RWEs slowed down.

LWP maintained remote support where possible but some activities were delayed. The impact of these delays is not major and LWP was able to make up for some lost time.

Business Planning and Risk Planning

Business plans. With the renewed interest of the DGs in business planning, LWP launched the business plan updates, in Y5-Q2, using the Risk Management Plans as the basis to identify new strategic objectives. However, following consultations with the DGs in Y6-Q1, LWP was informed that their priorities changed as a result of the above described conditions. Their current focus is to address their many challenges and to secure cash flow in order to continue operating as best as possible and survive this difficult period. For this reason, the RWEs expressed reluctance to pursue this activity as they are not in a position to plan and set five-year strategic goals in such highly unstable times, except for SLWE, who has shown some interest, but remains undecided.

LRA financial model. LWP focused on completing the financial model for LRA in Y5. The model is a strategic management tool designed to forecast LRA’s financial performance based on calculating its water balance. LWP started this activity in Y5-Q2, after working with LRA’s director of hydropower to review LRA’s water balance and agree on the initial concept of the model. By May 2020, LWP had designed the model and shared it with LRA to start populating it and trial test it. By mid-June 2020, water balance data was inputted as LWP added additional codes for each of LRA’s


water sources, thereby making the model more user-friendly for tracking information. LWP also finalized the model’s built-in guide, which helps new users utilize it easily and effectively, and submitted the financial model to the DG on June 30, 2020. The financial model consists of a projection of LRA's revenues and expenses, derived from calculating the water balance for all LRA’s water sources, broken down by profit and cost centers. This information allows LRA to assess the profitability and impact of new projects and operational decisions on its sustainability. As such, the financial model is key for optimizing LRA's operation and improving its financial planning and decision-making process.

LWP will continue its follow-up with LRA in the upcoming months to ensure users have fully grasped the model and are making adequate use of it, offering support as needed.

Governance Framework

The objective of this activity is to create a better control environment and support fairness, transparency, and institutional accountability, which in turn would lead to enhanced efficiency, effectiveness, confidence, and credibility in the work environment. The governance framework and manuals were planned for NWLE and SLWE. These have been developed in accordance with the Organization for Economic Cooperation and Development/OECD guidelines. Public sector governance represents a set of responsibilities, practices, policies, and procedures used by management to lead the organization towards its strategic direction, ensuring the achievement of objectives while properly managing risks, and making best use of available resources. The status of this activity at NWLE and SLWE in Y5 is described below:

NLWE. LWP completed NLWE’s governance manual in Y5-Q1 and continued supporting NLWE throughout Y5 in implementing the governance guides because they are crucial for establishing and institutionalizing efficiency at NLWE and helping it meet its goals.

SLWE. LWP started this activity with analyzing SLWE’s operating cycles and preparing a general governance framework However, in 2018, the new DG hired a governance consultant. As a result, and after conferring with the DG, LWP stopped working on this task to avoid duplication of efforts, confirming the team’s willingness to support and review outputs if and when needed. LWP submitted the General Guide and Business Process Mapping covering financial and managerial workflows to SLWE.

This activity is a completed and there are no additional tasks under the Governance Framework.

Asset valuation and asset management

LWP completed its updating of the annual fixed assets and the depreciation report for fiscal year 2019 from the ERP system in the summer of Y5. LWP started this exercise in Y4 after having done a full asset documentation and valuation for NWLE and SLWE, and an update for BWE, and then integrating the data into the ERP system in Y3.

This activity is a completed and there are no additional tasks under the Asset Valuation.

Internal audit.

As part its technical assistance to the RWEs, LWP continued its support to the RWEs with internal audit. LWP supported the RWEs with enhancing its financial data and reporting, which will feed directly into future audits, both internal and external, and is fully in line with USAID’s goal to


develop the institutional capacity of the RWEs and the implementation of ERP systems across all four RWEs. The methodology used by LWP for the internal audit exercise was to review and audit the RWEs’ main financial statements and accounts. The review included verifying the accuracy of the recorded values, adjusting them as needed, explaining the findings and observations, and confirming the posting of all financial transactions into the ERP along with their supporting documents. Working closely with the RWEs’ teams over a period of many months and conducting on-the-job training and coaching has significantly helped in building their skills and confidence in financial verification and reporting.

In addition to the above, LWP developed a comprehensive manual for the internal auditing of the RWEs in Lebanon and shared it with them. The manual serves as a guide for monitoring and conducting internal financial audits and is based on international standards for the professional practice of internal auditing. Specifically, the manual aims to:

• Define the powers and scope of the RWEs’ internal audit unit. • Present a detailed audit methodology. • Detail the audit unit's policies and procedures, and how its employees must carry out their

duties. • Determine the basis for documenting and archiving internal audit working papers. • Determine the basis for preparing and distributing internal audit reports and following up on the

implementation of recommendations.

The latest LWP activities for internal audit are:

BMLWE. In Y4, LWP completed the final internal audit exercise for BMLWE and submitted the final audit report to BMLWE. The report provided specific findings and recommendations, identified gaps and weaknesses in their work flow and procedures, and suggested a list of corrective measures to be adopted. The report also provided BMLWE with a baseline for future financial reporting and internal audits, and makes it prepared to face any external audit, as mandated by its by-laws.

BWE. LWP worked closely with the BWE finance department over a period of several months to review, verify, analyze, reconcile, and adjust their financial records and transactions, both on paper and in the ERP system. In Y6-Q1, as part of LWP’s work to clean up BWE’s finance and accounting records in order for it to have accurate financial reports, the final audit report was submitted to the DG in October 2020. The aim of the report was to present the findings and recommendations following the in-depth review, analysis, verification, and adjustment of BWE’s financial statements and accounts of the first quarter of 2020 jointly done by LWP and BWE’s finance team. Working closely with BWE has helped in building their team’s skills and confidence in this regard. The report also identified gaps and weaknesses in BWE’s work flow and procedures, which have been affecting the quality of information entered into the ERP and resulting in inaccurate financial reports, and suggested corrective measures.

NLWE. LWP worked closely with the designated team in order to build its capacity and help institutionalize the process of undertaking this task. For the consecutive year, LWP worked hand-in-hand with the audit team and provided them guidance and on-the-job training. The 2020 audit exercise included the following:

• Updating the Internal Control Questionnaire to reflect changes in management and controls and confirm compliance with laws and regulations.


• Updating the Risk Management Plan (RMP) for 2020 to reflect the changes and challenges facing NLWE.

• Preparing the 2020 audit plan based on the analysis of the questionnaire and the RMP, to be used by the two audit teams to achieve their stated audit objectives.

• Preparing the initial financial analysis to be used by the two audit teams for the 2019 financial data.

LWP also held structured and one-on-one training sessions, which will help the team in carrying-out audits more independently in the future. LWP finished the annual internal audit exercise at NLWE and submitted the final audit report to the DG in December 2020.

SLWE. For the third consecutive year, LWP led/supervised the audit team to perform the 2020 audit, exercise, submitting the final report to SLWE’s DG in December 2020. Similar to NLWE, the audit exercise included:

• Updating the Internal Control Questionnaire to reflect changes in management and controls and confirm compliance with laws and regulations.

• Updating the Risk Management Plan (RMP) for 2020 to reflect the changes and challenges facing NLWE.

• Preparing the 2020 audit plan based on the analysis of the questionnaire and the RMP, to be used by the two audit teams to achieve their stated audit objectives.

• Preparing the initial financial analysis to be used by the two audit teams for the 2019 financial data.

In addition, LWP took the initiative to deliver a three-day virtual training in Y5-Q3 on financial analysis to the SLWE audit team to help them better understand, analyze, and address the establishment’s financial situation.

This concluded all of LWP’s internal audit activity at the RWEs.

ERP Software Platform.

LWP continued providing support to BWE and NWLE during Y6-Q1 while still facing delays in implementation resulting from inevitable delays caused by the COVID-19 lockdown in Y5 and Y6-Q1. This impacted the tasks that needed physical presence to complete LWP activities. As usual, and despite some inevitable delays, LWP adjusted to the pace and rotation schedule dictated by the RWEs. LWP still worked remotely to provide support to BWE and NLWE with their daily tasks related to the ERP, validating and reconciling financial data, issuing payroll, refining financial reports, fine-tuning or adding new features. Specifically:

BWE. At the beginning of Y6-Q1, LWP continued working with BWE’s financial department on cleaning BWE’s Q2 and Q3-2020 financial data to improve the quality and accuracy of the financial reports generated from the ERP. LWP also provided technical support to ERP users and conducted on-the-job refresher training for the users assigned to prepare the payroll and provided technical support on enhancing ERP reports requested by BWE’s management. Also in November 2020, and despite the lockdown, LWP continued to provide support to BWE, either on site or remotely and worked on modifications to the system’s modules to address points and needs raised by the ERP


users at BWE, with a special focus on the billing and collection, the payroll, and the cash management modules. By end of Y6-Q1, LWP was still working on cleaning up the financial data with the BWE finance staff based on LWP’s review of the financial statements, with the ERP’s financial consultant providing on and off-site support to users as needed. Finally, on December 23, 2020, a virtual meeting with BWE and UNICEF took place to coordinate activities and agree on a schedule for the integration of the UNICEF-implemented customer portal (CRP) with the ERP, including migration of customer data from the ERP to CRP. Also, in Y6-Q1, LWP continued working on the review and finalization of the ERP user manuals and submitted them with the handover documentation to BWE. For increased sustainability and to ensure the ERP’s continuity, LWP held meetings with CSP, the Swiss Agency for Development and Cooperation/SDC, and UNICEF, who are the most involved donors because the ERP is pivotal to their ongoing and future activities at BWE.

NLWE. Following-up on the initiation of the live implementation of the billing and collection module at the Tripoli branch in Y5, at the beginning of Y6-Q1, LWP met with the NLWE DG and his senior team to coordinate the preparation of the go-live phase of the billing and collection module in Tripoli in October 2020. The DG instructed the customer department to start working live on the ERP as the primary system, and on the old X7 system as the secondary system (for reconciliation with the ERP), and then begin the go-live phase began in the first week of October 2020. Tripoli being the largest service and main service center for NLWE, the billing and collection module was the only module still outstanding since LWP had completed the implementation and go-live of the rest of the ERP modules at NWLE in Y5 (throughout Y5, NLWE suspended the use of the old accounting system (PIMS) for different departments, gradually). In October 2020, LWP provided extensive support to NLWE’s customer department during the go-live phase of the billing and collection module. Slowly but surely, the ERP system became more familiar to NLWE’s users, clearly showing them its speedy performance and user friendliness compared to the old system (X7). Daily comparison between the two systems was done, showing accurate performance for all transactions, procedures, and the closing of daily cash statement. Moving along, and as the operation of the billing and collection’s module stabilized at the Tripoli branch with continued support from LWP, NLWE’s management authorized the roll-out to the branches, starting with the Becharre branch, with followed by the Batroun and Koura branches. During November and December 2020, LWP focused on completing the implementation of this module at the Becharre branch, while supporting the Finance Director with fine-tuning billing and collection reports generated from the ERP at the Tripoli branch. By mid-December 2020, LWP continued providing support to NLWE and was guiding the IT department on how to perform modification on the system upon requests from users. By end of December 2020, LWP, with NLWE’s IT team successfully tested the 2021 bill issuance from the ERP system for one town of 500 subscribers. Accordingly, the IT team will be generating all 2021 bills from the ERP early next year. Also, in Y6-Q1, LWP continued working on the review and finalization of the ERP user manuals, which will be submitted with the handover documentation to NLWE in Y6-Q2. For increased sustainability and to ensure the ERP’s continuity, LWP held meetings with CSP to take over the provision of ERP support services. SLWE. On October 20, LWP met with the SLWE DG to discuss the ERP status at the establishment and assess his satisfaction. The DG explained that the system is very stable and reliable with all its module, and it is being used without any parallel system or applications. The DG also explained that he had contracted an IT person to provide technical support to users and requested LWP to provide Power BI in case the budget and resources are available. LWP explained that financial resources were not available, but that it was willing to revisit the matter at the beginning of 2021.


LWP Information and Communication Technology (ICT) Activities.

LWP undertook several ICT activities throughout Y6-Q1 to help improve the ICT environment at RWEs. Specifically:

BMLWE. LWP continued working with the subcontractor and coordinating the post-implementation of the Diavaso meter reading software with BMLWE. At the beginning of Y6-Q1, LWP received the require server and relevant IT equipment. Next, LWP migrated the system from the testing environment to the production environment, but later decided to postpone moving the actual server to BMLWE’s premises. This decision was made to facilitate the work of the WDM team and grant them easier access to the server as they still have ongoing activities. Once all WDM activities are completed for the Metn area LWP will move the server to BMLWE’s headquarters.

BWE. Following the completion of the ICT assessments for BWE and SLWE over the summer of 2019, LWP started assisting BWE with the implementation of the ICT assessment recommendations proposed based on the DGs requests. The recommendations cover three phases:

o Phase 1: Infrastructure upgrades

o Phase 2: Development of disaster recovery sites and business continuity

o Phase 3: Documentation

At the beginning of Y6-Q1, LWP was working with BWE on the setup of the disaster recovery site project and on its server configuration phase. LWP continued working the disaster recovery site for BWE throughout the quarter. By end of Y6-Q1, LWP was focusing on the network communication over the microwave link between the Zahleh headquarters and the disaster recovery station branch in Zahleh, to ensure the link was properly functioning. The next phase, which involves the setup of the main disaster recovery site server, which will be performed in January 2021. LWP also discussed with the BWE DG the meters’ software solution provided by GVC. Discussions included recommendations on the plan BWE should follow to implement the solution and integrate it with the BWE system, originally designed by LWP. LWP also discussed the integration of the new GIS servers provided by GVC with the BWE system. LWP will follow-up on this activity in Y6-Q2.

At the same time, LWP is still coordinating with BWE the development of the BWE ICT Operations Document.

NLWE. LWP continued working with the software subcontractor on the last phase of the Obeo customers’ meter software implementation that LWP was assisting NLWE with by end of Y5. Specifically, LWP was focusing on properly configuring the link between mobile devices and the server. By end of Y6-Q1, LWP was still following-up with NLWE on the software post-implementation phase to ensure the software remains fully functional and the communication between the software and the mobile reading devices continues to be stable. LWP also followed-up with NLWE on the servers’ upgrade, as LWP procured extra servers RAM to increase the servers’ capacity, to support all services provided to the staff and the customers. LWP also discussed with NLWE potential assistance with updating NLWE’s system security strategy.

SLWE. Based on SLWE’s request at the beginning of Y6, LWP continued supporting SLWE and the subcontractor with the district meters’ software post-implementation phase. By end of Y6-Q1, LWP helped SLWE with accessing the software from the Jezzine branch and providing the most secure


and least complex configuration for this access. Based on SLWE’s request, LWP also provided guidance on two systems core architecture modification.

