Organisational change for improved programming

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

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Su

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bilit

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The Framework

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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

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ina

bilit

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Too

ls &

co

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itme

nts

(WaterAid 2011)

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(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?

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