organisational change for improved programming
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Organisational change for improved programming
www.wateraid.org
WaterAid/ Marco Betti
Richard Carter, Head of Technical Support, WaterAid
Stephen Jones, PhD Cand, Royal Holloway, Uni of London
Prior experience: Equity and Inclusion
Programme principles
E&I first – collaborative,
lengthy, dedicated lead
Sustainability Framework
launched 2011
Systematic & strategic…
…organic & opportunistic
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Internal change for external influence
www.wateraid.org
Su
sta
ina
bilit
y Fra
me
wo
rk
To
ols
& c
om
mitm
en
ts
The Framework
www.wateraid.org
Water user committee
Water supply technology
External intervention
External support (to both “hard” and
“soft” infrastructure
limited ability to maintain
External intervention
Water user committee
Water supply assets
manages
organise, train
design, construct
Conventional community management
Community management plus
Sustainable rural water services
www.wateraid.org
Community-based,
externally-
supportedO&M
system in place.
WUC functioning
Revenues collected
and recorded
Upkeep and
maintenance tasks
being undertaken
Strong links between
user community and
support organisation
in place
Environmental
monitoring
D E
S IG
N &
I M P
L E
M E
N T
A T
I O
N
1. Establish
need, demand
and relevant
service level.
2. Full user
participation.
3. Technology fit
for purpose and
chosen by users.
4. Capital contri-
bution by users.
5. High quality of
implementation.
6. Appropriate
tariff structure.
7. Environmental
aspects properly
addressed. E X
T E
R N
A L
S U
P P
O R
T
9. Management and
monitoring systems.
10. Technical
assistance to WUCs
and users.
12. Support to
supply chains and
service providers.
13. Support around
externalities.
11. Recurrent cost
sharing.
8. Monitoring
system in place
Other tools and commitments
WaterPoint Mapper
Post-implementation
monitoring at 1, 3, 5,
10 years
Minimum
commitments
Sector & project
sustainability analyses
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West Africa workshop
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Sector and Project Analysis
Deepening Understanding
Peer review Prioritise
Informed design
Implement plans
Repeat analysis – all
rural partners
Preparation Workshop Workshop
Workshop Back in-country Mali
One Country Programme Example: Mali
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Local budget
support
+
Capacity-
development
=
Model approach
for state and
other actors
WASH Technical Unit (3 communes)
or local NGO partner (13 communes)
• Coordinator + field agent
• (Deputy Mayor for WASH)
• (Local civil servants)
WaterAid
in Mali
How to mainstream sustainability?
Su
sta
ina
bilit
y Fra
me
wo
rk
Too
ls &
co
mm
itme
nts
(WaterAid 2011)
Su
sta
ina
bilit
y Fra
me
wo
rk
Too
ls &
co
mm
itme
nts
(WaterAid 2011)
3) Field research by each of 16 rural partners (Sept-Oct 2011):
• Sustainability analysis of each commune: “traffic-light” rating for each element of framework.
• Case studies of 4 villages in each commune.
1) Initial sector analysis + one commune case study, used for discussion and development of initial action plan in West Africa regional workshop (May 2011)
Also:
• Functionality surveys and GPS mapping.
• Beginning life-cycle costs analysis (5 communes).
(Nov 2011)
2) Desk review and workshop with all partners in Mali to discuss the Framework and how to address knowledge gaps identified in the regional workshop (Aug 2011).
4) Workshop to review and identify key areas for action in 2012-13 budget (Dec 2011).
Overall trends from commune-level analysis
Initial demand, participation and contribution
Monitoring, especially environmental aspects Tariffs & revenues (from users) Sharing recurrent costs (with others) Preventative maintenance & support to supply chains
Support around externalities
Some initial findings
One very good commune-level model to build on:
Clear costs analysis + cost-sharing mechanisms + support to local mechanics = functionality ~ 100% in Dandougou Fakala commune.
Direct Support costs for this model of a local govt WASH Technical Unit are ~ 2-3 USD pppy (including OpEx + some CapManEx)… in line with WASHCost review but high compared to local/national budgets.
Other communes analysed so far:
Functionality 80%+.
DS costs ~ 0.5-1.5 USD pppy (higher population).
Challenges in the internal process
Who can/should drive the changes?
… so far, by Learning Coordinator + PhD student rather than Programmes or Policy teams.
Reaching common understandings and commitment among WA staff and partners takes time.
Over-reliance on particular ‘champions’ in partners?
What internal structures and systems need to change?
Internal planning/monitoring/reporting systems not yet aligned to sustainability (although 2012-13 budget and Post-Implementation Surveys will help).
1. Monitoring at different levels: Local monitoring + Post-Implementation Surveys + national database.
2. Life-Cycle Costs Analysis: Analysis of data so far + ongoing monitoring of costs and cost-sharing in each commune.
3. Sustainability considered in local governments’ WASH development plans.
4. Preventative maintenance and supply chains: detailed plans according to each commune’s context
What next for WaterAid in Mali?
Reflections overall from the process
- Framework not perfect but very helpful
- Appetite for engagement
- Pre-workshop analysis in West Africa was useful
- Performance monitoring and critique are vital
- Dedicated champion(s) – or the business of all?
- Strategic? Or organic and opportunistic?
www.wateraid.org