LRA. LWP is still assisting LRA with the IT infrastructure upgrade project funded by UNICEF. This project is based on the assessment report that LWP completed earlier for LRA. LWP launched the ICT assessment for the LRA’s branches in January 2020, building on the previous assessment conducted in 2018 for LRA’s headquarters and updated in Y5-Q2. The purpose of this assessment is to prepare for connecting LRA’s branches to headquarters for different services, including the ability to monitor and control LRA’s SCADA system remotely from the headquarters. To that purpose, LWP visited LRA’s five remote location in the South Lebanon, conducted an on-site assessment, and drafted a detailed ICT assessment report that was submitted to the LRA DG in March 2020. By end of Y6-Q1, this UNICEF-funded project was still in its procurement phase with UNICEF. However, LWP is ready to provide any needed management assistance for the project once the procurement phase is completed.

By end of Y5, LWP assisted LRA with providing input on the development of LRA’s new website led by the Council for Development and Reconstruction. The key feature of the new website is the interaction map connected to the GIS to show progress on LRA ongoing projects. This project is moving slowly, but LWP will continue advising LRA on it, if needed.

BWE Irrigation Master Plan (IMP)

LWP concluded the BWE IMP in Y4. This IMP provides a comprehensive geodatabase of the Bekaa irrigation schemes and identifies capital investments and institutional improvements needed to assist BWE with improving its management of the irrigation sector. The importance of the IMP resides in the fact that it provides guidance in decision-making; in helping coordinate efforts among donor agencies; and hopefully, attracting additional funds for BWE to implement the proposals of the master plan. Main components of the IMP focus on:

• Detailing the 36 irrigation schemes under BWE’s jurisdiction, including water sources, networks, irrigation canals, crops, as well as water efficiency, etc.

• Calculating the water balance after identifying irrigation demand and supply.

• Establishing a complete investment program, which identified more than $160 million in projects that will help BWE better manage its irrigation services, including $23 million to reduce the water gap by 48 percent by 2040, through increased irrigation efficiency.

All this information has been input into a Geo-Database for Irrigation Schemes. A first session of on-the-job training on the IMP geodatabase was held in October 2019. Because of the compounding crisis LWP was not able to continue the training early in Y5. However, this training resumed in the summer of 2020 and five members of BWE, including engineers and manager attended the session held during the week of September 21, 2020. As feedback from attendees was positive, LWP held another training session in October 2020. This last session focused on various scenarios provided to the BWE team to help them use the IMP geodatabase for pitching to donors, especially that donor agencies have increased their activities in the Bekaa recently. The five BWE attendees were the SCADA engineer, the irrigation and wastewater engineer, the head of the IT department, and two other engineers. The training scenarios included selecting a village for rehabilitating irrigation canals based on a donor request (village size, water volume saved by the rehabilitation and cost); displaying potential wastewater treatment plants for treated sewage effluent reuse; locating sites for


constructing hill lakes to use in storing irrigation water; and extracting the requested data into excel. The trainees were able to complete the scenarios and deliver the required results.

With this IMP, BWE can now propose its list of priorities, while taking into consideration the donor agency’s budget. In turn, the donor agency can now draw up details of a potential intervention site with the click of a button.

TASK A.2. IMPROVE BILLING AND COLLECTION This task involves assisting the RWEs in improving their billing and collection rate. LWP first mediated the partnership agreement between SLWE and CU for bill payment services. Approved by the Ministry of Finance, this contract allowed for the expansion of customer points of services, on-line payment, electronic point of sales, and door-to-door bill collection service for SLWE. The signing ceremony was held in Y4 and LWP’s technical assistance continued throughout Y4 to enable the launch of the service. LWP’s knowledge of the SLWE financial and administrative systems proved to be instrumental in assisting with the systems integration. By end of June 2019, SLWE customers started paying their bills at CU’s counters. Replicating this initiative, SLWE has signed a similar agreement, in October 2019, with another money transfer company, OMT, to offer SLWE subscribers a wider network totaling more than 1500 points of sale nationwide where they can pay their bills. LWP supported this SLWE initiative by integrating the OMT system into the ERP system and the Finance Department. With the addition of OMT to existing CU points of sale, the establishment will be sparing its customers commutes to SLWE customer service centers during peak traffic hours or waiting in line to pay their dues. Once the national health (COVID-19) and financial crisis subside, this initiative should improve collection rates, reduce overdue bills, improve cash flow, increase collection data reliability and transparency, and facilitate the payment process for customers.

TASK A.3. REDUCE NON-REVENUE WATER LOSSES This task involves assisting the RWEs with decreasing the amount of NRW by providing them with a tool that will help them identify and calculate technical and administrative water losses. To help reduce NRW, LWP is undertaking water demand management (WDM) exercise for the demonstration areas. Started in Y3 for BWE in Haouch El Oumara, LWP, throughout Y4, completed the WDM for Haouch El Oumara and determined that NRW for Haouch El Oumara was approximately 25%.

LWP then moved onto the rest of the demonstration areas with WDM activities in Jezzine, Metn, and Koura. It must be noted that the WDM exercise is directly dependent on the completion of installation of all water meters in the demonstration areas and that a minimum of six readings per meter is needed to be able to obtain valuable and reliable NRW results. Therefore, delays in infrastructure works negatively impacted the scope of WDM activities as they pertain to the number of meters and villages covered during the remaining period of LWP. With the COVID-19 pandemic, LWP faced additional delays in meter installation in Metn and in Koura as well as difficulty of access to the Jezzine city to correct previous readings. However, LWP was able to overcome these hurdles through obtaining special clearance to enter into the demonstration areas during the pandemic lockdown in November 2020. Actual water readings and consumption analysis were done, in selected towns of the demonstration areas as soon as customer meters were installed. Despite intermittent governmental lockdowns, LWP still pushed for the completion of its WDM activities and adjusted its work pace accordingly. Below is the status of WDM activities in Y6-Q1.

Jezzine Demonstration Area. Meter reading (bulk, district and customer meters) activity was launched in the city of Jezzine and the rest of the villages that are part of the demonstration area.


LWP was able to continue with readings, despite the fact that access to the city had been restricted to residents only during the lockdown, and after obtaining clearance from the Head of the Jezzine Municipal Union. Various readings were obtained, additional readings and data analysis are ongoing, and more readings are also planned in the area, in coordination with the SLWE Jezzine branch. LWP continued to train SLWE staff on meters reading and water demand management in Y6-Q1. The training consisted of field visits conducted with SLWE engineers, during which the purpose of the WDM exercise was explained. Then, the LWP team proceeded to demonstrate how to read smart bulk meters at reservoirs and remote customer water meters.. This training was completed in Y6-Q1.

It was noted during the reading activity LWP undertook in Jezzine, the LWP water resource management team discovered that some of SLWE’s existing pressure reducing valves of the system were not functioning properly. These PRVs were not functioning properly causing high pressure in the distribution network and damaging LWP newly installed pipework related to customer meters’ installation. Installed on existing network outside LWP’s scope in the Jezzine demonstration are, these valves were adversely affecting LWP’s activities in the demonstration area. In October 2020, to help SLWE, LWP purchased the needed PRVs, subcontracted their replacement, and by end of November 2020, all replacement works were completed and all defective PRVs were functioning properly.

Metn Demonstration Area. LWP launched its meter readings in Metn in April 2020, starting with Dahr es Saouane. LWP moved along with its activities in Y6-Q1, as readings covered the village of Dahr Es Saouane, Baabdat, and Beit Chabab, with data consolidation and analysis for each. By end of Y6-Q1, the LWP Water Demand Management team was also assisting the LWP infrastructure team with the handing-over process of the installed customer water meters, mainly importing consolidated data into the server for the meters’ software, creating and managing reading routes, and listing of unread customer water meters for future inspections. This activity is planned for completion in Y6-Q2.

Koura Demonstration Area. LWP continued with its WDM activities in the Deddeh village of Koura (started in Y5-Q2) and conducted additional meter readings, data collection, analysis, and

Training on remote reading of customer water meters

Photo by LWP


correction. Given the delayed start of readings in Koura caused by delays in infrastructure works, and to speed-up the handover process once the activity is completed, LWP involved and trained NLWE on this activity from the start. NLWE staff has accompanied the LWP team during its site visits to Deddeh and Batroumine. It is important to note that meters in Deddeh were installed under a prior USAID-funded project and are conventional meters (not smart meters). The reading of these meters requires more time and effort than the smart meter drive through process because each meter must be inspected and read individually. LWP also started conducting the same WDM activities in the villages of Batroumine and Aafsdik, as infrastructure activities were being completed and meters were properly installed and functioning in Batroumine and parts of Aafsdik. LWP will be providing training to NLWE staff in both villages as readings continue to be carried out and the lockdowns allow for it in Y6-Q2. However, the delays with meters’ installation in Fiaa and Qalhat prevent LWP from completing a full WDM exercise in Koura. Regardless, LWP will be carrying-out readings in Fiaa and Qalhat, will be monitoring water consumption patterns, and will be reporting them to NLWE. This activity is planned for completion in Y6-Q2.

Activities carried out under Tasks A.2 and A.7 also support the goal of reducing NRW.

TASK A.4. WATER QUALITY ASSURANCE PLANS IN PLACE AND ENFORCED FOR WATER UTILITIES IN THE SELECTED AREAS OF INTERVENTION This task, which was completed in Y4, involved providing Water Quality Assurance Plans (WQAPs) to the RWEs to improve processes and procedures for enhanced water quality testing. WQAPs for all four RWEs and LRA were completed in Year 4 in collaboration with AUB. LWP also provided hands-on laboratory training to the establishments’ staff at AUB’s core environment laboratory in prior years as part of the WQAP process. LWP provided the establishments with a set of recommendations for future action. At least two establishments have taken tangible measures to improve water testing via outsourcing some of their water tests to certified laboratories (BMLWE and SLWE). Also, based on the WQAPs recommendations, LRA moved forward with seeking funds from LWP and other donors to upgrade its laboratory facility in Y5-Q1. Based on this initiative, LWP launched in Y5-Q3 the Request for Quotation (RFQ) to procure the needed equipment for LRA. Additional information on this activity can be found under Task. A.8.

LWP also completed, during Y4, the water security analyses (WSAs) for the RWEs and LRA, in collaboration with AUB. The LWP WSA study is a first in Lebanon and covers the four regions under the jurisdiction of BMLWE, BWE, NLWE, SLWE, and LRA. Pursuant to its collaboration with LWP, the Ministry of Energy and Water (MoEW) used the LWP WSA as guidance to update the new national water sector strategy, especially in implementation and impact monitoring, to help prioritize investments to improve water security. Based on the thorough and scientific outcome of the WSA and the positive appreciation by partners and stakeholders, MoEW requested LWP to develop a national WSA. The national WSA (NWSA) contract was signed between LWP and AUB in Y5-Q3 and LWP held a kick-off meeting on June 17, 2020. Continued coordination between LWP and AUB team took place throughout Y5-Q4. By mid-October 2020, LWP and the four DGSs attended an in-person presentation at AUB, with all COVID-19 measures respected, on the draft calculation tool for the NWSA indicators, including environmental, financial sustainability, governance, and wastewater indicators. The tool is a software developed in partnership with AUB experts, uses existing data to create indicators for water security. It is named the Interactive Water Security Tool. Initial feedback from the DGs was very positive, with the SLWE DG, Wassim Daher, expressing an

Nadim Farjallah, AUB Professor and IFI team member

“This is a very important tool. It will allow water establishments to build scenarios and assess them in order to make important decisions related to investments in the water sector”.


interest to link the tool to the establishment’s existing databases in order to retrieve data and develop indicators automatically. Completion of the national WSA is planned for end of Y6-Q2.

Throughout its first four years, LWP worked on enhancing the collaboration between Bekaa municipalities and BWE for water quality/safety testing. Owing to LWP’s efforts, a Memorandum of Understanding (MOU) was drafted and submitted to the BWE for review and was then shared with Bekaa municipalities for increased cooperation through joint quality water testing. LWPs’ efforts succeeded through the approval and signature of 11 municipalities and BWE in Y5-Q3. The MOU drafting process was a lengthy one and took over seven months of negotiations to be completed. USAID’s credibility, LWP’s reputation, and prior Bekaa projects were critical factors that allowed for this MOU to be accomplished. This MOU has inspired the BWE DG to expand the scope of collaboration and cover additional shared responsibilities between BWE and local authorities, after discussions with LWP. To move forward, in consultation with BWE and the Qaraoun municipality, LWP prepared, in Y5-Q4, a broader MOU, while respecting all legal texts and the mandates of BWE and local authorities. This new MOU expands collaboration between BWE and the Qaraoun municipality to cover collection of fees and maintenance of water network. The idea behind this pilot project is to implement the MOU with one municipality at first, and if successful, replicate the initiative with other Bekaa municipalities. The MOU is now under thorough review by both BWE’s Board of Directors and its legal team to assess feasibility.

TASK A.5. TRAINING AND CAPACITY BUILDING TO IMPROVE HOURS OF SERVICE Human capacity building and institutional development are essential activities to achieve LWP results and ensure sustainability. Improving the capacity of the technical and management personnel is central to LWP efforts to assist the Lebanon water sector. Despite country turmoil and COVID-19 restrictions, as part of the improvements that LWP is implementing for LRA, LWP is procuring new laboratory equipment in Y6-Q1 and Q2. Among the equipment delivered to LRA in Y6-Q1 is a state-of-the-art spectrometer for water quality testing. On December 21 and 22, LWP held a two-day workshop at the LRA Water Quality Assurance laboratory in Kherbet Qanafar. The workshop focused on the use of the newly installed laboratory equipment in an effort to reinforce LRA’s laboratory capacities in water quality testing. The workshop included a training session for five of LRA’s laboratory technicians on the specifications and use of the new “PerkinElmer PinAAcle 900 Atomic Absorption spectrometer-AAS” for detecting metals in domestic wastewater, industries effluent, and hospitals liquid waste. The workshop was led by experts from PerkinElmer’s agent in Lebanon. This new spectrometer will assist LRA with its main tasks in testing domestic wastewater as well as wastewater from hospitals and industries around the Litani Basin, according to LIBNOR’s standards and international standards. The spectrometer will also support LRA’s inspectors with controlling pollution around the Litani Basin.


Other LWP trainings for Y6-Q1 are provided in Annex B.

