addressing the resolution gap
Post on 14-Dec-2014
49 Views
Preview:
DESCRIPTION
TRANSCRIPT
ADDRESSING THE
RESOLUTION GAP WASH Sustainability 3-Part Webinar Series
August 27, 2014
Program
Life
Cycle
Monitoring The process of using indicators to
measure program changes over
time. Post-implementation
monitoring is undertaken after
installation of the WASH service or
program.
Evaluation The long-term systematic and
objective assessment of an ongoing
or completed project, program, or
policy, and its design,
implementation and results.
Evaluations should be performed by
an external third party.
Learning The process of incorporating
lessons learned into ongoing
practices to increase effectiveness
and sustainability over time.
Resolution The process of addressing
problems identified through
monitoring and evaluation results.
Design Phase Implementation Post-Project Management and Operation
Resolution Learning
Monitoring Evaluation
Monitoring
Learning
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
Eva
lua
tio
n
All four elements of MERL should be incorporated into the design phase,
including roles, activities, and
expectations for each
Monitoring and learning activities should be continuous
throughout implementation. Evaluations should be
conducted at critical milestones or upon an annual basis, followed by resolution
activities to strengthen the project/program.
Responsibility of continued MERL activities will change during post-project management and
operation. Monitoring should remain steady, while evaluation, resolution, and learning activities will be scaled down over time, as project outputs become institutionalized and live out their life cycle design.
Resources for Integrating Resolution
• Categories of Resources
• Contract Language
• Tools (including surveys, checklists, and frameworks)
• Manuals
• Case Studies
Contract Language
Water.org Cooperative Partnership Understanding
Agreement
Water.org will share information with the partners about
the results and recommendations of the audits. Partners
should adopt all reasonable measures to incorporate
the findings of the audits in future work within the
specific program and across the organization’s policies
and practices. In addition, Water.org will conduct
additional due diligence for programs at its sole
discretion if circumstances warrant further attention.
Tools: Surveys, Checklists, Frameworks
• Governance into
Functionality Tool
(GiFT) – CARE
• WASH Accountability
Handbook – CARE
• Functionality of Rural
Water Supply Services – SNV
Manuals
How to Make WASH Projects
Sustainable and Successfully
Disengage in Vulnerable
Contexts – Action Against Hunger
Highlighted Recommendation
• Allocate funding to pay for regular
monitoring of previous projects to
feed into programmes
Case Studies
Presenters:
• Stephanie Ogden – CARE
• Ruud Glotzbach – SNV
• Noah McColl & Michelle Jackson – charity: water
The Governance into Functionality
Tool (GiFT): Relating community governance and
water point functionality
27 August 2014
WASH Sustainability Webinar Series
Stephanie Ogden
Senior Water Policy Advisor
CARE
A word on resolution
“Resolution is the process of addressing problems
identified through Monitoring and/or Evaluation.”
• At the community level
• At the program level
• Within the WASH sector
• Building capacity to systematically address problems as they arise
Why the GiFT?
Poor performance in the WASH sector:
RWSN, 2010
Improve International, 2014
Anatomy of the GiFT
Comprised of 40
questions, in 7 key areas:
• Functionality
• Sanitation sustainability
• Scheme financing
• Management approach
• User group
• Accountability and
responsiveness
• Follow-up actions
Cycle of Application
GiFT contribution to resolution
As a diagnostic tool: Helps to identify particular elements of governance that have contributed to water system services failure
As a predictive tool: Anticipates particular governance failures so we can proactively focus on those areas
As a capacity building tool: Basis for dialogue with local government and communities
As a diagnostic tool
At the macro level
• Higher overall and individual governance scores correlate to higher functionality. Those communities with good governance scores are 68% more likely to have a functioning water point.
• In Mozambique, having women on WASH committees that have strong decision making roles has been repeatedly correlated with higher rates of functionality.
At the micro level
• 75% functionality in Montepuez, Mozambique vs. 48% functionality in neighboring Namuno district
• Governance gaps in each community help to reorient re-training of WASH committees.
As a predictive tool
What is the expected sustainability of a community water
point (or set of district water points) based on GiFT results?
• How can governance gaps be identified and addressed before water
points fail?
As a capacity building tool
The GiFT application engages the community in the
diagnosis process and subsequent discussion:
• Establishes community consensus on problems and defines clear
direction and responsibilities for the community
• Increases accountability and pressure to address negative findings .
• Culminates in a set of goals to address governance gaps, towards
which progress can be measured over time.
What’s next?
• Further work to refine the GiFT as a predictive tool
• Repeat GiFTs over time and after re-training of WASH
committees, to gauge how interventions have impacted
governance capacity among communities.
• Use of the GiFT in concert with other tools, such as the
Impact of WASH on Women Tool (IWWT)
• Widen the lens beyond community governance
Bringing it back to Resolution
Assumptions
• Functionality over time used as a proxy indicator for
sustainability
• Governance domains can be influenced individually, or in
parallel, rather than in series
• Governance characteristics equally associated with all
instances of water point failure within a community
August 27, 2014
20
Where CARE has applied the GiFT
Key Findings: Ethiopia, Kenya, Tanzania,
Uganda “Governance” was rated by community members and community leaders as the most important of four factors affecting long-term functionality (environment, technology, finance, governance)
Positive feedback on functionality: 86% functioning well, 9% functioning with difficulty, 5% not functioning
Positive feedback on governance and participation:
95% reported that all community members use the services equally and equitably
80% reported the committee and office bearers were elected by the community
83% of water schemes plan for operation and maintenance expenses
However, only 22% reported that they were able to cover the full costs of maintaining the infrastructure (revenues collected from users > expenditures
Thank you!
