The WaterAid Southern Africa Regional Office (SARO) commissioned Iwel to undertake an evaluation of their performance and progress against their five-year strategy. SARO's engagement during this period focused on country programme support and work towards realising the regional strategy, which comprised of three main objectives: ​ 1) increased recognition and resourcing for sanitation and hygiene, 2) increased regional accountability for WASH with civil society organisations, and 3) improved knowledge and capacity for climate resilient WASH. ​ Iwel assessed the two components of SARO's work through remote data collection methods. Findings generated were published in an internal evaluation report and recommendations used to inform the next regional five-year strategy.

The Rural Water Sub-Sector programme aimed to support greater access to water supply for the rural populations of Tanzania through the implementation of an innovative payment approach, which incentivised improved service delivery. The process involved Local Government Authorities gathering data and reporting on the number and functionality status of water points in their district on a monthly basis. Annual verification of this data was then conducted by Iwel through a range of mechanisms, including field-based checks. The Iwel team were engaged in the learning component of the programme that focused on assessing the success of the payment modality in ensuring improvements in water delivery services. Lessons from this were fed back into implementation and helped enhance the resilience and long-term sustainability of these services. They have also contributed to Tanzania’s National Development Vision 2025, which strives to provide a minimum of 90% of the country’s rural popular with access to safe water and sanitation by 2025.

Iwel was part of a three-member consortium contracted to provide independent process monitoring and evaluation services for the Acceleration Sanitation and Water for all (ASWA) II. The FCDO-funded programme aimed to achieve sustained access to basic sanitation and safe water supplies, as well as the long-term adoption of hygiene practices, across 10 focus countries. ASWA II also served to strengthen a long-term strategic partnership between FCDO and UNICEF by aiding developing countries in their pursuit of lasting WASH services for poor and vulnerable people. Iwel provided support to UNICEF to achieve this through use of a results-based logical framework, as part of their process monitoring and evaluation remit.

Monitoring, Verification and advisory technical support for the £112 million WASH Results Programme. The programme is supporting people in 11 countries to access improved water and sanitation, and to introduce improved hygiene practices. Three consortia of NGOs were contracted by FCDO to undertake large-scale delivery of WASH, operating under a Payment-by-Results modality, whereby payment is received upon the successful verification of their results. The monitoring, verification provider (MVE) was responsible for developing the methodology, a series of indicators, and data collection and reporting tools, to verify claimed achievements by the NGO’s across all countries. The programme ran until 2021 and enabled 1.6 million people to gain access to water, 7.4 million to sanitation, and 16.1 million with hygiene promotion. As a member of the MVE consortium, Iwel consultants led the production of learning briefs and practical ‘how to’ notes. The MVE provider also reported to FCDO on the likely sustainability of programme outcomes and the extent to which implementing partners were working to strengthen in-country systems for WASH.

The Climate Resilient Infrastructure Development Facility (CRIDF) was an innovative programme that aimed to deliver sustainable small-scale water infrastructure across 11 countries in Southern Africa. The demand-driven programme focused on water services, water resource management and water for livelihoods, fostering sustainable development of the region’s water resources and addressing the water, food and energy nexus. Iwel was responsible for designing and applying the monitoring system, which included reviewing the Theory of Change and drafting the logical framework

Iwel led on compiling a State-level monitoring and evaluation (M&E) framework for the sector, including the design of a Theory of Change and results-based logical framework. The work also included institutional restructuring together with specific initiatives towards improving functionality, sustainability, and M&E at the community level. ​ Iwel was responsible for both the integrated water resources management the institutional governance components. These focused on the development of robust water policies for the sector at both the Federal and State level. The services were managed by six State-level technical units. ​