TASK A.6. IMPROVE COMMUNAL WATER SERVICE DELIVERY LWP continued during Y4 with infrastructure activities related to its projects outside of demonstration areas (PODAs) in the Bekaa/BWE and Northern Lebanon/NLWE. LWP had previously selected these projects because they will improve water service for vulnerable Lebanese citizens and refugee communities. The PODAs also alleviate tensions between local and refugee communities and strengthen resilience of both.

Assistance to Vulnerable Communities in the Bekaa

• Ghazze. By the end of Year 3, LWP had equipped an existing well, installed solar panels to reduce power costs, built a reservoir, and renovated the existing pumping station. Handover of the project to BWE took place in Y4 and the final acceptance certificate was issued in Y5-Q1.

• Baaloul. LWP installed a water distribution line of about 2.8 km to connect Baaloul households to the network. Handover of the project to BWE took place in Y4 and the final acceptance certificate was issued in Y5-Q1.

• Barr Elias. LWP started construction on the Barr Elias project in May 2019, as agreed to with UNICEF, after modifying its original project. LWP’s modified project consisted of equipping the well LWP originally drilled with a submersible pump and constructing a pipe connecting the well to the intermediate reservoir that UNICEF is building along with a Water Treatment Plant (WTP). The water from the three existing wells (the LWP well and two UNICEF wells) is pumped into this intermediate reservoir where it is treated to provide potable water to part of Barr Elias village. From the intermediate reservoir, the treated water is then pumped to a new 1000 m3 reservoir (under construction by UNICEF). Water is then conveyed to the village via the existing pipeline that was rehabilitated as part of LWP’s scope of work along with the

Photo by LWP

Spectrometer hands-on training


construction of a sector zoning piping system. LWP finished its construction works by end of Y4, established the connection to the power grid and handed the project over to BWE on December 18, 2020.

Completed, these projects help alleviate pressures that vulnerable Lebanese communities intermixed with Syrian refugee groups in the Bekaa are facing because basic water needs are not met.

Assistance to Vulnerable Communities in North Lebanon

LWP began construction works on two of NLWE’s PODAs in May 2019, after awarding the subcontract in Y4. Below is a brief description of each NLWE PODA project, with completion date.

• Bazaoun. This project replaced the previous El Aayoun canceled project. The project’s original scope consisted of equipping a well, rehabilitating an existing reservoir and chlorination room, and installing a connection pipeline from the well to the reservoir. Located in the Caza of Bcharreh, Bazaoun is home to 2500 inhabitants and around 500 Syrian refugees. Other villages in the Caza have received assistance from different funding sources, except for Bazaoun. The village is the only remaining village that has not received any support so far and is currently in need of at least 400 m3 per day as its available resources (small natural springs) are only providing 55 m3. By the same token, Bazaoun has a high number of subscriptions with NLWE (300 in total) and high collection rate that exceeds 85%. The project was put on hold pursuant to a reprioritization of funding due to the Beirut Port Explosion and the LWP Emergency Response. However, and after reducing the scope of some projects under Task A.11, LWP, with USAID’s approval, decided to move forward with the following modified activities in Bazaoun: - Equipping of an existing well. - Construction of pump control room. - Construction of 1,000 Lm/100 mm diameter pumping line from the Bazaoun well to the

Bazaoun existing reservoir.

LWP notified its subcontractors of its intent to pursue Bazaoun in December 2020. Construction is planned to start in January 2021 depending upon the lifting of government lockdowns.

• Rahbe scope. This project consists of deepening the existing well to 185 meters, equipping it, and constructing a transmission line to transmit the water to an existing reservoir. The reservoir rehabilitation and construction of lift line were completed in September 2019. The project was completed in Y6-Q1 and LWP is awaiting NLWE’s assigned committee to begin the handing-over process.

• Rachaaine scope. This project consists of installing a pumping station and connecting it to the existing reservoir. LWP had already completed rehabilitation of a 150 m3 elevated water reservoir in September 2019. Despite the COVID-19 intermittent lockdowns, LWP forged on with its infrastructure works in Rachaaine, to help the NLWE provide better water service to the area. The reservoir is now fed with an additional 670 m3 of water from a new booster pumping station. The pumping station is also equipped with a generator and will increase water availability to Rachaaine’s 6,775 residents. The facility includes a chlorination room and a control room. The works also completed include the construction of a 65-meter long transmission line from Rachaaine spring water conveyor to the new Rachaaine booster pumping station, as well as


other works. The project was completed in Y6-Q1 and LWP is awaiting NLWE’s assigned committee to begin the handing-over process.

• Emergency Response. On August 4, 2020, over 2700 tons of ammonium nitrate exploded at the port of Beirut, rocking the capital, killing over 200 hundred people and injuring over 6000, completely destroying some city neighborhoods, and leaving homeless more than 300,000 families. This catastrophe prompted the international emergency response of many countries and caused LWP to modify some of its activities in response to the back-breaking challenges BMLWE was facing to meet water demand under the circumstances. Indeed, in the aftermath of the Beirut explosion and with the destruction of many Electricite Du Liban electric/power facilites, LWP learned that BMLWE had lost its main source of power supply for some of its stations and wells and was facing huge difficulties with providing water service in many areas of Beirut. To respond to the BMLWE emergency needs, LWP considered cancelling or de-scoping the Bazaoun project and investing dedicated funds in procuring power generator sets and pipeline stocks that would allow BMLWE to provide water to the afflicted areas of Beirut and ensure a better water supply in general. To that extent, LWP drafted a list of interventions that would assist BMLWE with alternative power generation, mainly focusing on the procurement of generator sets to be supplied to various sites providing water to areas affected by the explosion. By end of September, LWP had reviewed vendor offers for generator sets and was in the final steps to procure six generators for BMLWE as listed in the table below. This purchase was finalized in October 2020 and installation of the generators began soon after. On November 27, 2020, LWP and BMLWE completed the installation and handover of the generator set at the Daychounieh pump station, followed by the six generator sets at the pump/lift stations in mid-December 2020. As for the Qachkouch well, installation and handover of the two generator sets were completed on December 30, 2020.

Proposed generator sets per area

Casa Station Beneficiary Area Generator set KVA

Beirut Qachkouch Well Beirut North, Beirut South, Coastal Metn 2 each* 1000

Metn Jal El Dib Rabieh, Mtayleb, Jal El Dib, Bqeneya, Bsalim, Byakout 650

Baabda Jamhour Well Baabda 300

Baabda Daychounieh WTP Hazmieh, Ain Remmaneh, Chiyah, Haret Hreik, Laylaki, St. Therese, Maamoura, Jamous, Matta 80

Baabda Daychounieh well Hazmieh, Ain Remmaneh, Chiyah, Haret Hreik, Laylaki, St. Therese, Maamoura, Jamous, Matta 250

Baabda Daychounieh pump Hazmieh, Ain Remmaneh, Chiyah, Haret Hreik, Laylaki, St. Therese, Maamoura, Jamous, Matta 1000

Chouf Barja central Barja well to a reservoir and from there to network 300


Casa Station Beneficiary Area Generator set KVA

Chouf Jiyeh WW lift station Jiyeh waste water 100

TASK A.7. IMPROVE AND EXPAND WATER SERVICES FOR LEBANESE CITIZENS LWP focused on moving forward with its construction activities for the Jezzine, Metn, and Koura Demonstration Areas where a “closing the water loop” approach is being implemented. A summary of the status of works, by end of Y6-Q1, in each of the demonstration areas is presented below:

Jezzine Demonstration Area.

All construction works were completed on March 13, 2020 according to schedule. The handing-over process was started on June 16, 2020, and by end of Y5, the subcontractor and the consultant were both rectifying issues observed during the last final handing-over visit. By end of Y6-Q1, LWP’s consultant had completed all required documents by Social Impact and LWP was still awaiting the official-handing over letter from SLWE in order to submit the complete package to Social Impact.

• Rehabilitation of customer service center (completed).

• Rehabilitation of wells (4 in total, all completed).

• Rehabilitation of springs (3 in total, Ain el Zarqua and Qaitoule completed, Aaziba canceled).

• Rehabilitation of pump stations (2 in total, all completed).

• Construction of water reservoirs (3 in total, all completed).

• Rehabilitation of water reservoirs (11 in total, all completed).

• Construction of water transmission lines (10 km in total, 8.7 km completed and 1.3 km in Aaziba canceled).

• Construction and/or rehabilitation of water distribution networks (40 km in total, all completed).

• Supply and installation of source and district water meters (65 in total, all completed).

• Supply and installation of chlorination systems (6 in total, all completed).

• Installation of customer water meters (3,900 in total, all completed).

• Testing of the physical, chemical, and bacteriological characteristics of the water in order to ensure the water is and remains drinkable and safe for use (14 water sources tested during the design phase. LWP’s construction subcontractor also tested the Aaziba and Ain el Zarqa springs).

• Ensuring that wastewater treatment plants operating inside these closed systems are rehabilitated in order to eliminate potential contamination with clean potable water (3 WWTPs in total, 2 completed, and 1 canceled).

Metn Demonstration Area.


• Installation of customer water meters (28,000 in total, all completed).

• Rehabilitation of water reservoirs (10 in total, civil works completed in 10 reservoirs, mechanical and electrical works are completed in 10 reservoirs).

• Supply and installation of source and district water meters (79 in total. Installation of 55 source meters completed. Installation of 24 district meters completed. District meter boxes installation completed).

• Supply and installation of chlorination systems (2 in total, 2 completed).

• Installation of customer water meters (29,200 in total, according to the last updated list of subscribers and 27,800 installed).

• Testing of the physical, chemical, and bacteriological characteristics of the water in order to ensure the water is and remains drinkable and safe for use (10 water sources, all tested during the design phase).

• Handing over of customer meters in ongoing in several villages. Two handing over site visits were conducted with the presence of Social Impact and BMLWE in the last week of December 2020. Completion of the handing over process is planned for Y6-Q2.

Koura Demonstration Area.

LWP’s subcontractor started construction works at the beginning of Year 4, Quarter 3. Despite delays because of plot delimitation issues, LWP and the Mayor of Qalhat were able to resolve the issues, which allowed LWP’s construction subcontractor to resume construction activities on the proposed Qalhat reservoir. The new 200 cubic meter, 28 meter hjgh reservoir was completed in Y6-Q1 and more than 3,278 people will soon benefit from it.


In addition, in Y5-Q1, LWP decided to undertake the rehabilitation of the Jradeh-Fiaa pumping line, which is the water main line feeding the Koura demonstration area. During initial assessments, engineers found that over 50% of the water going through the old pipeline was being lost to leaks.

Qalhat’s new reservoir

Photo by LWP


In Y5-Q2, LWP’s consultant started the preliminary design and completed it in August 2020. The Notice to Proceed with implementation was issued at the beginning of October 2020. More than 25,000 people in the Koura demonstration area will benefit from better water service once all works are completed in Y6-Q2. In addition, LWP continued with work on rehabilitating the Jradeh pumping station. LWP is providing new 18 pumps and is replacing an older one that included two large pumps whose purpose was to distribute water to the hillside villages. Because of their size, the old pumps were distributing large quantities of water, sometimes going beyond the needs of these villages, which resulted in water and energy losses. To address this issue, LWP has built a new station with five smaller pumps (instead of two), serving the elevated villages, allowing NLWE to pump out just the amount of water needed. This new system of 18 pumps offers the flexibility of running as many pumps as needed. As a result, energy and water are saved, and maintenance costs are lowered.

Leaks detected in the Jradeh pumping line

Photos by LWP


The status of works and progress for the Koura area to rehabilitate/build a complete cycle for water production and water distribution for NLWE is described below:

• Jradeh-Fiaa pumping line: Valve chambers construction works are ongoing. Rehabilitation of leaking points at the pumping line is completed. As a result of the repair works, the quantity of water supplied to the Fiaa reservoir has increased by approximately 10% (~13.30m3/hour).

• Rehabilitation of wells and the Jradeh pumping station (1 in total, electromechanical works are ongoing, the replacement of well pumps is ongoing, finishing works are ongoing).

• Construction of a water reservoir (1 in total in Qalhat, electromechanical works are completed, finishing works around the reservoir are ongoing).

• Construction of a water distribution network (7.6 km in total, 7.6 km completed).

• Supply and installation of source and district water meters (25 in total, 25 district meters installed).

• Supply and installation of chlorination systems (1 in total, works are ongoing).

• Installation of customer water meters (950 in total (according to the last updated list of subscribers), 930 installed, reconnection to official subscribers are completed in Fiaa).

• Testing of the physical, chemical, and bacteriological characteristics of the water in order to ensure the water is and remains drinkable and safe for use (1 test for the Jradeh pumping station, 1 for the Fiaa reservoir and 1 for the Qalhat reservoir. All tests completed during the design phase).

Completion is planned before the end of the Y6-Q2 because of delays caused by the COVID-19 pandemic.

Photos by LWP

Control panel room for the new 18 small pumps


TASK A.8. IMPROVE THE EFFICIENCY OF IRRIGATION SYSTEMS IN SELECTED AREAS The Irrigation Rapid Assessment Report (RAR) that LWP developed in Year 1 identified crops of Canal 900, calculated current irrigation usage and requirements in farmlands served by Canal 900, established baselines for measuring improvements in irrigation efficiency, and identified potential areas for intervention under LWP. However, LWP has not been able to take actions outlined in the RAR because local communities of the Litani River Basin shut down Canal 900 due to concerns about water quality and safety. LWP does not expect LRA to re-open Canal 900 for irrigation in the near future, and therefore will not proceed with activities identified in the RAR under Task A.8.

However, and as part of its assistance to LRA, LWP implemented selected improvements for LRA’s constructed wetland in Kherbet Qanafar. Rehabilitation works began in Y4-Q4, and by Y5-Q1, LWP had completed all construction works, including earth works and works on the inlet structure. In Y5-Q2, LWP procured needed pumps and other mechanical equipment to finish rehabilitation before works were put on hold because of the health crisis. By end of Y5-Q2 and because of the COVID-19 lockdown, LWP engaged in talk with relevant municipalities and obtained approval to access to the site to continue works and resumed its rehabilitation activities in Y5-Q3. LWP finished the actual rehabilitation works and completed handing over in June 2020.


In August 2020, results of USAID’s investment could be seen in the wetland’s water. The wetland’s inlet pumping system was functioning smoothly and the inlet structure was much easier to clean as wetland operators were trained e to manually clean it themselves, without any interruption in service. The filtration process also became much more effective making the water cleaner and clearer. This technical rehabilitation was accompanied with a green revival. Birds were seen cooling themselves on the wetland shores in September 2020. By end of December 2020, flocks of migratory birds were resting on the wetland before continuing on to warmer climates.

