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Sustainable Services at Scale - Triple-S
Department for International Development
10 February 2011
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Background to Triple-S
Six-year research project 2009 – 2014
Managed by IRC in collaboration with partners
Funded by BMGF as part of their WASH learning
Contributing to shift in paradigm from infrastructure focus to service delivery approaches for rural water sector through:
Action research in Ghana, Uganda (BF) Global research and documentation Partnerships and advocacy
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What do we mean by a service delivery approach?
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Making a water service work
Clear sector policies
Well defined institutional roles and responsibilities
Strong planning and coordination, leadership
Harmonised approaches
Learning and innovation
Strong community participation
Appropriate technology
Relevant management models
Long-term support, monitoring and oversight
Norms and good practice
Understanding and meeting life-cycle costs
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How does Triple-S work?
Outcomes based management – three ‘work streams’:
Country workstreams – Ghana and Uganda International workstream
Values – relevance, responsiveness, leverage and legacy
Principles framework to guide content – including LCCA
Big investment in learning – both content/impact and process (Sensemaker@)
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Multi-country study into rural water
Inception phase activity - baseline
To landscape rural water sector in range of countries
To identify factors and trends that promote – or constrain – service delivery at scale
To identify organisational incentives and barriers for sector institutions
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Thirteen study countries
Range of development levels, aid dependency, business markets and reforms
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Summary findings
Continuum of approaches to rural water supply from implementation to service delivery at scale, largely related to overall country context
Least developed countries are in “hydraulic mission” stage of infrastructure development
Some of them in same stage but in scaled up manner
Service delivery becomes more of a concern only when certain coverage has been reached (around 70%) – though many of these do not do so in a scaled up manner
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Sustainability continuum
Implementation approach with limited ability to scale up. Time and spatial dimensions are limited
Scaled up implementation approach. Can be taken to scale, but does not address long-term systemic change or sustainability
Service delivery approach with limited ability to scale up. Supports indefinite services through improving sector systems, but done in a piecemeal way
Full Service Delivery Approach. Addresses sustainable services at scale through support to entire sector ‘system’ in a coordinated and comprehensive way
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Three broad sector groupings
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Building blocks towards an SDA
Professionalisation of community management
Alternative service provider options (small private operators, self-supply)
Clarifying ‘rules of the game’ – institutional and policy
Sustainability indicators and targets
Post-construction support to service providers
Capacity support to decentralised government (service authorities)
Strong learning and sharing of experience
Bringing along ‘political’ leaders and champions
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Significant gaps and weaknesses
Planning for asset management of rural water infrastructure
Full understanding of costs and adequate planning for all life-cycle expenditures (particularly capital maintenance and direct and indirect costs)
Regulation of rural water services and service providers
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Policy implications – group #1
Strengthen approaches to CBM – legalisation and formalisation with local government
Emphasise and invest in post-construction support
Alignment of DP programmatic support, particularly around implementation approaches to avoid fragmentation and conflicting policies for communities
Improve monitoring systems to focus on services
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Policy implications – group #2
Sector capacity building including support to professionalising CBMClarify legal and institutional frameworks for asset management and delegated contracting (PPP) Capacity support to decentralised government sector staff Improving financial disbursement mechanisms/pooled funding Monitoring sustainability of services DPs – longer horizon and more reliable funding streams Governments – commitment to operationalising reforms
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Policy implications – group #3
Asset management planning
Capacity support to local government
Financial mechanisms to meet capital maintenance costs (rotating funds)
Improving life-cycle cost analysis and more investment in direct and indirect costs
Regulation – monitoring of services and service providers
Strategies to reach the last 10-15% of un-served
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Outputs and products
Country reports
Literature reviews
Global synthesis report
Spin-off briefing notes, articles and country summary sheets
Film ‘Back to the River’
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Future direction and emerging opportunities
High interest based on research and scoping: India, Mozambique, Ethiopia, Honduras, Nepal
New Triple-S country funded by USAID – Burkina Faso – 2011 to 2014
International initiatives and partnerships – RWSN, JMP review, SWA
USA sector – USAID, foundations, NGOs and ‘patient capital’
Combining efforts with WASHCost for international embedding and advocacy – training package
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More information
Triple-S: www.irc.nl/page/45530 [email protected]
[email protected]@irc.nl
WASHCost: [email protected]
RURAL (VILLAGE)
RURAL - HIGHLY
DISPERSED
RURAL GROWTH CENTRES
AND SMALL TOWNS
VOLUNTARY BASEDSEMI-
PROFESSIONALISEDFULLY
PROFESSIONALISED
Delegated contracts to
private operators
Community-based management
Direct local government or municipal
provider
Urban utility
(public, private or
mixed)
Self Supply
Service delivery models
