UNICEF Global Grants for WASH Systems Strengthening and Capacity Building in Schools

The UNICEF Global Grants for WASH Systems Strengthening and Capacity Building in Schools (2026) is a competitive funding opportunity aimed at tackling the global WASH crisis in educational institutions. According to the WHO/UNICEF JMP, 1 in 3 schools lack basic water services, affecting 570 million children. This grant recognizes that infrastructure alone is insufficient; sustainable impact requires local capacity to manage, maintain, and advocate for WASH services. Therefore, the grant focuses on systems strengthening at multiple levels: national policy harmonization, district-level coordination, school-level management, and community ownership. The total funding envelope is $50 million, with individual grants ranging from $500,000 to $2,000,000. Projects should span 3-5 years. Eligible applicants include non-profits, academic institutions, and government agencies with a strong track record in WASH. The deadline is July 20, 2026, and given the complexity of proposal development (including baseline data, theory of change, and detailed M&E plan), immediate action is recommended. The grant is particularly relevant for organizations working in Sub-Saharan Africa, South Asia, and conflict-affected regions where WASH deprivation is highest. UNICEF encourages innovative partnerships, including with private sector, to leverage additional resources. The grant also aligns with the 'WASH in Schools' Global Program, which has set targets to reach 500 million children by 2030. This overview aims to provide a comprehensive understanding of the opportunity's scope, objectives, and requirements, enabling organizations to assess their fit and prepare competitive proposals. The subsequent sections delve into strategic value, implementation pathways, and risk management, all tailored to enhance success odds. Additionally, GSLI's training courses are recommended to bridge capacity gaps in financial management, proposal writing, and M&E, which are critical for this grant. Given the tight timeline, organizations should start internal preparations immediately. Key initial steps include assembling a multidisciplinary team, conducting a rapid assessment of organizational readiness against UNICEF's eligibility criteria, and beginning to gather baseline data from potential target schools. It is also prudent to initiate conversations with potential partners and local government stakeholders to secure commitments for co-implementation and co-financing. The grant's emphasis on sustainability means that proposals must articulate a clear exit strategy and plan for long-term maintenance. Therefore, involving school management committees and parent-teacher associations from the design stage is essential. Furthermore, the donor expects a robust M&E framework with baseline, mid-term, and end-line evaluations using both quantitative and qualitative methods. GSLI's 'Monitoring & Evaluation (M&E)' course provides hands-on training on developing indicator matrices, data collection tools, and analysis techniques that align with UNICEF's standards. In summary, this grant is a high-impact opportunity requiring strategic, capacity-enhanced approaches. ## Strategic Value & Capital Gain Securing this grant offers multiple strategic benefits. First, it positions the organization as a key partner in national WASH initiatives, potentially leading to future funding from UNICEF and other donors. The capacity building focus means that organizations can strengthen their internal systems (financial, M&E, procurement) which are transferable to other projects. Second, the grant's emphasis on systemic change ensures longevity of impact; instead of isolated infrastructure, the organization contributes to lasting governance structures. This enhances reputation and credibility. Third, the grant aligns with global development goals (SDGs 4, 6, 5) and can attract additional funding from donors who prioritize integrated programs. Fourth, the cross-sectoral nature offers learning opportunities in health, education, and gender, broadening organizational expertise. Fifth, the financial scale (up to $2M) can significantly expand an organization's operational footprint. However, the capital gain is not just monetary; the knowledge and experience gained from implementing such a comprehensive program can be leveraged for future bids. To maximize these benefits, organizations should invest in staff training through GSLI's courses. For instance, the 'Project Management for Development' course equips teams with skills in stakeholder mapping, logical frameworks, and adaptive management. The 'Fundraising & Resource Mobilization' course helps in securing co-financing, which is looked upon favorably by UNICEF. Ultimately, this grant is a catalyst for organizational growth and systemic impact. ## Implementation Roadmap A detailed implementation roadmap ensures systematic execution. The project can be divided into five interconnected phases: (1) Inception & Baseline, (2) Capacity Building & Infrastructure, (3) Behavior Change & System Strengthening, (4) Monitoring & Adaptive