An impression of SNV work around functionality of RWSS
27th of August 2014 Ruud Glotzbach
SNV WASH
Functionality of Rural Water Supply Services
Presentation lay-out
• SNV Global and FRWSS interventions
• The Level of Service concept
• SNV’s Functionality Rainbow
• Targeting all levels for systematic change and FRWSS
practices
• Challenges
25
SNV Global and its FRWSS interventions
26
West and Central Africa
•Benin
•Burkina Faso
•Cameroon
•DR Congo
•Ghana
•Mali
East and Southern Africa
•Ethiopia
•Kenya
•Mozambique
•S.Sudan
•Tanzania
•Uganda
•Zambia
•Zimbabwe
Asia
•Bhutan
•Cambodia
•Lao PDR
•Nepal
Level of Service Concept
• Measuring Household Level of Services
No service
Sub-standard
Intermediate
High
• Household Level of Service indicator
Quality: ideally based on microbial and chemical testing
Quantity: liters of drinking water/person/day
Accessibility: combining distance, waiting, collecting, security
Reliability: reliably available throughout the seasons
27
Basic within the national standards
Quality Quantity Accessibility Reliability
Improved RWSS (JMP standards)
20 – 50 l/p/d 30 min (100 -1000 m)
8/9 months/yr
SNV’s functionality Rainbow
28
There is limited benefit in rehabilitating a few non-functional schemes or helping out a couple of individual water users’ committees. Addressing the functionality of rural water supply requires a system approach. The five components of the functionality rainbow address all ‘phases’ of a FRWSS
Targeting all levels for systematic change
29
1. National learning and harmonization
SNV Nepal shared local lessons and practices at regional and national levels. SNV is co-leading the Thematic Working Group on functionality that formulates recommendations for the Annual National Joint Sector Review. SNV works with the regional Monitoring and Support Office to align WASH mapping and RWSS ranking approaches across 15 Districts in the Mid West region.
Supporting national multi-stakeholder learning, sector development and harmonization of approaches, technologies, etc., for improved functionality
30
2. WASH Governance
Improving provincial or district multi-stakeholder sector planning, monitoring and targeting of investments in rural water supply
SNV Laos has piloted Akvo FLOW in two District in Savannaketh province for water supply monitoring and mapping. Collected data was used to make functionality maps, which are available to Provincial and District decision makers. The data sets and maps are currently used by decision makers to develop local functionality strategies and action plans.
31
SNV Benin supported local councils and constructors to improve the quality of water facilities. Constructors were provided with a package of technical skills and workmanship training while District technical staff were trained in developing and enforcing construction standards. Guidelines and quality standards for materials and workmanship were introduced. These were used for supervising the implementation of contracts that resulted in better construction quality.
3. Performance of implementors
Strengthen performance and benchmarking of constructors to improve quality and transparency of construction services.
32
SNV Rwanda was engaged to support AquaVirunga, a private Dutch/Rwanda water operator. SNV trained staff in leakage detection and repair, provided staff with communication skills to improve customer relationships and introduced good water governance issues, notably accountability. This led to increased timely settling of bills, which allowed the operator to improve services and even to expand to neighboring communities.
4. Performance of operators
Improving performance and benchmarking of service delivery by operators for improved water services to users.
33
5. Post construction support
Setting‐up, validating and strengthening institutional
support mechanisms at district level to increase access of operators to post‐construction support
mechanic (HPM) and District Water Office (DWO). The HPM need to attend within 48 hours and send their assessment report to the DWO, who then coordinates the final response. Development of institutional support mechanisms with specific roles and responsibilities is essential for sustained water supply functionality.
SNV Uganda capitalized on mobile phone coverage surge. It launched a SMS based hand pump breakdown system. Users report Supply faults by SMS to pump
34
SNV in East Africa is assisting with the establishment of spare part supply chains. This goes beyond having a hardware shop, selling spare parts. It is a dynamic process that starts with a simple market analysis, aiming at tuning supply and demand. Based on the analysis SNV assist suppliers with setting up a business model and we introduce the approach to actively market products and services. It means no longer sitting in the shop and wait for a customer, no instead follow an outreach approach whereby the supplier looks for customers.
5. Post construction support Supply chain development and active product and service marketing
Challenges
35
Consensus on definitions and parameters < A “happy” user with a 8/9 months a year functioning water point >
Technology and pro-poor approaches < Will technology change the ability of poor users to pay for services, a real one size fit >
Training of implementers < Impact of project ad hoc learning/training provisions >
Getting the private sector on board < The assumption that there is no money to be made in RWSS > Proper designing of post construction support < Post-construction support undermines private sector initiatives >
Thank you!
QUESTIONS? Next webinar: A Framework for Action
September 17, 10:00-11:30am EDT
top related