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Supporting water sanitation
and hygiene services for life
IRC’s approach to changing the
whole (rural water supply)
system: ‘the How’
The rural water sector is a
complex adaptive system.
Fixing it requires systemic change, multiple
stakeholders, relationships and entry points
– and a whole system vision
EXPLAINING TRIPLE-S AND THE SERVICE DELIVERY
APPROACH
The rural water sector is a
complex adaptive system
TRIPLE-S APPROACH TO CHANGE
Corruption risk map. Source, GII/TI 2011
Key elements of sector change
Backbone
organization Evidence
The process
(all actors)
The context
A shared
vision of
impact
TRIPLE-S APPROACH TO CHANGE
Key elements of sector change
− Change is driven through a process of collective
action and learning; driven by evidence.
− The vision has to be clear – and shared
For WASH - it has to be led by Government!
A shared
vision of
impact
TRIPLE-S APPROACH TO CHANGE
Backbone
organization
Key elements of sector change
− Role is that of trusted (critical) friend;
− Provides process facilitation and direction;
− People are critical
TRIPLE-S APPROACH TO CHANGE
Evidence
Key elements of sector change
− Shared agreement on measure of success
− Continuous collection and feedback
− Appropriate to the context (i.e. not always an RCT)
− Stakeholders involved in gathering the data
TRIPLE-S APPROACH TO CHANGE
The process
(all actors)
Key elements of sector change
− A series of interactions over time
− Involving actors at different (institutional) levels
− Partnership
− Constant evidence based action and learning
− Short(ish)/accelerated learning cycles
TRIPLE-S APPROACH TO CHANGE
The change process
TRIPLE-S APPROACH TO CHANGE
Sequencing the change process
TRIPLE-S APPROACH TO CHANGE
Visualising the change process:
Different Institutional Levels
TRIPLE-S APPROACH TO CHANGE
Multiple Stakeholders (roles)
TRIPLE-S APPROACH TO CHANGE
Platforms
TRIPLE-S APPROACH TO CHANGE
Communication within and between levels
TRIPLE-S APPROACH TO CHANGE
The process…… a learning alliance
TRIPLE-S APPROACH TO CHANGE
Case study: Ghana
− The Triple-S initiative
− Process on going since ~2009
− Partnering with CWSA (national government)
and District Assemblies (local government)
− 10 year time horizon
− ~$1 million per year total cost
− First ~2 years spent building evidence and consensus of problem
− Working nationally and in 3 districts (in 3 regions)
TRIPLE-S APPROACH TO CHANGE
The team
TRIPLE-S APPROACH TO CHANGE
District level
− Service Delivery monitoring
− Asset management
− Spare parts supply
Learning & testing
Experiments
TRIPLE-S APPROACH TO CHANGE
Systemic learning
National level:
− Senior technocratic and political buy-in
− Review of CWSA policy and corporate plan
− New operational guidance documents
TRIPLE-S APPROACH TO CHANGE
Scale emerging
− Service delivery monitoring
- testing of indicators with DAs and CWSA
− From 3 pilot districts now expanded to
78 districts and led by CWSA
− Embedded in CWSA and District
Assembly operational guidelines
TRIPLE-S APPROACH TO CHANGE
Evolution of collective action
TRIPLE-S APPROACH TO CHANGE
TRIPLE-S APPROACH TO CHANGE
I’ve removed a video clip of Vida – as it makes the whole thing too big!
What we’ve achieved … and what not yet!
- Buy in to vision and paradigm shift - at national and local scale
- Service delivery; sustainability; life-cycle ….. all accepted and being mainstreamed
- Learning, adaptation and harmonisation - though still reliant on IRC/Triple-S backbone
- A strengthened enabling environment (especially CWSA & Districts)
- Start of rapid scaling of some elements: service monitoring; life-cycle costing
- But, progress in terms of impact on services mixed
- Public finance…. results remain vulnerable
TRIPLE-S APPROACH TO CHANGE
Lessons from Ghana experience
− Sector change process takes a long time
− A dedicated (“backbone”) organization is critical; the costs of such
an organization and facilitation are marginal to return
− Long term commitment is a must
− The benefits of working “too closely” with government outweigh the
risks ……….. and it is the only ‘exit strategy’
TRIPLE-S APPROACH TO CHANGE
And the ask ……
− Lobby and advocate for the need for a whole system approach
– the need for a strong enabling environment
− Ensure that your initiative links to “the system”
– engage with government
− Look life-cycle financing in the face – where will finance come from
− Because ….. there’s not other exit strategy
TRIPLE-S APPROACH TO CHANGE