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
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"Insanity: doing the same thing
over and over again and
expecting different results."
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Courtesy of
Why new levers are needed
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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
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Manufacturers(local, nat’l, global)
Researchersand developers
(local, nat’l, int’l)
Foundations
The systemDiverse WASH players from local to global levels
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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
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The systemCountry level
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System exampleRural sanitation in Ethiopia
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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
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Connections among the players
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How players connect with each other
Objective Authority Resources
− Funding− Knowledge
Results− Services− Systems
Measurement Learning
= Potential levers
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Type of connection
Transaction
Relationship
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Basis of connection
Enforcement
Incentives
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Power of understanding connections
Source: World Development Report The World Bank, 2004
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Paradigms for problem solving
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Source: “Leading Boldly,” Heifetz, Kania, Kramer, Stanford Social Innovation Review, Winter 2004
Delivering sustainable WASH services at scale
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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
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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
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Focus on funders
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What do the big funders really want?
1. Results
2. Certainty
3. Attribution
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Results
Outcomes
Cost-effective
ASAP
Visibly
At scale
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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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Courtesy of
Results framework (2)
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Source: Value for Money analysis of DFID-funded WASH programmes in six countries, Tremolet et al., August 2015
Results and VFM
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Levers for results
∆ Early indicators of sustainability
∆ Indicators of systems change
∆ VFM for facilitation
∆ Take some more chances
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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
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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
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Think system, Act local
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Find the levers … and lean
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Thank you