In another effort to assist LRA, and based on the recommendations of the WQAPs previously completed for LRA (Task A.4), LWP decided, in Y5-Q2, to procure much needed laboratory equipment that would allow LRA to improve its water quality testing for both wastewater and domestic water and completed the list of technical specifications. LWP launched the actual procurement process for the laboratory equipment in Y5-Q3 and awarded part of it in Y6-Q1. Delivery of the rest of the procured equipment is expected in Y6-Q2. Part of the already delivered equipment is a state-of the-art spectrometer to enhance water quality testing. The LWP team is still following-up with the LRA staff trained on the AAS spectrometer to enhance their skills even more, and assist LRA with enhanced interpretation of testing results.

TASK A.9. SUPPORT THE DEVELOPMENT OF CONTEXT APPROPRIATE MODELS FOR SANITATION SERVICE AND SEWAGE MANAGEMENT After conducting a field assessment and identifying sites for low-cost sanitation projects, carrying out a feasibility study, completing the design of the facilities, and engaging a quality control subcontractor in years 1-4, LWP identified and signed a construction subcontract for all but one of the sanitation projects in the third quarter of Year 4. Six sites are outside the LWP demonstration areas and three are in the Jezzine demonstration area and part of the Jezzine infrastructure works. These sanitation

Migration of birds on the wetland

Photo by LWP


projects will provide improved wastewater services to the RWEs and will assist with improving sanitation services in their areas. Their status is as follows at the end of Y5:

1. Roum’s Constructed Wetland (SLWE): This constructed wetland is part of LWP’s low-cost wastewater (WW) treatment interventions. The existing wastewater network is discharging into the valley with no treatment. As a treatment solution, this CW will remove pollution and provide potential reuse of the treated effluent. The estimated current number of people served is 1,500. In Y5-Q2, LWP selected its construction subcontractor after launching the request for proposal for the wetland construction and evaluating all proposals by end of Y5-Q1. In Y5-Q3, with LWP’s help, the Roum municipality launched the project on its Facebook page. Notice to proceed was issued during the first week of October 2020 to start actual construction, and by end of December 2020, excavation works were almost complete. To mitigate the environmental impact of removing the 180 trees in the wetland construction location, LWP committed to fund reforestation activities, with the help of another USAID funded NGO, the Lebanon Reforestation Initiative (LRI). By beginning of December, LWP, its contractor, LRI and the municipality all mobilized to begin the reforestation activities and clear the grounds. On December 28, 2020, LRI launched the reforestation activities, with 500 hundred trees planned in the village’s green area and another150 Leyland cypresses around the constructed wetland. The Roum municipality is totally committed to this project and appreciates the positive impact the CW brings. This wetland will be the largest constructed wetland in Lebanon using a sub-surface and vertical filtration system, covering an area of 6,530 sq. m., and serving about 3,000 inhabitants. Completion of the CW is planned for Y6-Q2, unless delayed by additional COVID-19 lockdowns.

2. Joubb Jannine’s Network Installation (BWE): This project is part of LWP’s contribution to protect and conserve the Litani River under the Charter for the Protection of the Litani River. LWP is extending the WW network in Joubb Jannine (about 3,000 m) as part of the Joubb Jannine network, which is already connected to the Joubb Jannine WWTP. LWP launched infrastructure works in July 2019. Construction works were finalized by end of June 2020, with handing over completed in July 2020.

3. Kherbet Qanafar’s Network Installation (BWE/LRA): This project is part of LWP’s contribution to protect and conserve the Litani under the Charter for the Protection of the Litani River. LWP is extending the WW network of Kherbet Qanafar in three areas and rehabilitating the main collector of the village that discharges into the Joubb Jannine WWTP. The 2,500m extension to the collection network reduces domestic wastewater contamination discharging directly into the Litani basin. The Kherbet Qanafar wastewater network is now channeled to the existing Joubb Jannine WWTP. LWP started infrastructure rehabilitation works in July 2019. Construction works were finalized by end of June 2020, with handing over completed in July 2020.

4. Jbaa’s Wastewater Treatment Plan Rehabilitation (BMLWE): This project is part of LWP’s WWT interventions, as explained in the previously submitted “Assessment of Small Wastewater Treatment Plants in Lebanon – Summary” report. LWP started infrastructure rehabilitation works in July 2019. Construction works were finalized by end of June 2020. end of Y5, the handing over process was in its final stages and was completed in

5. El Moukhtara/Boutme’s Wastewater Treatment Plant Rehabilitation (BMLWE): This project is part of LWP’s WWT interventions, as explained in the “Assessment of Small Wastewater Treatment Plants in Lebanon – Summary” report. LWP started infrastructure rehabilitation works in July 2019. LWP completed all needed concrete works and metal and electro-mechanical works


protection. Construction works were finalized by end of June 2020, and by end of Y6-Q1 the handing over process was in its final stages.

6. Mrousti Wastewater Treatment Plant Rehabilitation (BMLWE): This project is part of LWP’s WWT interventions, as explained in the “Assessment of Small Wastewater Treatment Plants in Lebanon – Summary” report. LWP started infrastructure rehabilitation works in July 2019. During Y5-Q1, LWP completed all needed concrete works and metal and electro-mechanical works and paint and finishing works. In Y5-Q2, LWP supplied electro-mechanical equipment. Construction works were finalized by end of June 20202, and by end of Y5, the handing over process was in its final stages.

These BMLWE rehabilitated WWTP in Jbaa, El Moukhtara/Boutme, and Mrousti villages now have greater efficiency, improved safety, and an upgraded appearance. The plants benefit about 5,805 people combined and help protect the environment from pollution previously caused by dumped wastewater.

7. Bteddine El Laqch’s Wastewater Treatment Plant Rehabilitation (SLWE): This project is part of the Jezzine demonstration area works, completed in Y4-Q3. SLWE ‘s requested additional works were completed in Y5-Q2.

8. Sniye’s Wastewater Treatment Plant Rehabilitation (SLWE): This project is part of the Jezzine demonstration area works. By end of Y4, the project was put on hold because of difficult site access. The site was assessed again in Y5-Q1 and was canceled because of obstructed site access.

9. Haitoura’s Wastewater Treatment Plant Rehabilitation (SLWE): This project is part of the Jezzine demonstration area works. Rehabilitation works of the WWTP were completed in Y5-Q2.

TASK A.10. IMPROVE WATER RESOURCES CONSERVATION/PROTECTION The first water conservation initiative to yield tangible results is the LWP Chabrouh Dam project. In Year 2, LWP supported BMLWE with the financing, technical design, and roll-out of drip irrigation systems in farmland located in the village of Faraiya and the Chabrouh dam area. This project was implemented as a model for effective cooperation between LWP and BMLWE to reduce amounts of water wasted through furlough irrigation and increase water availability for BMLWE. By the end of Year 3, LWP completed installation of drip irrigation systems for the first batch of lands and farmers, and trained farmers on appropriate maintenance for the newly installed systems to protect them during the cold season. In Year 4, LWP worked with BMLWE to complete the main lines infrastructure for the Faraiya village and install sand filters for the second batch of irrigated lands and farmers, bringing the total of farmers supported to 67 and the area covered to 192,932 square meters. Before the completion of the Chabrouh project, the estimated amount of water used for irrigation in the Chabrouh agricultural area was around 1.5 million cubic meter (MCM) per year. With the use of new irrigation techniques and the installation of a new pressurized system, LWP was able to save almost 0.3 MCM (297,625 CM) that were originally wasted through traditional irrigation. By the end of Year 4, LWP received requests from at least ten new farmers for support to switch to drip irrigation and assisted BMLWE with installing the BMLWE newly purchased irrigation systems, before putting its activities on hold as winter set in. In Y5-Q3, and with the exacerbation of the financial crisis, BMLWE witnessed a rise in irrigation practices and requested LWP’s assistance with designing new on-farm drip irrigation in Chabrouh as new farmers were subscribing for assistance with drip irrigation. Accordingly, two new on-farm irrigation systems were installed by the end of June 2020, with another two systems installed in July 2020. By Y6-Q1, LWP was still providing


technical support to BMLWE in Chabrouh and both the LWP civic engagement and water demand management teams were coordinating with the municipality to push more farmers to switch to drip irrigation.

TASK A.11: DECREASE OPERATIONAL COSTS FOR RWES This new task was added through LWP task order modification 8 of May 26, 2020. It is in direct response to the financial and political crisis that has gripped Lebanon since October 2019. The crisis has resulted in many water customers to stop paying their bills and the RWEs’ revenues declining sharply. Facing the challenge of having to continue providing water and wastewater services with significantly reduced revenues and resources, the RWEs need immediate assistance in providing water and helping to prevent further instability as Lebanese citizens are already criticizing the poor provision of government services. LWP will assist the RWEs and LRA in lowering operational costs, thereby offsetting revenue shortfalls.

LWP assistance will focus on decreasing O&M costs through installation of alternative energy sources and high-efficiency pumps, providing critical spare parts to reduce equipment down time, and engage in other activities including, but not limited to, rehabilitating and upgrading RWE/LRA facilities. This task will be strongly reinforced by Task A.1 efforts to strengthen internal systems, operations, and governance of the RWEs and LRA, which will further enhance efficiency and lower operational costs.

LWP will improve the O&M efficiency of at least 15 water/wastewater facilities/systems through these activities, identified as Projects Decreasing Operational Cost (PDOCs). Of the 15 PDOCs, at least ten will be water facilities/systems while the rest may be water or wastewater facilities/systems. The activities will decrease O&M costs of targeted facilities, focusing on offsetting electricity needs, as electricity is a key cost driver of O&M costs.

By end of June 2020, LWP had identified 37 potential sites after consultations with the RWEs. LWP adopted the following six practical criteria to help narrow down the selection of projects:

1- Urgency of implementation (criteria specific to BMLWE and BWE): This criterion is adopted because of the status of the equipment of BMLWE and BWE, its continuous breakdowns, and the high cost of maintenance incurred on regular basis.

2- Improvement of service (hours of service, quality and quantity of water): the aspects of improving a system’s performance were evaluated based on whether a project would increase hours of water supply and quantity of water supplied. Thus, any investment that could ensure a continuous supply of service would have a high impact on improving hours of supply and quantity of water available (improved treatment in the case of a WWTP).

3- Contribution to O&M costs reduction (maintenance and energy costs): Improving the financial performance of an RWE is directly related to reducing costs of maintenance and costs of energy. Investing in pumping stations and WWTP would improve the operational efficiency of an RWE. Thus, installation of PV solar panels or power regulators, as well as replacing old and heavily worn equipment would directly lead to a reduction in O&M cost at the RWE.

4- New Project versus existing LWP project: selected projects must be either completely new projects or existing projects previously covered by LWP but requiring additional intervention. Stronger emphasis was put on new projects, without total disqualification of existing projects.


5- Access to site: selected projects, especially PV projects, must be easily accessible (quality of road leading to it in terms of safety and status or easy physical access). Clear and unimpeded access to site was required for all works needed, including mechanical, civil, electrical, and supply of equipment.

6- Space availability: selected projects (especially PV installation) must happen on sites where enough space is legally owned and available for the installation of PVs to take place.

Based on the criteria listed above, LWP narrowed down its original selection from 37 projects to 17 spread across all four RWEs and LRA. Upon approval of the selected projects by USAID, LWP launched the Design and Construction Quality Control process and selected two subcontractors as the projects were divided in two categories, respectively water facilities rehabilitation, specifically the procurement, supply and installation of new pumps, as well as PV solar panels installation. Design work began in Y5-Q4. However, by Y6-Q1, delays caused by the country situation and additional budget constraints due to newly required VAT payments forced LWP to reduce the scope of the water facilities rehabilitation projects and limit it to the procurement and supply of pumps and accessories only, without installation, with a potential decrease of the number of water facilities supported. By end of December 2020, LWP had informed bidders of the change in scope and requested that new bids be submitted accordingly. This task is planned for completion in Y6-Q2.

For detailed information related to all activities under the tasks of Result A, please refer to the table below.


RESULT A TABLE: ACTIVITIES AND DELIVERABLES

RESULT A: IMPROVE SERVICE DELIVERY & RESOURCE MANAGEMENT CAPACITY OF RWES & LRA

Del.

No. Task & Activities

Expected Completion Y5

Y6

Q1-Q2

Status of Activity Challenges

Next Steps or Mitigating Measures

Q1 Q2 Q3 Q4

A.1. STRENGTHEN RWE AND LRA PLANNING AND INTERNAL OPERATIONS MANAGEMENT

A.1.1. Strengthen Business Master Planning

1 A.1.1 Each RWE will have updated their business plan

Completed in Y3-Q1.

2 A.1.1 LRA will have prepared its first business plan.

NOT USED

Cancelled and replaced with Deliverable 129

3 A.1.1 All RWEs will have a water demand management plan in the demonstration areas

X The water demand management model for Haouch El Oumara completed. In Jezzine Metn and Koura, LWP is collecting baseline

COVID-19 restrictions that limit movement of contractors and LWP staff.

Complete installation of meters in selected zone of



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

data to start its water demand management model and calculations.

demonstration areas.

Complete the water demand management plan for Jezzine, Metn, and Koura based on a revised plan discussed with USAID.

4 A.1.1 LRA will have completed water quantity monitoring plan for all rivers in Lebanon including the Upper Litani River Basin

Completed with “The Assessment of River Gauging Stations in Lebanon” report in Y2-Q4. GIS “on-the-job” training also completed in Y3-Q1.

Sustainability of geodatabase.

Training conducted to ensure use and sustainability.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

5 A.1.1 BWE will have completed irrigation master plan.

X Completed in Y5-Q1. Training delivered to BWE staff on managing and maintaining the geodatabase system created.

6 A.1.1 Review water and wastewater master plans for consistency with business plans

Completed in Y3-Q4.

7.a A.1.1 Annual business plans performance monitored and validated for each RWE in Year 2

Completed in Y3-Q2.

127 A.1.1 Prepare Risk Management Plan for NLWE and SLWE.

Completed in Y4-Q3.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

128 A.1.1 Prepare Risk management Plan for BWE, BMLWE, or LRA

Completed at BWE in Y4-Q2 and at LRA in Y4-Q4.

7.d A.1.1 Annual business plans updated for each RWE in Y5

X On-going. RWEs not considering this a need/priority in these challenging times.

Working closely with the RWEs and showing them the importance of this tool.

A.1.2. Fully Implement Enterprise Resource Planning (ERP) and Costing and Operational Analyses

8.a A.1.2 Initiate implementation of ERP with NLWE

Completed in Y3-Q1.

8.b A.1.2 Complete installation of the ERP suite in the NLWE

Completed in Y4-Q3.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

9 A.1.2 Complete installation of ERP suite and costing and operational analysis in the BMLWE, SLWE, and BWE

Completed in Y3-Q3.

10 A.1.2 Train 50 RWE and LRA staff in ERP use.

Completed in Y2. Additional trainings provided to BWE and NLWE in Y5.