Management, and (5) Exit & Sustainability. Each phase has clear milestones, deliverables, and staffing requirements. **Phase 1: Inception & Baseline (Months 1-3)** - Activities include hiring project staff (e.g., WASH engineer, M&E officer, community mobilizer), establishing project office, stakeholder mapping, and obtaining necessary permits. Baseline survey covers school WASH infrastructure (water points, toilets, handwashing), hygiene practices (through observation and KAP survey), and institutional capacity (school management, district health teams). A baseline report is produced, finalizing targets and indicators. At this stage, GSLI's 'WASH' course can train field staff on assessment protocols, while 'M&E' course helps design data collection tools. **Phase 2: Capacity Building & Infrastructure (Months 4-18)** - This phase consists of two parallel tracks: soft and hard. Soft includes training sessions for teachers on hygiene education, training school health clubs as peer educators, and training local artisans on maintenance. Hard includes construction or rehabilitation of water systems (boreholes, pumps, rooftop harvesting), latrines (gender-segregated, with menstrual hygiene facilities), and handwashing stations. All infrastructure must include accessibility features for children with disabilities. Procurement is done through transparent bidding. Community contributions (e.g., sand, labor) are encouraged for ownership. Milestones: 50% of schools achieve minimum WASH standards by month 12. Quarterly progress reports to UNICEF. **Phase 3: Behavior Change & System Strengthening (Months 13-30)** - Focus on sustaining gains. Activities include community-led total sanitation (CLTS) to achieve ODF status in school catchment areas, mass media campaigns (radio, posters) on handwashing, and establishing sanitation marketing to sustain supply of soap and sanitary pads. System strengthening involves training school management committees (SMCs) on financial planning and infrastructure maintenance, and integrating WASH into district education plans. A maintenance fund (e.g., revolving fund) is set up with contributions from parents and local government. Digital monitoring system (e.g., using mobile phones) tracks facility functionality in real-time. By month 24, 80% of schools meet JMP standards. **Phase 4: Monitoring & Adaptive Management (Ongoing but concentrated months 18-30)** - Continuous monitoring ensures quality. M&E officer conducts quarterly visits, collects data on indicators, and identifies issues. Adaptive management involves modifying activities based on evidence. For example, if handwashing rates are low, intensify community campaigns. Mid-term evaluation at month 18 provides learning for second half. GSLI's 'M&E' course enhances skills in data analysis and reporting. The course also covers use of digital tools for real-time monitoring. **Phase 5: Exit & Sustainability (Months 31-36)** - Final evaluation compares endline with baseline. Key metrics: percentage of schools maintaining services, community capacity index, and institutional integration. Activities: handover of assets to SMCs and local government, training local technicians for ongoing maintenance, and signing of sustainability agreements. Disseminate learnings through workshops and policy briefs. Final financial and narrative reports submitted to UNICEF. The exit strategy ensures that 90% of schools continue to meet WASH standards 12 months post-project. ## Risk Mitigation & Success Metrics Identified risks include community resistance to behavior change, political instability, supply chain disruptions, and financial management failures. Each risk has mitigation strategies. For instance, to mitigate community resistance, use participatory approaches like PHAST (Participatory Hygiene and Sanitation Transformation) and involve community leaders in planning. For political instability, engage multiple government layers and maintain flexible implementation areas. Supply chain risks are reduced by pre-positioning materials and using local suppliers. Financial mismanagement is prevented through double-entry bookkeeping, regular audits, and transparent procurement. A risk register is maintained and updated quarterly. Success metrics are structured around four dimensions: (1) WASH service levels (water, sanitation, hygiene) per JMP five-ladder scale; (2) behavioral outcomes (e.g., handwashing with soap rates); (3) educational outcomes (e.g., attendance, enrollment); and (4) system strengthening (e.g., number of local institutions with enhanced capacity). Targets are set based on baseline data and grant requirements. For example, baseline handwashing rates of 20% to increase to 60% by end of project. The M&E framework includes process indicators (e.g., number of trainings conducted) and outcome indicators (e.g., percentage of schools with functional water points). Data is collected quarterly, with annual evaluations. GSLI's 'M&E' course provides training on data quality assurance and indicator selection, ensuring robust measurement. Reporting to UNICEF follows standard templates. ## Frequently Asked Questions (FAQs)

