a long enough lever*: drivers for change in the wash system louis boorstin | osprey foundation *...

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

21

Social model

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

22

• 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)

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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

32

Levers for certainty

∆ Build learning into programs

∆ Build learning into the SDGs

∆ Learn at scale

33

Attribution paradigm

Outcomes attributable to

our funding

34

Attribution vs. Contribution

Attribution in a system

35

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