UNICEF Global WASH Capacity Strengthening Partnership 2026-2031

The UNICEF Global WASH Capacity Strengthening Partnership 2026-2031 represents a $500 million investment over five years aimed at institutionalizing sustainable water, sanitation, and hygiene (WASH) services across 40 low- and middle-income countries. Unlike traditional infrastructure grants, this partnership emphasizes the capacity of national and local actors—governments, NGOs, and community-based organizations—to plan, finance, monitor, and regulate WASH services. The initiative was developed in response to persistent bottlenecks identified by UNICEF's WASH programs: despite decades of infrastructure investments, many water points and sanitation facilities fail within a few years due to weak maintenance systems, inadequate financial management, and insufficient human resources. UNICEF's Strategic Plan 2022-2025 elevated capacity strengthening as a core enabler across all sectors, and this partnership operationalizes that commitment. The partnership is structured around five outcome areas: governance (policy, regulation, coordination), finance (budgeting, tariffs, innovative financing), infrastructure (asset management, climate-resilient design), climate resilience (water resource management, disaster risk reduction), and behavior change (hygiene promotion, community mobilization). It targets both development and humanitarian settings, with a particular focus on fragile states, climate-vulnerable regions, and underserved populations including refugees and internally displaced persons. The procurement process is a Request for Proposals (RFP), with awards made to both individual organizations and consortia. Funding will be channeled through a mix of grants and performance-based contracts. Applicants must demonstrate technical expertise in at least two outcome areas, as well as cross-cutting capacities in gender equality, child safeguarding, and environmental sustainability. Key components of the partnership include a comprehensive baseline assessment using the WASH Bottleneck Analysis Tool (WASH-BAT), a capacity building plan tailored to each context, and a robust Monitoring & Evaluation system that tracks both process and outcome indicators at the output, outcome, and impact levels. Partnerships will be expected to produce a mid-term report and a final evaluation that contributes to the global evidence base on WASH capacity strengthening. The partnership also incorporates a learning agenda, where partners document lessons learned, case studies, and good practices. Innovations in digital tools for monitoring, financial management, and citizen engagement are encouraged. ## Strategic Value This partnership offers unparalleled strategic value for organizations seeking to deepen their impact in the WASH sector. First, it aligns with the global development agenda centered on the Sustainable Development Goals (SDGs), particularly SDG 6 (clean water and sanitation) and SDG 3 (good health). By strengthening institutional capacity, partners contribute to systemic change that far outlasts project cycles. The partnership's focus on fragile states and climate-vulnerable areas positions partners to address some of the world's most pressing development challenges, enhancing their reputational capital and visibility among donors. Second, the partnership provides stable, multi-year funding (up to 5 years) that allows for deep engagement and adaptive management, unlike short-term emergency grants. This enables organizations to invest in staff development, establish robust systems, and foster long-term relationships. Third, the partnership emphasizes knowledge management and learning, positioning partners as thought leaders. Organizations that generate high-quality documentation and publications can strengthen their voice in sector networks and attract additional resources. Finally, the partnership's requirement for national/local ownership aligns with the global shift towards localization of aid. By partnering with local organizations and governments, international NGOs can demonstrate their commitment to building local leadership, which is increasingly valued by donors. This also increases the sustainability of interventions. For local NGOs, this partnership offers an opportunity to scale their work and gain experience with large, multi-country projects, while maintaining autonomy. Cross-selling GSLI's 'Fundraising & Resource Mobilization' and 'Writing Winning Proposals' can help partners win this grant and future opportunities. ## Implementation Roadmap The implementation roadmap unfolds in four distinct phases, each building on the previous. Phase 1 (Inception and Assessment, Months 1-6) focuses on setting up operational structures, including a project management unit, stakeholder mapping, and baseline assessments. Partners will establish a steering committee with government and local actors. Phase 2 (Core Capacity Building, Months 7-24) is where the bulk of capacity strengthening occurs, through training, mentoring, and technical assistance. Activities include policy workshops, financial management systems strengthening, and infrastructure asset management. Phase 3 (Scaling and Institutionalization, Months 25-42) aims to expand successful models to additional regions and embed capacity within government systems. Phase 4 (Consolidation and Exit, Months 43-60) prioritizes sustainability: partners will finalize knowledge products, hand over tools and systems, and conduct final evaluations. Throughout, a learning loop ensures that data from monitoring informs adaptation. GSLI's courses can support each phase: Project Management for Phase 1, WASH and Public Health for Phase 2, Procurement & Supply Chain for Phase 3, and M&E for Phase 4. ## Risk Mitigation A comprehensive risk management plan is required. Key risks include: (1) Political instability/high staff turnover. Mitigation: work with multiple government stakeholders, train back-up staff, and build institutional memory through documentation. (2) Financial mismanagement/fraud. Mitigation: implement robust internal controls, conduct quarterly audits, and use e-procurement systems. GSLI's 'Financial Management for NGOs' and 'Grants Management' strengthen these capacities. (3) Community resistance. Mitigation: conduct barrier analysis, engage community leaders, and use social marketing strategies. (4) Climate shocks. Mitigation: integrate early warning systems, design for climate resilience, and include contingency funds. (5) Low capacity of local partners. Mitigation: provide intensive mentoring and peer learning. A risk register will be updated monthly, and an annual risk assessment workshop will be held. GSLI's 'Risk Management' course can be tailored for this context. ## FAQs