11 A.1.2 Continue refinements in the use of ERP tools and systems

Completed in Y3-Q4.

129 A.1.2 Provide assessment of LRA IT infrastructure and operation standards

Completed in Y4-Q3.

130 A.1.2 RWE ERP/IT service and maintenance team established

X Ongoing with ERP support at various RWEs.

Recent mounting financial difficulties of RWEs to self-finance support.

Coordinating with UNICEF to take-over



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

support after LWP.

12 A.1.2 Deliver a governance framework for the NLWE and SLWE to improve their operation and create better control environment

X Completed in Y5-Q1.

A.1.3. Strengthen Assets Valuation and Management

13 A.1.3 Develop standardized Assets Management Manual

Completed in Y2.

14.a A.1.3 Conduct assets valuation for the SLWE and NLWE and train staff on maintaining and updating assets in the ERP

Completed in Y3-Q3.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

14.b A.1.3. Integrate assets valuation into ERP in the SLWE and NLWE

Completed in Y3-Q4.

15 A.1.3 Integrate assets valuation into ERP in the BMLWE and BWE

Completed in Y3-Q4.

16.a A.1.3 All RWEs will conduct annual updates of assets valuation

Completed in Y3-Q4.

16.b A.1.3 All RWEs will conduct annual updates of assets valuation


16.c A.1.3 All RWEs will conduct annual updates of assets valuation

X Competed in Y5-Q4.

17 A.1.3 Train RWE staff in updating assets valuations

Completed in Y2.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

A.1.4. Improve RWE Internal Performance and Financial Audit

18.a A.1.4 Update financial and performance audit manuals for NLWE and SLWE

Completed in Y2.

18.b A.1.4 Update financial and performance audit manuals for BMLWE and BWE

X Completed for BMLWE. Completed for BWE in Y6-Q1.

Delays due to COVID-19 crisis.

19 A.1.4 Provide training to NLWE and SLWE and board members in understanding and using audit reports to improve organizational performance

Completed in Y2.

20 A.1.4 Begin to develop a financial model for the LRA


21.a A.1.4 Financial and performance audits will be completed for the

Completed in Y3-Q4.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

utilities that have the staff in place

21.b A.1.4 Financial and performance audits will be completed for the utilities that have the staff in place


21.c A.1.4 Financial and performance audits will be completed for the utilities that have the staff in place

X Completed on Y6-Q1. Delays because of the COVID-19 crisis

125 Revise the SLWE organizational structure to reflect current needs

Completed in Y3-Q2.

A.1.5. Strengthen RWE and LRA Use of GIS for Assets Management and Operations



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

22 A.1.5 GIS systems for three of four RWEs will be reviewed

Completed in Y1.

23 A.1.5 Plans will be developed to strengthen GIS capacity and systems for three of the four RWEs

Completed in Y1.

24 A.1.5 Improved use of GIS (on-the-job training) to maintain information on piped networks and equipment, and customers

Completed in Y3-Q2.

25 A.1.5 Mapping demonstration areas of the intervention following the area assessments

X

A.2. IMPROVE BILLING AND COLLECTION



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

26 A.2.1 Initiate updated customer registers in three of the four RWEs demonstration areas

Completed in Y2.

Actual update of customer registers will be finalized once meter installations are completed. Completion is planned for Y6-Q1.

27 A.2.2 Develop communication strategy to improve customer awareness and increase collections in demonstration areas

Completed in Y2.

28 A.2.3 Initiate at least one partnership with a bank or financial institution to improve collection efficiency

Completed in Y1.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

29 A.2.4 NOT USED

30 A.2.5 Complete customer register updates in the three demonstration areas

X

126 A.2 Procure and train BWE, NLWE, and SLWE staff on the use of handheld bill collection devices

Completed in Y3-Q3.

A.3. REDUCE NON-REVENUE WATER LOSSES

31 A.3.1 Launch two projects to install production and/or district meters for the RWEs

Completed in Y2. Construction on going.

32 A.3.2 Complete production and district metering for the RWE demonstration areas

X On-going. Source/district meters and chlorinators installed at BWE’s

COVID-19 pandemic: delays in Metn and Koura

Jezzine construction completed in Y5-Q2. Handing



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

Haouch El Oumara, and at SLWE’s Jezzine. On-going for other demonstration areas.

demo areas mainly.

over is ongoing. Complete installation of meters in Metn, and Koura demonstration areas.

33 A.3.3 Train at least 60 RWE staff in meter reading and maintenance

X Training dates will be set as construction progresses in demonstration areas.

A.4. WATER QUALITY ASSURANCE PLANS (WQAPs) IN PLACE AND ENFORCED FOR WATER UTILITIES IN THE SELECTED AREAS OF INTERVENTION

34 A.4.1-1 Support development of draft WQAPs for four RWEs

X Completed in Y5-Q1. Availability of data and resources to carry-out the works.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

35 A.4.1-2 Train RWE staff in preparation of WQAPs and water safety analysis


36 A.4.1 NOT USED

37 A.4.1-3 Support two partnerships between RWEs and municipal governments in water quality/safety testing and analysis


38 A.4.1-4 NOT USED

39 A.4.1-5 Assist one RWE to design and implement a service contract to carry out water quality and safety analysis


SLWE and AUB to sign contract once SLWE



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

installs all sampling points.

40 A.4.1-6 Assist the RWEs in preparing public messages/information on water quality in their networks

X Completed in Y6-Q1. Constant follow-up with RWEs to adapt communication activities and messages to suit the current circumstances.

COVID-19 pandemic has created a challenge to identify the right communication messages.

LWP has adapted its activities to accommodate circumstances imposed by the financial and health crisis.

41 A.4.1-1c Four RWEs will have WQAPs in place

X Completed in Y5-Q2. Data availability.

42 A.4.1.7 Six partnerships between RWEs and municipal governments to conduct joint water quality and safety analysis

X Completed in Y5-Q4 (linked to deliv. 37)



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

A.4.2. Strengthen the Capacity of RWEs and LRA in Water Security Analysis and Planning

43 A.4.2.1 Develop terms of reference (TORs) for carrying out water security analyses

Completed in Y1.

44 A.4.2.2 Enlist local universities to support water security analyses

Completed in Y1.

45 A.4.2.3-a Launch at least one water security analysis

Completed in Y2.

46 A.4.2.3-b Complete water security analyses for all five water utilities

X Submitted to USAID for approval in Y4-Q4 but retrieved after the MoEW requested LWP’s assistance with a national WSA.

Availability of data. Ongoing. AUB has launched its work under the national WSA.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

Expected completion in Y6-Q2.

47 A.4.2.4 Produce communications message and short videos on the water security analyses


A.5. TRAINING AND CAPACITY BUILDING TO IMPROVE HOURS OF SERVICE

48 A.5.1 Water operator's certification program is designed in partnership with ACWUA and RWEs

Completed in Y2.

49 A.5.2 Complete ERP and technical training needs assessment for RWEs and the LRA

Completed in Y2.

50 A.5.3 Water operator's certification program is fully operational

X Canceled. MoEW is implementing similar program.

Removed from deliverables as



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

NOT USED Risk of duplication of effort.

part of contract modification.

51 A.5.4 Develop training materials and train RWE staff in pump O&M

X Completed in Y5-Q1. More sessions conducted in Y5.

52 A.5.5 NOT USED

53 A.5.6 Provide capacity building training based on the training needs assessments for up to 100 RWE staff.

X Completed in Y3. ACWUA certified training planned to continue in Y4 and beyond, situation permitting.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

A.6. IMPROVE COMMUNAL WATER SERVICE DELIVERY

54 A.6.1 Complete needs assessments with selected International Non-Governmental Organizations, RWEs, and municipalities

Completed in Y2.

55 A.6.2-a Project designs are in process for at least two projects

Completed in Y2.

56 A.6.2-b Complete at least six projects that improves communal water service delivery in affected municipalities/communities

X Completion of construction for all projects of Bekaa.

Construction for NLWE PODAs started in Y4-Q3.

COVID-19 pandemic limiting movements of contractors.

- Finishing the design of the Bazaoun project and awarding it for construction.

- Continue construction works in Rahbe and Rachaaine



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

and complete in Y6-Q1.

A.7. IMPROVE AND EXPAND WATER SERVICES FOR LEBANESE CITIZENS

57 A.7.1 Expression of Interest issued and contracts established with engineering firms to provide engineering studies, designs, and construction quality control/assurance

Completed in Y1.

58 A.7.2 Demonstration areas in four RWEs defined and assessments completed to identify the work needed.

Completed in Y2.

59 A.7.3 Infrastructure upgrade projects outside the demonstration areas identified

Completed in Y2.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

61 A.7.5 Budgets developed for the demonstration areas in each RWE to finalize the work that will be performed by LWP based on the project budget

Completed in Y4-Q1.

62 A.7.6-a Projects designed and contracts awarded for construction in demonstration areas

Completed in Y4-Q2. All construction subcontracts awarded.

63 A.7.6-b Infrastructure projects completed in demonstration areas

X Ongoing.

A.8. IMPROVE THE EFFICIENCY OF IRRIGATION SYSTEMS IN SELECTED AREAS

64 A.8.1 Complete Rapid Assessment Completed in Y1.

65.a A.8.2 Identify areas and define baselines

Completed in Y1.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

65.b A.8.2 Implement selected improvements for LRA facilities

X Works under the subcontract for rehabilitation of LRA wetland are finished. Procurement process for laboratory equipment launched and award planned for Y6-Q1.

COVID-19 pandemic restricted movement of contractors and import of material and equipment.

CW is completed and lab equipment supply to be completed in Y6-Q1.

66 A.8.3 Negotiate partnerships with irrigation equipment suppliers

Completed in Y2.

67 A.8 NOT USED

68 A.8 NOT USED

A.9. SUPPORT THE DEVELOPMENT OF CONTEXT-APPROPRIATE MODELS FOR SANITATION SERVICE AND SEWAGE MANAGEMENT



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

70 A.9.1 Develop and publish case studies

Completed in Y3-Q1. The Assessment of Small Wastewater Treatment Plants in Lebanon: Case Study” Report approved by USAID.

71 A.9.2 Identify at least two potential sites for low-cost sewage/septage collection/treatment in each region

Completed in Y3-Q1.

72 A.9.3 Hold initial consultations with MoEW, RWEs, and local communities on site selection and design

Completed in Y3-Q1.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

73 A.9.4-a Project designs completed and approved, and construction subcontracts issued.

Completed in Y4-Q3. and Construction Quality Control subcontract awarded and construction contract awarded for rehabilitation projects in Bekaa and Chouf. Chouf works completed in Y5-Q4. Ongoing for Bekaa and planned for completion in Y6.

Few delays faced because of public consent on WW networks and COVID-19.

Handing- over of completed sites.

60 A.9 Feasibility study completed for the design and construction of a wetlands area for wastewater/river water treatment


74 A.9 NOT USED



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

75 A.9 NOT USED

76 A.9.4-d At least six sustainable sanitation models completed

X - Works on 9 projects have been completed.

- Roum CW launched in Y5-Q4.

COVID-19 Completion of Roum CW

A.10. IMPROVE WATER RESOURCES CONSERVATION/PROTECTION IN THE LITANI BASIN

77 A.10.1 Update baseline information on water quality in the Upper Litani Basin

Completed in Y3-Q3.

78 A.10.2-a Organize at least four multi-stakeholder discussions about water threats and risks to water resources

Completed in Y2.



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

79 A.10.3-a Initial plan will be underway for actions to improve water resources protection and conservation

Completed in Y3-Q2. LWP will continue working with municipal unions to support implementation of selected action plans.

80 A.10 NOT USED

81 A.10 NOT USED

82 A.10.3-c At least two water resources conservation and protection initiatives will be yielding tangible and measurable results

X Completed in Y5-Q2. The first project, the Chabrouh dam irrigation project.

The second initiative is the water conservation project with stone-cutting industries in the Bekaa



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

completed under WELI.

The third initiative, the whey treatment of the dairy industries, was completed in December 2019.

A.11. Decrease Operational Costs for RWEs

131 A.11 List of facilities targeted for reducing operational costs of RWEs including baseline cost data


Award/initiate at least 15 PDOCs

X Design ongoing. - Time constraints

- Country situation.

- VAT exemption.

- Set short deadlines for design.

- Move forward with procurement process for



Del.



Y6

Q1-Q2



Q1 Q2 Q3 Q4

- Extension approval

needed equipment.

At least 15 separate facilities, referred to as Projects Decreasing Operational Costs (PDOCs), will be completed with 25% reduction in operational costs

X - Time constraints

- Country situation


RESULT B: IMPROVE CIVIC ENGAGEMENT IN WATER MANAGEMENT AND ADVANCE CITIZEN PERCEPTION OF THE WATER UTILITIES ROLE IN PROVIDING A NECESSARY AND VALUABLE SERVICE

TASK B 1. IMPROVE CUSTOMER SATISFACTION WITH SERVICES PROVIDED BY PUBLIC WATER UTILITIES LWP’s communication activities during Y5 were relentless despite both the financial crisis that began in the fall of 2019 and the COVID-19 virus health crisis. In fact, LWP re-evaluated the whole situation, worked on a new communication strategy following the health crisis and the global state of affairs, and implemented changes in messaging and tools, as it moved many activities to the virtual sphere, after conducting many virtual meetings with beneficiaries and partners. Below is a summary of LWP’s main communication initiatives during Y6-Q1:

• LWP launched its 3D animation movies with the RWEs, as part of the last leg of its water conservation awareness campaign. The conservation campaign, which followed an awareness campaign on water meters last year, started in early summer with a billboard and unipole campaign encouraging citizens to save water “no matter what happens.” The outdoor campaign gave USAID a lot of exposure and was seen by motorists using the coastal highways. To wrap up this campaign, LWP promoted six short awareness videos on water conservation as well as its flagship 3D animation video, which traces the long journey that water droplets make (via the water establishment) before reaching a subscriber’s home. In partnership with the RWEs, LWP launched the 3D animation video on water conservation with all four RWEs, according to the following schedule: SLWE, November 24; BWE, December 1; BMLWE, December 2; and NLWE, December 8. The videos were exceptionally successful and all audiences interacted with it positively. SLWE posted the 3D video on its Facebook, Instagram, YouTube, and Twitter pages on November 24, and LWP started a boost program until end of November 2020. On the SLWE page, the video attracted more than 102,000 views, 87 shares and 86 comments. Comments showed that many people are watching the video till the end, finding it very funny, and understanding the main message, which is: “It takes a lot of work to get clean water to households, so people should not waste it.” In their first days after posting, and before boosting, both BWE and BMLWE videos also attracted a lot of views.