Strategic Overview

The UNICEF Global Grants for WASH Systems Strengthening and Capacity Building in Schools (2026) is a competitive funding opportunity aimed at tackling the global WASH crisis in educational institutions. According to the WHO/UNICEF JMP, 1 in 3 schools lack basic water services, affecting 570 million children. This grant recognizes that infrastructure alone is insufficient; sustainable impact requires local capacity to manage, maintain, and advocate for WASH services. Therefore, the grant focuses on systems strengthening at multiple levels: national policy harmonization, district-level coordination, school-level management, and community ownership. The total funding envelope is $50 million, with individual grants ranging from $500,000 to $2,000,000. Projects should span 3-5 years. Eligible applicants include non-profits, academic institutions, and government agencies with a strong track record in WASH. The deadline is July 20, 2026, and given the complexity of proposal development (including baseline data, theory of change, and detailed M&E plan), immediate action is recommended. The grant is particularly relevant for organizations working in Sub-Saharan Africa, South Asia, and conflict-affected regions where WASH deprivation is highest. UNICEF encourages innovative partnerships, including with private sector, to leverage additional resources. The grant also aligns with the 'WASH in Schools' Global Program, which has set targets to reach 500 million children by 2030. This overview aims to provide a comprehensive understanding of the opportunity's scope, objectives, and requirements, enabling organizations to assess their fit and prepare competitive proposals. The subsequent sections delve into strategic value, implementation pathways, and risk management, all tailored to enhance success odds. Additionally, GSLI's training courses are recommended to bridge capacity gaps in financial management, proposal writing, and M&E, which are critical for this grant. Given the tight timeline, organizations should start internal preparations immediately. Key initial steps include assembling a multidisciplinary team, conducting a rapid assessment of organizational readiness against UNICEF's eligibility criteria, and beginning to gather baseline data from potential target schools. It is also prudent to initiate conversations with potential partners and local government stakeholders to secure commitments for co-implementation and co-financing. The grant's emphasis on sustainability means that proposals must articulate a clear exit strategy and plan for long-term maintenance. Therefore, involving school management committees and parent-teacher associations from the design stage is essential. Furthermore, the donor expects a robust M&E framework with baseline, mid-term, and end-line evaluations using both quantitative and qualitative methods. GSLI's 'Monitoring & Evaluation (M&E)' course provides hands-on training on developing indicator matrices, data collection tools, and analysis techniques that align with UNICEF's standards. In summary, this grant is a high-impact opportunity requiring strategic, capacity-enhanced approaches. ## Strategic Value & Capital Gain Securing this grant offers multiple strategic benefits. First, it positions the organization as a key partner in national WASH initiatives, potentially leading to future funding from UNICEF and other donors. The capacity building focus means that organizations can strengthen their internal systems (financial, M&E, procurement) which are transferable to other projects. Second, the grant's emphasis on systemic change ensures longevity of impact; instead of isolated infrastructure, the organization contributes to lasting governance structures. This enhances reputation and credibility. Third, the grant aligns with global development goals (SDGs 4, 6, 5) and can attract additional funding from donors who prioritize integrated programs. Fourth, the cross-sectoral nature offers learning opportunities in health, education, and gender, broadening organizational expertise. Fifth, the financial scale (up to $2M) can significantly expand an organization's operational footprint. However, the capital gain is not just monetary; the knowledge and experience gained from implementing such a comprehensive program can be leveraged for future bids. To maximize these benefits, organizations should invest in staff training through GSLI's courses. For instance, the 'Project Management for Development' course equips teams with skills in stakeholder mapping, logical frameworks, and adaptive management. The 'Fundraising & Resource Mobilization' course helps in securing co-financing, which is looked upon favorably by UNICEF. Ultimately, this grant is a catalyst for organizational growth and systemic impact. ## Implementation Roadmap A detailed implementation roadmap ensures systematic execution. The project can be divided into five interconnected phases: (1) Inception & Baseline, (2) Capacity Building & Infrastructure, (3) Behavior Change & System Strengthening, (4) Monitoring & Adaptive Management, and (5) Exit & Sustainability. Each phase has clear milestones, deliverables, and staffing requirements. **Phase 1: Inception & Baseline (Months 1-3)** - Activities include hiring project staff (e.g., WASH engineer, M&E officer, community mobilizer), establishing project office, stakeholder mapping, and obtaining necessary permits. Baseline survey covers school WASH infrastructure (water points, toilets, handwashing), hygiene practices (through observation and KAP survey), and institutional capacity (school management, district health teams). A baseline report is produced, finalizing targets and indicators. At this stage, GSLI's 'WASH' course can train field staff on assessment protocols, while 'M&E' course helps design data collection tools. **Phase 2: Capacity Building & Infrastructure (Months 4-18)** - This phase consists of two parallel tracks: soft and hard. Soft includes training sessions for teachers on hygiene education, training school health clubs as peer educators, and training local artisans on maintenance. Hard includes construction or rehabilitation of water systems (boreholes, pumps, rooftop harvesting), latrines (gender-segregated, with menstrual hygiene facilities), and handwashing stations. All infrastructure must include accessibility features for children with disabilities. Procurement is done through transparent bidding. Community contributions (e.g., sand, labor) are encouraged for ownership. Milestones: 50% of schools achieve minimum WASH standards by month 12. Quarterly progress reports to UNICEF. **Phase 3: Behavior Change & System Strengthening (Months 13-30)** - Focus on sustaining gains. Activities include community-led total sanitation (CLTS) to achieve ODF status in school catchment areas, mass media campaigns (radio, posters) on handwashing, and establishing sanitation marketing to sustain supply of soap and sanitary pads. System strengthening involves training school management committees (SMCs) on financial planning and infrastructure maintenance, and integrating WASH into district education plans. A maintenance fund (e.g., revolving fund) is set up with contributions from parents and local government. Digital monitoring system (e.g., using mobile phones) tracks facility functionality in real-time. By month 24, 80% of schools meet JMP standards. **Phase 4: Monitoring & Adaptive Management (Ongoing but concentrated months 18-30)** - Continuous monitoring ensures quality. M&E officer conducts quarterly visits, collects data on indicators, and identifies issues. Adaptive management involves modifying activities based on evidence. For example, if handwashing rates are low, intensify community campaigns. Mid-term evaluation at month 18 provides learning for second half. GSLI's 'M&E' course enhances skills in data analysis and reporting. The course also covers use of digital tools for real-time monitoring. **Phase 5: Exit & Sustainability (Months 31-36)** - Final evaluation compares endline with baseline. Key metrics: percentage of schools maintaining services, community capacity index, and institutional integration. Activities: handover of assets to SMCs and local government, training local technicians for ongoing maintenance, and signing of sustainability agreements. Disseminate learnings through workshops and policy briefs. Final financial and narrative reports submitted to UNICEF. The exit strategy ensures that 90% of schools continue to meet WASH standards 12 months post-project. ## Risk Mitigation & Success Metrics Identified risks include community resistance to behavior change, political instability, supply chain disruptions, and financial management failures. Each risk has mitigation strategies. For instance, to mitigate community resistance, use participatory approaches like PHAST (Participatory Hygiene and Sanitation Transformation) and involve community leaders in planning. For political instability, engage multiple government layers and maintain flexible implementation areas. Supply chain risks are reduced by pre-positioning materials and using local suppliers. Financial mismanagement is prevented through double-entry bookkeeping, regular audits, and transparent procurement. A risk register is maintained and updated quarterly. Success metrics are structured around four dimensions: (1) WASH service levels (water, sanitation, hygiene) per JMP five-ladder scale; (2) behavioral outcomes (e.g., handwashing with soap rates); (3) educational outcomes (e.g., attendance, enrollment); and (4) system strengthening (e.g., number of local institutions with enhanced capacity). Targets are set based on baseline data and grant requirements. For example, baseline handwashing rates of 20% to increase to 60% by end of project. The M&E framework includes process indicators (e.g., number of trainings conducted) and outcome indicators (e.g., percentage of schools with functional water points). Data is collected quarterly, with annual evaluations. GSLI's 'M&E' course provides training on data quality assurance and indicator selection, ensuring robust measurement. Reporting to UNICEF follows standard templates. ## Frequently Asked Questions (FAQs)

