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What did WSP Learn from Our External Review?IEG Evaluation Week
October 24, 2011
Jae SoManager
Water and Sanitation ProgramTransport, Water and Information & Communications Technology Department
Sustainable Development Network Vice Presidency
About WSP
WSP is not the same organization it was in 1979 • Evolve with changing WSS sector needs• Evolve with changing business needs
Core mission unchanged • Help the poor gain sustained access to
improved water supply and sanitation services• Road test solutions on the ground
Quick Facts About WSP• Established in 1979• Core work in economic and sector work, capacity
building and technical assistance• Most decentralized program in WBG: 24 field offices in 4
regions with small DC office• FY budget $46 million• Guided by Council, chaired by the director of TWI
WSP External Evaluation FY2004-2008Purpose
Provide WSP Council and Management with: • Independent evaluation of WSP performance during 2004-2008• Identify lessons to improve the program in the future• Provide input for future planning and programming
.
WSP External Evaluation FY2004-2008
TOR based on IEG’s sourcebook for evaluating GRPPs
Started in Fall 2008,completed in June 2009 • Involved desk reviews, field visits and interviews with WSP staff, donors,
partner organizations and clients, assessed structure of WSP
WSP Council World Bank Group/SDN/TWI
WSPWSP-LAC WSP-SA WSP-EAP WSP- AFR WSP-HQ
Clients Clients Clients Clients Clients
Outcome of External Evaluation
External evaluation helped to strengthen the realignment of WSP Programming in four distinct ways:
Institutional arrangements Relevance Sustainability Effectiveness
WSP External Evaluation FY2004-2008#1 Institutional Arrangements
• Greater engagement for Council
Recommendation
• Created smaller working groups to focus on key issues
Actions • Council is more actively involved in programming
Outcome
Stronger Governance
WSP External Evaluation FY2004-2008#2 Relevance
• Cautious approach to expanding scope of services
Recommendation
• Five-year business plan identified six core business areas
Actions • Results achieved under each business area
Outcome
Strategic Five-Year Business Plan Developed
WSP External Evaluation FY2004-2008#3 Sustainability
• Increase predictability in funding
Recommendation
• Programming determined before funding vs. funding before programming
Actions • WSP maintains a strong range of donors
Outcome
Predictable Funding
WSP External Evaluation FY2004-2008#4 Effectiveness
• Better systems to monitor and report on results
Recommendation
• Established a more refined results framework
Actions • Countries report on results framework
Outcome
Monitoring Framework Developed
Outcomes and Challenges Outcomes
Results Focused• Results framework
Strategic• Five-year business plan
Strong Enabling Environment
• Aligned with CAS and Water Sector Board
• Strong donor relations• Predictable funding
ChallengesLack of standardized evaluation tools among GRPPs limits learning from other evaluations.
Result FocusedPoor-Inclusive Sector Reform
In Kenya, WSP developed a gender toolkit that was used to train 24 water utilities.
After the training, Githunguri Water Company no longer required women to provide title deeds to secure a connection.
Within six weeks of the policy change, 50 women had signed up for new connections and 29 had been connected. Our projections approximate that 300 women a year will be connected due to this new policy.
Five-year business plan (FY11-15)
•Help 50 million people gain access to improved rural sanitation and leverage US$200 million for sanitation financing;
•With domestic private sector, help 2.5 million people gain improved WSS services and leverage US$100 million for WSS financing;
•Support poor inclusive sector reform;
•Improve access in urban and peri-urban areas;
•Help WSS services for poor respond to climate change;
•Rebuild WSS services in fragile states.
www.wsp.org