• On behalf of SLWE, the LWP communication team launched a SMS campaign to remind people to pay their water subscriptions. The SMS message linked to several attractive “posters” that explained why citizens pay for water.


• The team also implemented an SMS campaign for NLWE, which promoted the establishment’s new application to enhance customer service, including applying for water connection; moving the water connection from one house to another, payment facilities, reporting leaks, and illegal connections, and reading household meters. LWP further helped NLWE with various Facebook posts, including promoting hygiene and reminders for protection against COVID-19.

• To help the establishments spread awareness messages to their customers, LWP started installing in the summer of 2020, TV branding units at customer service centers, for BMLWE, NLWE, and SLWE. By end of Y6-Q1, LWP had installed TV branding units (Smart TVs and Wall branding visual) at the Jbeil CSC/BMLWE, the Tripoli CSC/NLWE, and the Jezzine, Nabatiyeh, and Saida CSCs/SLWE. Located in high traffic areas, the units will be used to display awareness videos about services and improvements the RWEs offer.

NLWE’s application

SLWE posters


• Also, LWP provided brochure stands for the lobbies of NLWE and SLWE, which they will also use to display informational materials on services and improvements they offer. The brochure stands were delivered to the Tripoli CSC of NLWE and the Saida CSC of SLWE. However, these brochure stands are moveable and can be used in other CSCs depending on the need of the establishment. These CSCs were selected in direct and close coordination with the RWEs and were chosen because they have the highest customer traffic. These CSCs definitely serve as a platform for awareness material distribution and promotions that would improve the image of the establishment and its relationship with their customers.

Smart TV at the Tripoli CSC

Photo by LWP


• By the end of Y6-Q1, the total followers on LWP’s Facebook page reached more than 4,733 followers, a 3.79 percent increase over the last quarter. The monthly average reach of posts was 55,698; this number includes the number of unique users who had any of LWP’s posts enter their newsfeed, including statuses, photos, links, and videos. The monthly average for video views during this period was 16,859.

TASK B.2. REDUCE NONPRODUCTIVE (WASTEFUL) USES OF WATER IN BOTH RURAL AND URBAN SETTINGS IN THE SELECTED AREAS OF INTERVENTION In Year 4, LWP mainly followed-up with farmers and industries who benefitted from the LWP incentive rebate program for efficient irrigation practices and for water conservation to ensure that installed irrigation equipment and industrial water recycling equipment is still being used. Through the incentive-rebate grants program, and in collaboration with the Association of Lebanese Industrialists (ALI) and private sector suppliers of agricultural equipment LWP raised awareness about the importance of conserving water in agriculture and industries and introduced new water-saving technology in both irrigation and stone cutting industries. By end of Year 4, to ensure sustainability a year after implementation, LWP visited farmers and industries who had qualified under the incentive rebate program. Through these visits, LWP verified that farmers who had

SLWE’s movable brochure stand

Photo by LWP


purchased and installed the water-saving irrigation equipment were still committed to using it, while the nine industries who had installed water recycling/conservation equipment were also fully engaged and committed to it. In Y5-Q1, LWP focused on drafting the report providing an overview of the activities conducted with farmers and industries as well as results, perceptions, and impact. USAID has approved this activity as completed in Y5-Q2.

TASK B.3. INCREASE CIVIL SOCIETY ENGAGEMENT IN IMPROVING WATER USE BEHAVIOR FOR ENVIRONMENT AND WATER RESOURCES PROTECTION LWP grants continued engaging not only farmers as stated under Task B.2, but also non-governmental organizations and CSOs. The status of grants that were still active in Y6-Q1 is as follows:

• LebRelief Council: LRC resumed mobilizing communities at the municipal level in the Koura demonstration area as infrastructure works began, in coordination with the neighborhood committees they had created. As construction works were advancing in Koura in Y5-Q2, LRC started again, on February 28, its Koura activities with a first round of household visits. Similar visits were planned to take place to capture the community’s concerns and requests as well as to highlight the project scope and the responsibilities and roles of both the community and NLWE in managing and conserving water. With the outbreak of COVID-19, the governmental lockdown and social distancing measures, LRC stopped its household visits in Y5-Q2 and, in Y5-Q3, in agreement with LWP, switched its activities to virtual options for raising awareness, after consulting with the Koura community and getting its buy-in on infrastructure activities that LWP is implementing while raising awareness about water conservation. In Y5-Q4, LRC launched its virtual activities in the Koura demonstration area. To respond to residents’ questions, LWP and LRC set up a series of 15 WhatsApp call sessions with more than 240 community members and representatives from NLWE. Questions revolved around implementation of volumetric tariff structures, water availability, and LWP’s infrastructure activities, including the installation of water meters. The LWP team also explained the emerging challenges that NLWE is facing because of the recent economic crisis. These include the inability to provide a regular water service because of a shortage in fuel for electricity, which is essential for keeping pumping stations operational; additionally, access to chlorine and other operational and maintenance tools are no longer readily available due to the devaluation of the currency and the establishment’s inability to procure items in US cash dollars. The response from participants was very positive. “The presentation was very informative, and I would recommend that it be repeated in schools, so that students could help their parents better manage their water consumption, especially that water in Lebanon is dwindling,” said one participant, adding that installing water meters is an important step toward better water management. Adapting to the new realities imposed by COVID-19, LRC’s engagement in Y6-Q1 consisted of organizing a puppet show to raise awareness among children in Koura, through virtual channels, in replacement of the classroom sessions that were originally planned. By October 30, LRC submitted its final report to LWP. The report summarizes the work done with lessons learned and key achievements. The report sheds light on the positive impacts of close engagement with stakeholders such as NLWE, municipalities, and local communities and draws interesting preliminary lessons. LRC conducted 48 focused group in the different villages and 432 individuals were reached. Six water festivals were conducted in the five demonstration area villages and 334 Lebanese children and 225 children from the Syrian Refugees were reached. Household visits were conducted in the villages and reached 286 citizens. Finally, and to adapt to Covid-19, 15 virtual awareness sessions on WhatsApp attracted 241 citizens of the Koura demonstration area. The constant engagement with NLWE and municipalities is worthy of noting: NLWE was informed in detail of every activity and approved activities that were going to happen in Koura. NLWE also asked to be


present in the water festivals and two representatives attended the WhatsApp awareness sessions and provided feedback to the users. LRC, through its close presence with municipalities, was able to convey, to LWP, and NLWE any issue or challenges faced by the local authorities and even citizens. Most of the time, NLWE and LWP were able to resolve such issues and concerns and advance work forward. Through the created committees and the very transparent process of choosing the members by the community, LRC was able to anchor awareness and water management in the villages and the citizens. This has facilitated progress of works and conviction in its advantages. In summary, the work done by LRC has shown the very positive advantages of engagement with citizens and building bridges between RWEs and water users.

• USJ Chaire de L’Education a L’ Eco-citoyennete et au Developpement Durable (CEEDD): LWP awarded this grant to CEEDD for implementing CEEDD’s project “Sustainable Education and Awareness for Water Management in Metn-SEAWMM”. Under this project, CEEDD planned to:

- Raise awareness among youth and adults (students and their teachers) about sustainable water use and management, and awaken their eco-citizen spirit through awareness sessions, trainings and conceptual change approaches, to reduce water consumption within schools and households in the Metn district.

- Bring Metn citizens closer to BMLWE and strengthen communication between citizens and water operators to guarantee that all water complaints would be addressed and resolved according to regulations, via town hall meetings.

In Year 4, LWP, with its partnership with CEEDD, conducted a teacher training for seven schools, 402 teachers, and more than 1,500 beneficiaries. Then, LWP, after completing its CEEDD formal teacher training in Y4, focused in Y5-Q1 on its teacher coaching program and parent awareness sessions in Metn schools. The coaching sessions were met with great success from parents and teachers alike as they prepared them to engage with children and teenagers on water topics and interdisciplinary projects integrating various learning subjects such as math, science, civic duties and others. CEEDD continued this activity in Y5-Q2 and reached 30 teachers who are responsible for engaging nearly 575 students. Also, in Y5-Q2, LWP received the results of the pre-tests and post-tests CEEDD had administered during the teachers and student trainings it had conducted in previous quarters. According to the pre- and post-tests of eight out of the 13 schools, 90 percent of teachers said that they had acquired new skills after the training, while 97 percent said that they will use these skills in future teaching sessions. Also, the tests showed a statistically significant increase in knowledge of water conservation among students in three schools. Meanwhile, increase in knowledge of water management among students was statistically significant in six schools. These results can be considered as proof that the approach and intervention were impactful, and the training sessions should be replicated in more schools. With the COVID-19 pandemic, and in order not to stop its valuable outreach, CEEDD decided to adjust its activities in the Metn, as LRC had done in Koura, and worked on these adjustments throughout Y5-Q3. By August 2020, LWP and CEEDD had agreed on developing a series of videos to spread awareness for Metn, with the first video addressing the “water cycle”. In September 2020, CEEDD was working, under the guidance of LWP, on the voice over and story board of this first video and by mid-December 2020, the first two videos had been completed and submitted to USAID for approval before dissemination. By end of December, CEEDD was finalizing a third video, with drafts and storyboards planned for an additional five videos. This grant is planned for completion in Y6-Q2.


In addition to the grants portfolio, LWP finalized its student research project with two universities (Université St. Joseph and Notre Dame University) in Y5-Q3 and completed this project in Y5-Q4. The student research program was launched in June 2018 (Year 3) and was extended to Y5-Q2 to allow all the students to complete their research and submit their theses. Twelve students, divided into eight groups with eight research papers, engaged in research focused on water challenges to capture the social, economic, and cultural aspects, and impacts of water. Six teams were from Notre Dame University (NDU) and two teams from Université Saint Joseph (USJ) with research projects that focus on water. At the beginning of December 2019, LWP continued its working sessions with research students to get updates on their progress and provide needed guidance. As some students submitted their final drafts to LWP for revision in Y5-Q1, the rest of students (granted contract extensions) completed their papers and submitted them to LWP in Y5-Q2, after being guided by the LWP team throughout the process. By Y5-Q4, USAID had approved the completion of this project.

With this initiative, LWP will have engaged all segments of society after conducting farmers’ field days and securing cooperation with the private sector, the commitments of municipalities, and collaboration with media organizations, while spreading awareness among school children and at the household level.

For detailed information related to all activities under the tasks of Result B, please refer to the table below.


RESULT B TABLE: ACTIVITIES AND DELIVERABLES

RESULT B: IMPROVE CIVIC ENGAGEMENT IN WATER MANAGEMENT & ADVANCE CITIZENS PERCEPTIONS OF RWES AND LRA ROLE IN PROVIDING A NECESSARY & VALUABLE SERVICE

Del.



Y6 Status of Activity Challenges Next Steps or Mitigating Measures

Q1 Q2 Q3 Q4

B.1. IMPROVE CUSTMER SATISFACTION WITH SERVICES PROVIDED

86 B.1.1 Complete baseline customer satisfaction surveys for all four RWEs

Completed in Y1.

87 B.1.2 Develop communication strategy and key messages for at least two RWEs

Completed in Y3-Q1.

88 B.1.3 Train at least 60 RWE staff in communication messages and customer relations

Completed in Y2.

89 B.1.4-a Create/upgrade at least two RWEs /MoEW websites

Completed in Y3-Q2.



Del.




Q1 Q2 Q3 Q4

90 B.1.5-a Establish/strengthen Customer Service Centers in at least two RWEs

X Carried over from Y2-Q2. Completed in Y6-Q1.

91 B.1.6 Install ERP customer relations module in NLWE

Completed in Y4-Q3.

92 B.1.5-b Corporate videos developed for at least two RWEs

Completed in Y3-Q4.

93 B.1.4-b Three of four RWEs/MoEW will have informative websites that provide up-to-date information on RWE operations and facilitate customers registering complaints.

Completed in Y3-Q4.

B.2. REDUCE NON-PRODUCTIVE (WASTEFUL) USES OF WATER IN BOTH RURAL AND URBAN SETTINGS IN SELECTED AREAS OF INTERVENTION



Del.




Q1 Q2 Q3 Q4

94 B.2.1 Design and launch incentive rebate program for farmers

Completed in Y2.

95 B.2.2 Identify at least one agro-industry willing to reduce water use

Completed in Y3-Q1.

69 Support at least five farmer field days

Completed in Y4-Q1.

96 B.2.3 Secure commitments of at least 20 farmers to switch to more efficient irrigation technologies

Completed in Y3-Q1.

.

97 B.2.4 Develop and give at least five presentations to chambers of commerce and industry associations on ISO 14045/46

Completed in Y3-Q4.

98 B.2.5 Identified farmers and industries undertake “agreed to” commitments




Del.




Q1 Q2 Q3 Q4

B.3. INCREASE CIVIL SOCIETY ENGAGEMENT IN IMPROVING WATER USE BEHAVIOR FOR ENVIRONMENT AND WATER RESOURCES PROTECTION

99 B.3-1 Forge partnerships with municipal governments in the Litani Basin

Completed in Y2.

117.a Launch grant fund Completed in Y2.

117.b Awards 7 grants to improve water use behavior and conservation

Completed inY3-Q4.

102 B.3-4 Identify media personalities and programs interested in water issues and plan program highlighting water issues in Lebanon

Completed in Y3-Q3.

103 B.3.2-b Establish partnerships with at least 20 municipal governments around water use, management, and protection activities

Completed in Y3-Q2.



Del.




Q1 Q2 Q3 Q4

104 B.3.5 Co-sponsor at least one river clean-up day in the Litani Basin

Completed in Y3-Q4.

105 B.3.6-a Develop initial education materials on water resources and conservation strategies for use in schools

Completed in Y4-Q2.

LWP is reproducing the materials because of their success.

106 B.3.7 Launch support for student research on water-related challenges

Completed in Y3-Q3.

107.a B.3.6-b At least 20 schools will be using LWP-developed materials on water resources

Completed in Y4-Q2. 21 schools of the Bekaa reached

107.b B.3.6.-b Support research studies by university students on water-related challenges

Completed in Y5-Q4.

109 B.3.9 At least three media campaigns will be aired on water resources

Completed in Y3-Q4.



Del.




Q1 Q2 Q3 Q4

and conservation challenges in Lebanon

110 B.3 Engage at least one civil society group or citizen's organization per area of intervention to identify and implement locally appropriate solutions for improved water use behavior for environment and water resources protection

Completed. Contract to CSOs for Jezzine, Koura, and Metn awarded in Y3-Q4.

COVID-19 pandemic hindering activities.

CSOs coordinated with infrastructure team to accompany works in demonstration areas.