Who is it For?

This grant targets a diverse range of eligible organizations including international and local non-governmental organizations (NGOs), civil society organizations (CSOs), community-based organizations (CBOs), academic and research institutions, and government agencies at national and sub-national levels. Applicant organizations must demonstrate proven experience in implementing WASH programs in school settings, preferably in resource-constrained environments. Priority will be given to organizations with a demonstrated capacity to work in partnership with local stakeholders, including school management committees, parent-teacher associations, and local government units. The grant also encourages applications from entities that can leverage additional resources through co-financing or in-kind contributions. For academic institutions, a strong research component focusing on innovative WASH technologies or behavior change models is expected. For government agencies, the focus should be on systemic reforms and policy integration. UNICEF seeks organizations with a minimum of five years of relevant experience and a proven track record in financial management, monitoring and evaluation, and community engagement. Special consideration is given to organizations based in or operating in countries with high WASH deprivation indices, fragile contexts, or regions affected by climate change. The grant supports both scaling up existing successful interventions and piloting innovative approaches that can be replicated. Additionally, organizations with youth-led governance structures or those that include children and persons with disabilities in program design are strongly encouraged to apply. The total funding per grant can range from $500,000 to $2,000,000 for a project period of three to five years; however, this is subject to change based on the specific country context and scope of work. Applicants must submit a comprehensive technical and financial proposal outlining organizational capacity, past performance, and a clear implementation plan.

Priorities

UNICEF's global priorities for this grant revolve around three interconnected pillars: (1) enhancing institutional and community capacity to manage and sustain WASH services, (2) promoting equitable access through the inclusion of vulnerable groups including girls, children with disabilities, and those in remote or conflict-affected areas, and (3) integrating WASH with other health, nutrition, and education interventions to maximize cross-sectoral impact. Key performance indicators (KPIs) include: a 30% reduction in waterborne disease incidence among school children, 80% of target schools achieving minimum WASH standards as per WHO/UNICEF Joint Monitoring Programme (JMP) criteria, and a 20% increase in girls' school attendance (measured over 12 months). The donor also expects progress in strengthening local supply chains for WASH materials (e.g., soap, water purification tablets, menstrual hygiene products) to ensure uninterrupted service delivery. Furthermore, UNICEF prioritizes interventions that utilize climate-resilient and environmentally sustainable technologies, such as solar-powered water pumps and rainwater harvesting systems. Another critical KPI is the percentage of schools that have developed and implemented school-led total sanitation (SLTS) action plans. Partnerships with local governments to integrate WASH into district education plans are highly valued. Additionally, UNICEF emphasizes the importance of digital data collection systems to monitor and report on KPIs. Proposals should include a detailed M&E framework with baseline and target values for each KPI, aligned with UNICEF's standard indicators. The grant also supports research and learning initiatives that generate evidence on what works in WASH systems strengthening. Capacity building for local actors is a cross-cutting priority; at least 30% of the budget should be allocated to training, technical assistance, and institutional strengthening activities. Finally, advocacy and communication plans to sustain political commitment and community ownership are expected.