Strategic Overview

The UNICEF Global WASH Capacity Strengthening Partnership 2026-2031 represents a $500 million investment over five years aimed at institutionalizing sustainable water, sanitation, and hygiene (WASH) services across 40 low- and middle-income countries. Unlike traditional infrastructure grants, this partnership emphasizes the capacity of national and local actors—governments, NGOs, and community-based organizations—to plan, finance, monitor, and regulate WASH services. The initiative was developed in response to persistent bottlenecks identified by UNICEF's WASH programs: despite decades of infrastructure investments, many water points and sanitation facilities fail within a few years due to weak maintenance systems, inadequate financial management, and insufficient human resources. UNICEF's Strategic Plan 2022-2025 elevated capacity strengthening as a core enabler across all sectors, and this partnership operationalizes that commitment. The partnership is structured around five outcome areas: governance (policy, regulation, coordination), finance (budgeting, tariffs, innovative financing), infrastructure (asset management, climate-resilient design), climate resilience (water resource management, disaster risk reduction), and behavior change (hygiene promotion, community mobilization). It targets both development and humanitarian settings, with a particular focus on fragile states, climate-vulnerable regions, and underserved populations including refugees and internally displaced persons. The procurement process is a Request for Proposals (RFP), with awards made to both individual organizations and consortia. Funding will be channeled through a mix of grants and performance-based contracts. Applicants must demonstrate technical expertise in at least two outcome areas, as well as cross-cutting capacities in gender equality, child safeguarding, and environmental sustainability. Key components of the partnership include a comprehensive baseline assessment using the WASH Bottleneck Analysis Tool (WASH-BAT), a capacity building plan tailored to each context, and a robust Monitoring & Evaluation system that tracks both process and outcome indicators at the output, outcome, and impact levels. Partnerships will be expected to produce a mid-term report and a final evaluation that contributes to the global evidence base on WASH capacity strengthening. The partnership also incorporates a learning agenda, where partners document lessons learned, case studies, and good practices. Innovations in digital tools for monitoring, financial management, and citizen engagement are encouraged. ## Strategic Value This partnership offers unparalleled strategic value for organizations seeking to deepen their impact in the WASH sector. First, it aligns with the global development agenda centered on the Sustainable Development Goals (SDGs), particularly SDG 6 (clean water and sanitation) and SDG 3 (good health). By strengthening institutional capacity, partners contribute to systemic change that far outlasts project cycles. The partnership's focus on fragile states and climate-vulnerable areas positions partners to address some of the world's most pressing development challenges, enhancing their reputational capital and visibility among donors. Second, the partnership provides stable, multi-year funding (up to 5 years) that allows for deep engagement and adaptive management, unlike short-term emergency grants. This enables organizations to invest in staff development, establish robust systems, and foster long-term relationships. Third, the partnership emphasizes knowledge management and learning, positioning partners as thought leaders. Organizations that generate high-quality documentation and publications can strengthen their voice in sector networks and attract additional resources. Finally, the partnership's requirement for national/local ownership aligns with the global shift towards localization of aid. By partnering with local organizations and governments, international NGOs can demonstrate their commitment to building local leadership, which is increasingly valued by donors. This also increases the sustainability of interventions. For local NGOs, this partnership offers an opportunity to scale their work and gain experience with large, multi-country projects, while maintaining autonomy. Cross-selling GSLI's 'Fundraising & Resource Mobilization' and 'Writing Winning Proposals' can help partners win this grant and future opportunities. ## Implementation Roadmap The implementation roadmap unfolds in four distinct phases, each building on the previous. Phase 1 (Inception and Assessment, Months 1-6) focuses on setting up operational structures, including a project management unit, stakeholder mapping, and baseline assessments. Partners will establish a steering committee with government and local actors. Phase 2 (Core Capacity Building, Months 7-24) is where the bulk of capacity strengthening occurs, through training, mentoring, and technical assistance. Activities include policy workshops, financial management systems strengthening, and infrastructure asset management. Phase 3 (Scaling and Institutionalization, Months 25-42) aims to expand successful models to additional regions and embed capacity within government systems. Phase 4 (Consolidation and Exit, Months 43-60) prioritizes sustainability: partners will finalize knowledge products, hand over tools and systems, and conduct final evaluations. Throughout, a learning loop ensures that data from monitoring informs adaptation. GSLI's courses can support each phase: Project Management for Phase 1, WASH and Public Health for Phase 2, Procurement & Supply Chain for Phase 3, and M&E for Phase 4. ## Risk Mitigation A comprehensive risk management plan is required. Key risks include: (1) Political instability/high staff turnover. Mitigation: work with multiple government stakeholders, train back-up staff, and build institutional memory through documentation. (2) Financial mismanagement/fraud. Mitigation: implement robust internal controls, conduct quarterly audits, and use e-procurement systems. GSLI's 'Financial Management for NGOs' and 'Grants Management' strengthen these capacities. (3) Community resistance. Mitigation: conduct barrier analysis, engage community leaders, and use social marketing strategies. (4) Climate shocks. Mitigation: integrate early warning systems, design for climate resilience, and include contingency funds. (5) Low capacity of local partners. Mitigation: provide intensive mentoring and peer learning. A risk register will be updated monthly, and an annual risk assessment workshop will be held. GSLI's 'Risk Management' course can be tailored for this context. ## FAQs