RESULT C: IMPROVE PRIVATE SECTOR INVOLVEMENT IN WATER MANAGEMENT

TASK C.1. DEVELOP A PILOT PRIVATE SECTOR PARTNERSHIP TO IMPROVE WATER SUPPLY, WASTEWATER, OR IRRIGATION SERVICE DELIVERY After two years of intensive meetings and presentations highlighting the benefits of outsourcing bill payments to the private sector, LWP succeeded in mediating a contract between CU and SLWE. The contract follows a similar one signed earlier between Bekaa Water Establishment and CU in 2017. The contract offers SLWE customers the chance to pay their water bills via one of 600 CU points of sale, scattered all over the country. This partnership spares water customers from having to commute to SLWE customer service centers during peak traffic hours or waiting in line to pay their bills, and is expected to improve collection rates, reduce overdue bills, improve cash flow, and facilitate the payment process to customers. Additionally, fraud is expected to be reduced, with enhanced transparency in transactions. As a bonus benefit, SLWE will be able to tap into CU’s communication and marketing capacities to promote bill payments. Actual bill payments at CU’s counters started in June 2019. Because of the success of this LWP initiative, and in Y5-Q1, SLWE signed its contract contact with OMT, similar service provider, and replicated this partnership, expanding its services even further to cover over 1500 points of sale/counters nationwide.

LWP also continued efforts to create public-private partnerships with the RWEs during Year 4 and obtained their approval on specific PPP projects. However, the political and financial crisis have created a sizeable obstacle to PPPs in general because of the quasi inability or unwillingness of the Lebanese Government and the RWEs to engage in financial borrowing or loan activities. By the same token, the private sector has also been affected and its will to engage in such partnership dampened. In light of the latest political, economic, financial, and health challenges the country is facing, completion of the PPP contracts as described below has been significantly hindered and was put on hold. Regardless, LWP put all its efforts into providing complete documentation for PPP initiatives that each RWE can use as the market becomes more secure and is able provide a lucrative business model for the private sector to engage in, or when financing funds became available. Below is a synopsis of the PPP contracts LWP developed for the benefit of the RWEs:

BWE: The focus of this PPP initiative is a six-year Performance-Based Contract for the O&M of three BWE WWTPs, located in Zahle, Joubb Jannine, and Saghbine, including network lift stations. The preliminary cost estimate for this project is US $28 million. At the beginning of Y5-Q1, BWE’s DG met with LWP with to discuss the Performance Based Contract developed earlier. The purpose of the meeting was to brief and bring-up to speed the DG’s new team on LWP’ work and ensure BWE staff continues to follow-up on PPPs. LWP delivered a full presentation on its BWE PPP initiative and provided guidance to BWE staff on how to approach and handle such PBC. BWE staff confirmed the fact that the PBC, along with using Key Performance Indicators (KPIs), was a priority, especially when discussing with CDR the contract renewal of the Iaat WWTP. This ensures a certain sustainability of LWP efforts invested in the PPP initiative. BWE plans to move forward with identifying funding sources to implement its PPP activities.

NLWE: The focus of this PPP initiative is a six-year Performance-Based Contract for the reduction of non-revenue water in Tripoli. Through a six-year performance-based contract, a private sector operator will manage NLWE’s daily operations, maintain and develop Tripoli’s water infrastructure, hold communication campaigns to raise awareness on water citizenship and responsible water use, and transfer its knowledge to NLWE’s staff through training and other methods. The preliminary cost estimate for this project is US $29 million. LWP promoted this initiative to various financial institutions, including EBRD. EBRD communicated its official willingness to finance this venture


through private equity loans, to which the Higher Council for Privatization (HCP) responded with an official acceptance of financing a feasibility study based on EBRD requirements. In the third quarter of Year 4, LWP finalized the revisions NLWE requested in the proposed PPP documents after discussions with the EBRD about financing, and NLWE’s Board of Directors officially approved the Tripoli PPP initiative and supporting documents. The approval decision was then submitted to the MoEW for ratification, and NLWE also requested that the MoEW inform the HCP. Once the MoEW ratifies the Tripoli PPP initiative, NLWE can move forward and request that the HCP conduct the feasibility study agreed on based on EBRD requirements for financing.

SLWE: In August 2019, LWP met with SLWE DG to discuss the SLWE strategy to reduce energy costs through a potential PPP. Building on the government’s recent call for renewable energy production, LWP proposed to SLWE to issue an expression of interest for private companies specializing in solar energy. LWP and SLWE agreed that LWP will draft the expression of interest for SLWE while SLWE will decide internally on what facilities to consider as part of its pilot project. To this end, LWP worked closely with SLWE, prepared the EOI, and shared it with SLWE. SLWE has put on hold this initiative because of the current financial crisis and COVID-19 pandemic.

BMLWE: In the spirit of enhancing private sector participation, and after discussions with the BMLWE DG in Y1, LWP assessed the possibility of rehabilitating the Hrach Hydropower plant through a potential PPP contact for the benefit of BMLWE. As a first step, LWP reviewed a prior feasibility study that had examined the plant as a standalone source of renewable energy and proposed rehabilitation activities to make it operational. Next, LWP took this initiative a step further through linking it to the energy needs of the Jeita pumping station and the Ahchouch wells, which feed the Metn area. LWP’s perspective was to focus on offsetting energy needs and thereby decreasing energy costs for BMLWE. While the BMLWE DG approved of LWP’s approach, he opted for conducting his own due diligence exercise to evaluate the impact of the Hrach venture on the energy bill at Jeita. Once convinced of the added value of this project, and after several months of follow-up with BMLWE, LWP finally obtained the approval of the DG to pursue a complete feasibility study for the Hrach Hydropower Plant. LWP launched the request for proposals in April 2020, and then held, a month later, a pre-bid meeting for interested service providers, some of which were international companies. In June 2020, after receiving eight proposals, the LWP evaluation committee met to finalize selection of the subcontractor. After selecting the entity to conduct the study in Y5-Q4, LWP held a kick-off meeting for this project on September 21, 2020. The inception phase took place in October 2020, followed by data collection and consolidation. By end of December 2020, data collection and consolidation were still on-going with a planned end date of January 25, 2021 to capture relevant real-time data in support to the feasibility study. Preliminary draft of the set of energy production scenarios and potential options for energy offset percentages at neighboring strategic water pumping stations was shared with LWP, in anticipation of the financial feasibility study and development of the full design and rehabilitation tender packages. This study is important because it provides necessary information on the technical, financial, and economic return of the project, especially as it pertains to offsetting the energy costs of BMLWE’s nearby pumping station. Having a clear financial picture on this endeavor will only increase BMLWE’s chances on venturing into a PPP with a private sector entity, or even invest in offsetting its energy bill when country circumstances allow for it. This initiative is even critical today because of the added difficulties BMLWE is currently facing after damages sustained from the Beirut Port Explosion. Any offsetting and decrease in energy costs would beneficial to BMLWE as it would allow it to direct much needed funds towards covering O&M urgent needs.


TASK C.2. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO LEVERAGE THE FUNDING OF INNOVATIVE WATER CONSERVATION TECHNOLOGIES The marble and granite processing industry is a major consumer of water in Lebanon. Significant quantities of wastewater are generated during the production process, specifically, contaminated storm water runoff, and machinery cooling wastewater. ALI and LWP, in the earlier years of LWP, selected nine stone cutting industries under the Water Efficiency in Lebanese Industry (WELI) program of ALI to provide technical assistance to conserve water and reduce their wastewater production. This work was completed in Y4-Q3. To celebrate the successful installation of the new wastewater recycling systems, LWP and ALI held ceremony on April 23, 2019 under the auspices of the Minister of Industry and in the presence of representatives of the ministries of industry and energy and water. These nine marble-cutting enterprises are also saving a total of nearly $700,000 per year after installing water-saving equipment and up to 90% of the water they use yearly in the marble-cutting process.

During Y5-Q1, LWP completed its visits to the nine marble-cutting industries that had installed the water recycling equipment and verified the equipment was still in good condition and properly being used and maintained. To conclude this activity, LWP drafted a report on successes and lessons learned under this program and submitted to USAID.

There is nothing additional to report under this task.

TASK C.3. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO IMPROVE WATER USAGE AWARENESS LWP initiated the concept of water stewardship – water conservation, reuse, and treatment – with the private sector during Year 2. During Year 3 and 4, LWP expanded this initiative, and has to date established stewardship cooperation commitments with companies in the media, banking, manufacturing, and wine industries, including with AUDI Bank, Fransabank/LBC, the famous Lebanese winery Château St. Thomas, and MTV.

During Year 4, in partnership with Fransabank, LWP continued its roadshow for sustainable energy financing. Fransabank announced that it expanded the scope of its water stewardship initiative to include financing options for projects addressing sustainable management of water resources. Fransabank has also reached out to LWP and proposed to continue using existing and new LWP communication materials to disseminate water usage awareness and conservation messaging through LBCI, a major TV channel. MTV, another major TV channel, has also reaffirmed its commitment to host the DGs of RWEs and show the improvement works undertaken at each RWE, in a setting that will be agreed on at a later stage.

In Y4, LWP also organized a meeting to connect its private sector partners to EBRD's Green Economy Financing Facility (GEFF). With a view to ensure the sustainability of LWP investments following the end of the project, the objective was to inform partners about a source of affordable credit which can be used to expand investments in environmental protection and water-saving technologies. The GEFF supports businesses and households that wish to invest in green technologies through soft financing (loans with below-market interest rates); this may be attractive to businesses after LWP's grants program supporting such investments has ended. Attending the meeting were representatives from agribusinesses, directorate general for cooperatives, the Chamber of Commerce, Industry, and Agriculture Zahlehh and Bekaa, the marble and rock-cutting industry, and ALI.


Task C.3 was completed in previous years and all related deliverables under it have been approved. Therefore, there is nothing to report under this task in Y5.

For detailed information related to all activities under the tasks of Result C, please refer to the table below.


RESULT C TABLE: ACTIVITIES AND DELIVERABLES


Deliv.



Y6 Status of Activity

Challenges Next Steps or Mitigating Measures

Q1 Q2 Q3 Q4

C.1. DEVELOP A PILOT SECTOR PARTNERSHIP TO IMPROVE WATER SUPPLY, WASTEWATER, OR IRRIGATION SERVICE DELIVERY

113 C.1.1-a Develop at least two service contracts with RWEs for private sector support in reducing NRW

X Completed in Y4-Q2. Contract between CU and SLWE signed in Y4-Q2. OMT and SLWE contract signed in Y5-Q1.

114 C.1 NOT USED

115 C.1.1-b At least three contracts developed for use by RWEs with private companies to improve operations, deliver improved services, and manage wastewater system

X All contracts and tender documents developed and shared with RWEs.

• Willingness of RWEs to engage in PPP activities.

• Financial capacity of RWE and

RWEs to move forward with the PPP agreements and obtain financing and approvals from government.



Deliv.





Q1 Q2 Q3 Q4

• Identifying financing for O&M service contracts for main facilities.

• Country risks for private sector

C.2. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO LEVERAGE THE FUNDING OF INNOVATIVE WATER CONSERVATION TECHNOLOGIES.

116 C.2.1 Develop incentive-rebate program and prize concept to spur the transition of industries to more efficient water uses

Completed in Y2.

100 C.2 Hold at least four meetings with industry associations on water conservation issues.

Completed in Y3-Q3.



Deliv.





Q1 Q2 Q3 Q4

108 Partnerships will be established with industry associations to conduct water audits, co-sponsor workshops on water conservation technologies, and award annual prizes to industries that significantly reduce water use or pollution.

Completed in Y3-Q4. Prize award ceremony held in Y3-Q4.

118 C.2.2-b Award at least 3 innovation grants to develop/promote more efficient water use.

Completed in Y3-Q4.



Deliv.





Q1 Q2 Q3 Q4

C.3. DEVELOP AT LEAST ONE PILOT PRIVATE SECTOR PARTNERSHIP TO IMPROVE WATER USAGE AWARENESS

119 C.3.1 Identify at least three interested sectors/industries to do awareness

Completed in Y3-Q2.

120 C.3.2a Launch at least one pilot with industry to improve water use awareness among their members

Completed in Y3-Q3.

121 C.3.2b Establish at least five programs with industry and business associations, and media to improve water use among their members and by the general public

Completed in Y3-Q4.


ANNEXES


ANNEX A – SUMMARY OF GRANTS

Below are the LWP grants that were active in Y6-Q1.

Grantee Organization

Purpose of Grant Award Date

Amount of Grant

Current Disbursement to Date

Grantee Main Achievements

LRC LRC will promote NLWE’s image through awareness campaigns in the Koura Caza focusing on the duties of consumers and citizens. Collaborating with municipalities, NLWE, and citizens, LRC intends to attain a “Village with Sustainable Access to Water”.

July 6, 2017

$144,755.00 $144,755.00 Grant completed and closed. A detailed summary of activities under this grant is provided under Task. B3. of result B of this report.

Saint Joseph University - CEEDD

Raise awareness among youth and adults about sustainable water use and management, in order to reduce water consumption in Metn district.

July 16, 2018

$150,395.33 $92,996 The grantee is still working on water management in Metn and activities have been adapted to fit the current COVID-19 crisis. 2 sets of 2D videos have been delivered in both English and French versions, one covering the “Essential Facts on Eater” and the other “Water Conservation in Agriculture Irrigation”. There should still be at least one more set of 2D videos to highlight the importance of water


Grantee Organization

Purpose of Grant Award Date

Amount of Grant

Current Disbursement to Date

Grantee Main Achievements

Liaise Metn citizens with BMLWE and strengthen the communication between the citizens and water contractors.

establishments, water meters and water conservation in addition to awareness sessions, flyers, posts, and quizzes production.


ANNEX B – SUMMARY OF TRAININGS Below is a summary of all training delivered and completed in Y6-Q1.

Training Title Training Date Number of Participants

Purpose of Training

Female Male

Meter reading and maintenance – Rahbe - NLWE

December 10, 2020

0 5 The training focused on pumps and meters operation and maintenance, chlorinators, electrical systems, and health and safety awareness for five trainees from Rahbe pumping station.

Meter reading and maintenance – Rachaaine - NLWE

December 16, 2020

0 5 The training focused on pumps and meters operation and maintenance, chlorinators, electrical systems, and health and safety awareness for five trainees from Rachaine pumping station.

Laboratory training on new equipment for laboratory technicians of LRA

December 21 and 22, 2020

4 1 The training purpose was to reinforce LRA’s laboratory capacities in water quality testing. It focused on the use and the specifications of the newly installed spectrometer at the LRA Water Quality Assurance laboratory in Kherbet Qanafar for five laboratory technicians.


ANNEX C – SUMMARY OF GENDER INTEGRATION ACTIVITIES Below is a description of LWP gender integration and mainstreaming activities for Y6-Q1.