Eligibility

Organizations must meet comprehensive eligibility criteria spanning legal, financial, operational, and technical domains. Legally, applicants must be registered as a non-profit entity (e.g., NGO, CSO) or a government institution with a mandate relevant to WASH and education. For-profit organizations may apply only if they operate through a non-profit arm. All organizations must submit proof of registration, tax exemption status, and audited financial statements for the past three fiscal years. Financial eligibility requires a minimum annual operational budget of $1 million in the past two years, with at least 40% directly related to WASH or education projects. Additionally, organizations must have a demonstrated ability to manage donor funds and comply with UNICEF's financial reporting requirements, including the submission of interim and final financial reports. Operationally, applicants must have a physical presence or partnership network in the target country, with staffing capacity for project management, M&E, finance, and technical WASH expertise. Technical eligibility includes prior experience in implementing at least three WASH projects in schools of similar scale and complexity, with a success rate of at least 80% in achieving stated outcomes. Organizations must also have a safeguarding policy, child protection policy, and gender equality policy in place. For international organizations, a memorandum of understanding (MOU) with a local partner is required if the international entity is not registered in the target country. Additionally, organizations must not be listed on any donor sanctions lists (e.g., UN, World Bank) and must have no history of fraud or misconduct. The proposal must clearly demonstrate how the organization’s capacity aligns with the grant's objectives. For consortia applications, a lead partner must be designated and must meet all criteria; the consortium agreement must be signed. Finally, applicants must confirm compliance with UNICEF's core values: integrity, transparency, and accountability. Failure to meet any of these criteria will result in disqualification.

Path to Success

To secure this grant, organizations should follow a strategic roadmap integrating GSLI training to enhance competitiveness: **Step 1: Strengthen Organizational Readiness & Compliance (0–2 months)** Conduct a gap analysis of your organization's capacity against UNICEF's eligibility criteria. Enroll in GSLI's 'Financial Management for NGOs' course to ensure robust financial systems and audit readiness. Simultaneously, take 'Grants Management' to understand compliance requirements. Ensure all policies (safeguarding, gender, child protection) are updated and documented. Register in UNICEF's online portal and obtain necessary registrations. This foundation is critical before proposal development. **Step 2: Develop a Data-Driven, Theory-Based Proposal (2–4 months)** Form a core team to gather baseline data from target schools and communities. Use the data to articulate a compelling theory of change linking WASH improvements to educational outcomes. Enroll in GSLI's 'Writing Winning Proposals' course to structure a compelling narrative aligning with UNICEF's priorities, including gender and disability inclusion. The proposal must include a detailed M&E framework, with indicators linked to UNICEF's KPIs. Use participatory methods to design interventions, ensuring community ownership. Develop a budget that allocates 30% to capacity building, with clear justifications. **Step 3: Build Partnerships and Secure Co-Financing (4–5 months)** Engage local government, schools, and other NGOs to form a consortium. Formalize partnerships with MOUs. Seek co-financing from private sector or other donors; UNICEF values leveraged resources. GSLI's 'Fundraising & Resource Mobilization' course provides strategies for engaging multiple stakeholders. Demonstrate how the consortium covers all technical areas (WASH, M&E, procurement). Ensure the lead partner has a proven track record in financial management. **Step 4: Submit a Compliant and Impactful Application (5–6 months)** Prepare all required documents: technical proposal, financial proposal, organizational capacity assessment, and supporting attachments (policies, audit reports, CVs). Use GSLI's 'Project Management for Development' course to refine implementation timelines and risk management plans. Review the proposal against UNICEF's evaluation criteria: technical soundness (30%), organizational capacity (20%), sustainability (25%), budget efficiency (15%), and cross-cutting issues (10%). Submit well before the deadline to address any technical issues. After submission, prepare for potential negotiations or site visits by donors. **GSLI Integration:** Throughout the process, leverage GSLI's 'WASH (Water, Sanitation, and Hygiene)' course to ensure technical best practices, and 'Monitoring & Evaluation (M&E)' course to design robust data collection systems. These courses significantly enhance proposal quality and implementation readiness.

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Deadline: 2026-07-20

Persona: General

Urgency: Normal