Who is it For?

This partnership is targeted at a diverse range of actors operating at the intersection of WASH service delivery and institutional development. Primary recipients include national and subnational government agencies responsible for WASH policy, regulation, and service oversight, particularly in fragile and conflict-affected states where institutional capacity is weakest. Additionally, UNICEF seeks to partner with international non-governmental organizations (INGOs) and local civil society organizations (CSOs) that have deep community roots and proven expertise in capacity building, training, and advocacy. Academic institutions offering applied research and professional development programs in WASH engineering, public health, and behavior change communication are also eligible, provided they can demonstrate a direct pipeline for translating knowledge into practice. Social enterprises and private sector firms that specialize in WASH innovation—such as low-cost water filtration, container-based sanitation, or digital monitoring platforms—are encouraged to apply, especially if they can offer scalable solutions that complement public sector efforts. Multilateral organizations and philanthropic foundations may serve as co-funders or technical partners but must operate under the oversight of UNICEF's procurement guidelines. Eligibility extends to consortia, where lead organizations must meet minimum annual revenue thresholds of $5 million and have at least five years of WASH-specific experience in developing countries. Geographic focus must be on UNICEF's priority countries in sub-Saharan Africa, South Asia, and the Middle East, with a specific call for proposals targeting the Sahel region, the Horn of Africa, and the Rohingya refugee response areas. Organizations from the Global South are strongly encouraged to apply as prime applicants, not just sub-recipients, to foster local leadership and ownership. All applicants must be legally registered entities with functional governance structures, transparent financial management policies, and zero-tolerance for fraud, child exploitation, and sexual abuse. They must also demonstrate alignment with UNICEF's Core Commitments for Children in Humanitarian Action and the WASH sector's latest technical standards, including the Sphere Handbook and WHO guidelines.

Priorities

UNICEF's overarching priority is to achieve universal and equitable access to safe water and adequate sanitation by 2030, with this partnership concentrating on the enabling environment and institutional capacity necessary to sustain that access. The donor identifies five strategic investment pillars: i) Strengthening national WASH governance, including policy formulation, regulatory frameworks, and inter-ministerial coordination; ii) Building local capacity for planning, financing, and delivering inclusive services that reach the last mile, especially in rural and peri-urban areas; iii) Promoting sustainable infrastructure through life-cycle costing, asset management, and green technologies that reduce carbon footprint and water waste; iv) Integrating climate resilience and disaster risk reduction into WASH programming, incorporating early warning systems, drought-proof water supplies, and flood-resistant sanitation; v) Enhancing behavior change communication and social accountability, leveraging community-led total sanitation (CLTS) approaches and institutional hygiene programs. Key performance indicators (KPIs) include: the percentage of target population with access to safely managed drinking water (JMP definition), the number of national policies updated or adopted, the reduction in open defecation prevalence, and the percentage of health facilities with functional WASH services. Cross-cutting priorities demand gender-responsive programming: women must be represented in decision-making bodies, and programming must address menstrual hygiene management (MHM) and violence prevention. Innovation is a critical KPI, with specific tracking of new technologies piloted and scaled. UNICEF prioritizes partnerships that can demonstrate cost-effectiveness, with a target of at least a 20% reduction in per-person capital costs compared to previous approaches. Sustainability metrics include the percentage of water points functioning at two years post-intervention, and the proportion of communities with established maintenance funds. Finally, UNICEF expects partners to contribute to a global evidence base by publishing lessons learned in peer-reviewed journals or sector knowledge platforms, such as the WASH Ref.