Activity Name Activity Date Activity Description

Training activities as described under Annex B above

Y6-Q1 All training sessions delivered targeted women and men.

Training of LWP newly hired staff

Y6-Q1 A gender awareness session, including USAID’s gender policy, was delivered to LWP newly hired staff.


ANNEX D – SUMMARY OF SHORT-TERM TECHNICAL ASSISTANCE Below is the list of the short-term technical assistance for Y6-Q1.

Name Title Organization Purpose of Assignment STTA Duration

From To

Rami Sindian

ERP Expert DAI/LWP

Work with the Institutional Development Team Lead to improve the managerial, operational, financial, and institutional technical capacity at the North Lebanon Water Establishment (NLWE).

Support and institutionalize the use of the LWP ERP implemented system and ensure its long- term sustainability at the NLWE.

Provide post live support to the billing and collection users at the NLWE.

Finalize subscribers’ migration for the over consumption data and ensure the issuance of their consumption bills from the ERP system.

Update user manuals and system documentation.

10/26/2020 01/29/2021


ANNEX E – ENVIRONMENTAL COMPLIANCE Below are all environmental compliance activities that took place in Y6-Q1.

LWP Environmental Mitigation & Monitoring Actions

Activity # Activity Description Environmental Mitigation and Monitoring Update

RESULT A: IMPROVE SERVICE DELIVERY AND RESOURCE MANAGEMENT CAPACITY

TASK A.6 NLWE – PODAs Bazaoun: The ERO visited the site and is drafted the Environmental Review Assessment Checklist (ERAC). USAID approved the ERAC. This activity will start in Y6-Q2.

TASK A.7 NLWE demonstration area project

The ERAC was approved by USAID. The subcontractor submitted the health and safety plan to LWP who approved it. The ERO visited the site and found that, the contractor has implemented the environmental, health and safety plan: the sites were fully barricaded, workers used their respective PPEs. The sites need cleaning, an activity that the subcontractor will do before the end of the project. As the COVID-19 pandemic struck, the workers still used their respective PPEs along with facemasks and gloves while installing meters and visiting households.

TASK A.7 BMLWE demonstration area project

The ERAC was approved by USAID. The subcontractor sent the health and safety plan and it was approved by LWP. While the subcontractor was working on the installation of customer meters, the ERO found that the mitigation measures were fully implemented. As the COVID-19 pandemic struck, the workers still used their respective PPEs along with facemasks and gloves while installing meters and visiting households. This activity will be completed in Y6-Q2.

TASK A.9 Support the development of context appropriate models for sanitation service and sewage management

Roum constructed wetland: LWP’s consultant prepared the Environmental Impact Assessment (EIA) based on the design, the Ministry of Environment (MoE)’s comments and LWP’s comments on the EIA screening report. The EIA was submitted to MoE for review and approval. In Y5-Q1, the MoE approved the EIA. The report along with the ERAC were approved by USAID in Y5-Q2. The contractor submitted the health and safety plan that was approved by LWP. In Y5-Q4, the subcontractor barricaded the site and started with the cutting


LWP Environmental Mitigation & Monitoring Actions

Activity # Activity Description Environmental Mitigation and Monitoring Update

of trees. The timber is being compiled for the municipality. LWP, in coordination with LRI, has drafted a reforestation plan to compensate for the loss of biodiversity in the region. In coordination with the municipality of Roum, LRI and LWP has chosen a land for the reforestation plan, said activity has started in late December.

The ERO has visited the site during excavation and found that the subcontractor was fully implementing the mitigation plans and the workers and engineers are fully using their PPEs and face masks. The site was clean and the excavation materials were dumped in a near land approved by the municipality and the owner.

Task A.11 Decrease operational costs for RWEs

The ERO drafted the Environmental Review Assessment Checklist (ERAC). USAID approved the ERAC.

• WP1: this activity was reduced from procurement, supplying, and installation to just procurement and supplying. The activity will start in Y6-Q2.

• WP2: this activity will start in Y6-Q2.

Emergency response to Beirut port explosion

Procurement of generators The ERO drafted the Environmental Review Assessment Checklist (ERAC). USAID approved the ERAC. The ERAC visited the site during installation and found that the subcontractors have fully implemented the environmental, health and safety plans. The workers and engineers were using their respective PPEs and face masks. This activity is completed

N.B.: Due to the Covid-19 pandemic, all workers, engineers and visitors to construction sites, were asked to use, along with the regular construction PPEs, facemasks and wash their hands (or use hand gels) regularly and/or when they enter and leave the sites.


ANNEX F – SUMMARY OF CONSTRUCTION WORKS STATUS The intent of this table is to identify construction projects and major ongoing activities while addressing construction challenges and mitigation measures/resolutions. All LWP construction projects have full time construction quality control (CQC) provided by the design engineering firm. LWP as the implementer and Social Impact as the USAID construction quality assurance firm provide additional oversight.

Project Title/Status Challenges Resolution/Update

South Lebanon Water Establishment – Jezzine Demonstration Area Jezzine City (customer meters, district meters, customer service center, rehabilitation of assembly pumping station, distribution line)

- Completed.

Ain Majdalein (construction of new reservoir, reservoir rehabilitation)

- Completed.

Kroum el Arez (customer meters, district meters, distribution network, new reservoir, new pumping station)

- Completed.

Bteddine el Loqch (customer meters, district meters, rehabilitation of WWTP)

- Completed.

Sniye (customer meters, district meters, distribution network, WWTP rehabilitation)

- Completed.

Aazour (customer meters, district meters, construction of new reservoir, shoring works)

- Completed

Anane (customer meters, district meters) - Completed Beba (customer meters, district meters, reservoir rehabilitation)

- Completed

Bisri (customer meters) - Completed Bouslaya (customer meters, district meters, distribution network)

- Completed

Haidab (customer meters) - Completed



Haitoura (customer meters, district meters, WWTP rehabilitation)

- Completed

Harf (customer meters, district meters) - Completed Homsiyeh (customer meters, district meters) - Completed Machmouche (customer meters, district meters, reservoir rehabilitation)

- Completed

Macknouniye (customer meters, district meters) - Completed Mazraet el Mathane (customer meters, district meters, reservoir rehabilitation)

- Completed

Midane (customer meters, pumping station rehabilitation)

- Completed

Ouadi Jezzine (customer meters, district meters) - Completed Qaitoule (customer meters, district meters, distribution network, reservoir rehabilitation)

- Completed

Qattine (customer meters, district meters) - Completed Qoubaa (customer meters, district meters, reservoir rehabilitation)

- Completed

Qtaleh (customer meters, district meters, reservoir rehabilitation)

- Completed

Raimat (customer meters, district meters, distribution network, reservoir rehabilitation)

- Completed

Roum (customer meters, district meters, reservoir rehabilitation)

- Completed

Sabah (customer meters, district meters, distribution network)

- Completed

Saidoun (customer meters) - Completed Taaid (customer meters, district meters, distribution network)

- Completed

Zhalta (customer meters, district meters) - Completed



Jal Neshe replaced by Benouati (customer meters, distribution network, reservoir rehabilitation)

- Completed

Ain el Zarqua (spring rehabilitation) - Completed Shoum 1 & 2 (rehabilitation of pumping stations) - Completed Jouret el Souk (well rehabilitation) - Completed Aaziba (catching basin, transmission line) - Completed Dahr el Ramleh (transmission line) - Completed Machmouche/ Ghobatiyeh (transmission line) - Completed Jouar El Sous (transmission line) - Completed Ain Sfaray/Mazraet el Mathane (transmission line)

- Completed

Beirut & Mount Lebanon Water Establishment – Metn Demonstration Area Villages with ongoing works and substantial challenges

Bhersaf (customer water meters) Resolved: The municipality initially opposed the installation of customer meters, requiring maintenance works from BMLWE.

With the intervention of BMLWE, issue was solved during Y6-Q1. Customer meters’ installation was completed in Y6-Q1.

Cornet Chahwane (customer water meters) Resolved: The municipality initially opposed the installation of customer water meters requiring the installation of meter boxes in unexposed locations. LWP resolved the issue with Cornet Chahwane Municipality.

It was agreed with the subcontractor to install the meter boxes as discreetly as possible. Construction activities were put on hold at the end of Y5-Q2 due to General mobilization procedures. Customer meters’ installation started in Y5-Q4 and was completed in Y6-Q1.



Mtaileb (customer meters) Resolved: The municipality initially opposed the installation of customer water meters requiring the installation of meter boxes in unexposed locations. LWP resolved the issue with Mtaileb Municipality.

It was agreed with the subcontractor to install the meter boxes as discreetly as possible. Construction activities were put on hold at the end of Y5-Q2 due to general mobilization measures. Customer meters’ installation started and was completed in Y5-Q4.

Roumieh (district meters areas, customer water meters)

Resolved: The Municipality was opposing the installation of CWM due to water shortage.

With the intervention of BMLWE, LWP was able to resolve the issue with the Roumieh municipality. Customer meters’ installation was completed in Y5-Q4. District meters area works started and were completed in Y6-Q1.

Beit El Chaar (customer water meters) Resolved: The Municipality was opposing the installation of CWM.

With the intervention of BMLWE, LWP was able to resolve the issue with Beit el Chaar municipality. Customer meters’ installation was completed in Y5-Q4.

Villages with No Major Challenges

Ain Aalak (district meters area, rehabilitation of system reservoir, customer water meters)

Delays caused by: - General mobilization

announced by Lebanese Government to minimize COVID-19 spread.

Construction activities were completed in Y5-Q4.

Baabdat (customer meters, district meters area, rehabilitation of system reservoir)


Beit Chabab (customer meters, district meters area, rehabilitation of system reservoir)


Beit el Kiko (district meters area, rehabilitation of system reservoir)


Dahr Es Saouane (customer meters, district meters area, rehabilitation of system reservoir)




Dik el Mehdi (district meters area, rehabilitation of system reservoir, Customer meters)


Mazraet Yachouh (customer meters, district meters area, rehabilitation of system reservoir)


Mar Chaaya (customer meters, rehabilitation of system reservoir)


Broumana (customer meters, district meters) Construction activities were completed in Y6-Q1.

Qornet el Hamra (district meters area, rehabilitation of system reservoir)


Fraike (customer water meters) - Customer meters installation is completed.

Bikfaya-Mhaidse (customer meters) - Customer meters installation is completed. Attchanet (customer meters) - Customer meters installation is completed. Jouret El Ballout (customer meters) - Customer meters installation is completed. Zakrit (customer water meters) - Customer meters installation is completed. El Hbous (customer water meters) - Customer meters installation is completed. Ain Aar (customer water meters) - Customer meters installation is completed. Chaouie (customer water meters) - Customer meters installation is completed. Qonaitre (customer water meters) - Customer meters installation is completed. Bsefrine (customer water meters) - Customer meters installation is completed. Qennabe (customer water meters) - Customer meters installation is completed. El Ayoun (customer water meters) - Customer meters installation is completed. Kherbet El Ghadas (customer water meters) - Customer meters installation is completed.



El Masqua (customer water meters) - Customer meters installation is completed. El Ghabe (customer water meters) - Customer meters’ installation is completed.

North Lebanon Water Establishment – Koura Demonstration Area Chekka/Jradeh pumping station (rehabilitation of pumping station)

-

Delays caused by: - General mobilization

announced by Lebanese Government to minimize COVID-19 spread.

- Additional works requested by NLWE during Y6-Q1.

Construction activities were ongoing in Y6-Q1. - Civil works were completed by end of Y5Q4. - Electromechanical works of the original scope

were completed. - Additional works as requested by NLWE are

ongoing. The completion of works is expected end of January 2021.

Qalhat (construction of new elevated reservoir, network extension, district meters area, customer meters)

Delays due to: - General mobilization announced by Lebanese Government to minimize COVID-19 spread. Resolved: The municipality initially opposed the installation of customer meters, due to water shortage.

Reservoir: Civil works are completed. Electromechanical works are completed during Y6-Q1. Network: works are completed. District meters’ area: works are completed. Customer meters: With the intervention of NLWE and LWP, the issue was resolved, and customer meters installation was initiated and completed in Y6-Q1.

Fiaa (district meters area, customer meters) Resolved: 18 out of 350 Subscribers were opposing the installation of customer water meters.

- Customer meters’ installation was stopped in Y5-Q4.

- The issue was resolved after the intervention of NLWE and LWP. Customer meters installation was completed in Y6-Q1.

- District meters installation was completed. Batroumine (district meters area, customer meters)

- Delays due to General mobilization announced

- Customer meters’ installation is completed.



Aafsdik (district meters area, customer meters) by Lebanese Government to minimize COVID-19 spread.

- District meters’ installation is completed.

Deddeh (district meters area)

Fiaa – Jradeh pumping line (rehabilitation of existing 6 Km line)

Potential delays due to Delivery of long lead items (pipes).

- CO consent was obtained end of Y5-Q4. - Subcontractor ordered the long lead items by air

freight to mitigate any delays that could occur in the delivery of material and delays in execution of related construction activities.

- Works were initiated in Y6-Q1. Long lead items delivery is ongoing. The expected deadline of delivery is January 2021.

North Lebanon Water Establishment – NLWE PODA Bazaoun Original scope (well equipping, construction of control room, construction of new reservoir, connection pipeline) Reduced scope (well equipping, construction of control room, connection pipeline)

Resolved: Project execution was put on hold due to the potential reallocation of the project’s budget in response to Beirut explosion.

- In Y5-Q4, Bazaoun was put on hold to pivot assistance to the Beirut port explosion and provide emergency support to BMLWE.

- In Y6-Q1, A.11 scope of intervention was modified and part of the scope under WP#1 was cancelled. LWP, upon a request from USAID, has proposed different scenarios to replace the scope deleted under A.11. Bazaoun construction was one of the suggested projects and USAID has approved to move forward with Bazaoun based on a reduced scope.



- By end of Y6Q1, the design and construction subcontractors were notified, and implementation was set to start in Y6Q2.

Rachaaine (Construction of a new pumping station, connection pipeline, rehabilitation of existing reservoir)

- Handing over process is on hold due to delay in appointing the handing over committee by NLWE.

- Completed in beginning of Y6Q1. - Handing over process to start in Y6Q2 upon easing

of lockdown measures.

Rahbe (Well deepening and equipping, construction of new pumping station and connection pipeline, rehabilitation of existing reservoir)

- Handing over process is on hold due to delay in appointing the handing over committee by NLWE.

- Completed in beginning of Y6Q1. - Handing over process to start in Y6Q2 upon easing

of lockdown measures.


ANNEX G – SUMMARY OF COMMUNICATION AND MEDIA Please refer to the excel spreadsheet attached as Annex G.

LEBANON WA TER PROJECT YEAR SIX QUARTER ONE REPORT

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