a long enough lever*: drivers for change in the wash system louis boorstin | osprey foundation *...
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A Long Enough Lever*:Drivers for Change in the WASH System
Louis Boorstin | Osprey Foundation * With apologies to Archimedes
UNC Water and Health Conference October 2015
"Insanity: doing the same thing
over and over again and
expecting different results."
Courtesy of
Why new levers are needed
Global
Household /Community
NGOs and CBOs
Urban utilities(public & private)
Regulators and Policy MakersUsers Funders and
Influencers
Academia / Think tanks
Bilaterals
Multilaterals / IFIs
InternationalNGOs
Country
Region
Local
Ministry of Finance
Ministry responsible for sanitation/hygiene
Ministry responsible for water supplySmall scale
private serviceproviders
Regulatory agencies
Rural government
providers
Self-provision
Product and ServiceProviders
4
Manufacturers(local, nat’l, global)
Researchersand developers
(local, nat’l, int’l)
Foundations
The systemDiverse WASH players from local to global levels
Product and ServiceProviders
Regulators and Policy MakersUsers Funders and
Influencers
Service delivery
Leadership
Le
arn
ing
Fin
an
cin
g
Marketstructure
Core elements Diverse players interact in common ways across the system
5
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The systemCountry level
12
System exampleRural sanitation in Ethiopia
13
STAGES1. Planning/ Policy formulation2. Orders/ Notifications3. Implementation/ Execution4. Data records/ Information5. Monitoring6. Review
Demand Calculations are crucial
Scheduling of notices for
water production
Sound Engg. methods needed
bulk meters, pressure gauge
Quantity calculations from pumping hours is least reliable as specified by SSLB; also pressure should be recorded
Quantity recording at Central office is properly managed on daily basis
Since Review is done at a higher level, not much exposure was available
System example: Urban water production monitoring in India
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Key players in the system
15
Connections among the players
16
How players connect with each other
Objective Authority Resources
− Funding− Knowledge
Results− Services− Systems
Measurement Learning
= Potential levers
1717
Type of connection
Transaction
Relationship
1818
Basis of connection
Enforcement
Incentives
19
Power of understanding connections
Source: World Development Report The World Bank, 2004
Paradigms for problem solving
20
Source: “Leading Boldly,” Heifetz, Kania, Kramer, Stanford Social Innovation Review, Winter 2004
Delivering sustainable WASH services at scale
User
DeliverySystem
Technology
• Effective
• Easy to use
• M
ore affordable
• Appropriate to setting• Readily distributable
• Readily scalable
• E
asie
r to
acc
ess
• S
usta
inab
le
• S
ocia
l pre
ssur
e to
use
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• Effective technology• Affordable• Easy to access• Readily distributable
vs.
Technical model
23
Economic model
Enabling Environment
Supply Demand
Policy, strategy, and direction Institutional arrangementsPartnerships Program methodologyFinancing Monitoring and EvaluationsImplementation capacity
Technical trainingFinancing productsProduct developmentMarketing trainingSmall business training
Research-based interventionsMarketing of products and servicesStimulating community and HH demandIncentive schemes
24
Focus on funders
25
What do the big funders really want?
1. Results
2. Certainty
3. Attribution
26
Results
Outcomes
Cost-effective
ASAP
Visibly
At scale
27
Source: Value for Money analysis of DFID-funded WASH programmes in six countries, Tremolet et al., August 2015
Results framework (1)
Courtesy of
Results framework (2)
29
Source: Value for Money analysis of DFID-funded WASH programmes in six countries, Tremolet et al., August 2015
Results and VFM
30
Levers for results
∆ Early indicators of sustainability
∆ Indicators of systems change
∆ VFM for facilitation
∆ Take some more chances
31
Certainty paradigm
Known solution
Implementation will work
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Levers for certainty
∆ Build learning into programs
∆ Build learning into the SDGs
∆ Learn at scale
33
Attribution paradigm
Outcomes attributable to
our funding
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Attribution vs. Contribution
Attribution in a system
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Levers for attribution
∆ Common reporting platform
∆ Implemented through a multi-stakeholder leadership group
∆ With an active facilitation role
36
Think system, Act local
Find the levers … and lean
Thank you