Eligibility

Eligibility is contingent upon a comprehensive audit of an organization's financial, spatial, and legal capacities. Financially, prime applicants must submit audited financial statements for the past three fiscal years, demonstrating a minimum annual operating revenue of $3 million for local NGOs or $5 million for international entities, with at least $1 million directly related to WASH programming. Total debt-to-asset ratio must be below 1.5, with no outstanding tax liabilities or adverse audit findings. Organizations must have a dedicated bank account for UNICEF funds and an established procurement policy aligned with international best practices (e.g., competitive bidding, conflict of interest rules). Spatially, applicants must have a registered operational presence in at least one UNICEF program country for a minimum of two years prior to application, with evidence of an active office, a local legal registration, and a workforce that includes both international and national staff. Sub-offices in multiple target regions are an advantage. The application must include a capacity assessment covering logistics, communications, and human resources—especially trained WASH engineers, community mobilizers, and M&E specialists. Legally, entities must be duly incorporated as a non-profit, tax-exempt organization (or equivalent for for-profit social enterprises) with a governance body (board of directors) that meets at least quarterly. They must hold valid registration with the national authorities of the country of operation and comply with anti-terrorism and sanctions laws. A mandatory declaration of no conflicts of interest with UNICEF staff must be signed. Past performance with UN agencies or other donors will be evaluated using the 'Partner Capacity Assessment' (PCA) tool, and any history of funding suspension, fraud, or sexual exploitation misconduct will result in automatic disqualification. Additionally, applicants must have a child safeguarding policy and a gender equality policy in place, both of which will be reviewed for compliance with UNICEF's policies. For consortia, each member must individually meet the eligibility criteria, and a lead organization must be designated with a formal consortium agreement that outlines roles, responsibilities, and financial flows.

Path to Success

Securing success in the UNICEF Global WASH Capacity Strengthening Partnership requires a meticulously structured approach that combines technical excellence with operational readiness, leveraging GSLI’s targeted training programs to address common bid deficiencies. Step 1: Align Organizational Strategy and Build Evidence Base. Begin by conducting an internal gap analysis against UNICEF’s five investment pillars. Your organization must demonstrate a proven track record in at least two pillars—for example, if you excel in community mobilization but lack expertise in public financial management, invest immediately in GSLI’s 'Financial Management for NGOs' and 'Public Health & Epidemiology' short courses to plug that gap. Gather concrete evidence of past projects that mirror the scope of this partnership: case studies, impact reports, and baseline data showing measured improvements in WASH coverage, policy change, or institutional capacity. GSLI’s 'Monitoring & Evaluation (M&E)' course will help you design robust logical frameworks and indicator trackers that align with UNICEF’s KPIs. Develop a two-pager summarizing your comparative advantage, which will form the backbone of the technical proposal. Step 2: Build a Strategic Consortium. If your organization lacks in-country presence or specific technical capabilities, form a consortium with complementary partners. For example, pair an international NGO with strong governance work with a local women-led organization experienced in behavior change. Use GSLI’s 'Writing Winning Proposals' and 'Grants Management' courses to prepare a joint submission that clarifies each partner’s role, data-sharing protocols, and financial management mechanisms. Ensure a clear lead with legal authority to contract. Hold a consortium kick-off workshop using GSLI’s 'Project Management for Development' training to align timelines, risk registers, and communication plans. The consortium agreement must define decision-making, dispute resolution, and audit responsibilities. Step 3: Draft a Competitive Proposal with Full Compliance. Your technical proposal must follow UNICEF’s required format: a narrative (max 30 pages) covering context, methodology, work plan, sustainability, and risk mitigation. GSLI’s 'WASH (Water, Sanitation, and Hygiene)' course provides cutting-edge technical frameworks, including climate-resilient sanitation designs and behavior change models. Use the 'Procurement & Supply Chain' course to articulate how you will manage local procurement of materials while avoiding corruption. The budget must be detailed by activity, using UNICEF’s template, with clear cost allocation rules. Include a capacity strengthening plan for your own staff and local partners. Review the proposal against UNICEF’s evaluation criteria: technical quality (40%), capacity building approach (30%), cost effectiveness (20%), and innovation (10%). Step 4: Prepare for Due Diligence and Negotiation. Once shortlisted, UNICEF will conduct a comprehensive capacity assessment. Use GSLI’s 'Financial Management for NGOs' and 'Grants Management' courses to train your finance team on UN-compliant reporting, including accrual accounting and audit preparation. Ensure all legal registration documents, safeguarding policies, and audited statements are ready. During negotiation, emphasize how GSLI training has equipped your team with specific skills that reduce risk and enhance impact. Offer a readiness checklist that includes key personnel certifications and institutional memory systems. Finally, after award, onboard the entire team with GSLI’s 'Project Management for Development' course to ensure seamless implementation.

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Deadline: 2026-07-20

Persona: General

Urgency: Normal