O0YQ5

Recommendations

Info

Insights on Innovation 28 Innovation has always been a core value of WaterAid. Historically we have focused on technologies, especially for water pumps and toilets. Since we redefined our role, we have been working towards universal water and sanitation coverage. We have also sought innovative ‘software’ approaches that can influence policy makers and service providers, like promoting Community-Led Total Sanitation to Africa, and integrating it with social marketing approaches. Innovation by itself is exciting but doesn’t always lead to impact. As the International Rescue Committee said recently, “pilots rarely fail but rarely scale”. Therefore we have to think of innovation within the framework of our quest for impact: how will innovation be taken up by service providers and governments? Failing is an inherent part of innovating: if you are willing to innovate, you must be willing to accept changes in plans. It is best illustrated in our work with small entrepreneurs, where we are trying different business models for emptying toilet pits with a new low-cost pump and transporting faecal sludge to treatment centres, one of the most challenging areas of sanitation at the moment. By its nature, supporting start-ups is an area where failure is expected. In Tanzania, we have seen just one business work out successfully out of four supported initially. Whilst a ‘failure’ in donor terms, this was considered a success by peer NGOs and local authorities, as we now have a workable model to build on, and the three others have taught us valuable lessons regarding finance models, use of technology and our choice of partners. " Failures, repeated failures, are on the road to achievement. One fails forward toward success." C. S. Lewis Funding can be a catalyst or a hindrance: raising unrestricted funds and allocating some specifically for innovation helps, but it is essential to have donors willing to engage with the complexity of our work and learn from it. Donors and NGOs can engage beyond proposals and reports, for instance by participating together in communities of practice or organising ‘learning sessions’ to discuss innovative work. A ‘culture of innovation’ doesn’t always come naturally when there are rigorous and inflexible planning processes, which may serve the limited purpose of providing assurance. But decentralisation, agility, responsiveness and trust towards local staff managing projects is key. It is this balance between trust and accountability to set plans that can help define what is acceptable, along with sound risk management. The most important factor is always how we learn from mistakes and avoid repeating them. A culture of sharing, honesty and learning is key. Girish Menon is the Director of International Programmes and Deputy Chief Executive, WaterAid.
Insights on Innovation 29 Innovation is vital. It pushes us to do better – to be better. But as a sector we must unite to secure and sustain the conditions needed for innovation. Sometimes we need to preserve tried-and-tested solutions – but a truly innovative organisation and sector is prepared to try things that may not work. Women’s Aid is innovating by modelling what a needs-led approach to domestic violence would look like across the system. We believe this will lead to better longterm outcomes for women and children. We must not be precious about our own services – although we work to protect them. It is difficult to protect innovation from the ‘day job’. Instead, we must be open about what is needed, challenge assumptions, look for different expertise - and, most importantly, put the service user at the centre. The crucial aspect of developing this new model is listening to survivors about what they need, rather than what is easy to provide. " To avoid criticism, do nothing, say nothing, Be nothing." Aristotle Currently, it is very difficult to build services around an understanding of what the beneficiary needs rather than the charity. This applies to public sector agencies, many of whom fund the services charities provide. They too have a tendency to manage the risk to themselves, rather than meet the needs of service users. Funders are not prepared for any failure - so we are tempted to spin and minimise risk. In order to innovate, we have to be prepared to fail. We need a culture change. Innovation involves testing different models. Organisations have different perspectives, histories, values – and therefore propose different models. Funders may not know which is best before they make funding decisions. Reacting against what funders see as ‘competition’ stifles innovation by limiting the range of what can be tested. But without risk, there is no innovation. It is paradoxical; many funders seek to fund innovation, therefore successful things are not funded because they are not ‘innovative’. Many services rewrite what they have done for years to get funding. To raise money from the public, you need a compelling human-interest story; they must think they are part of the solution, part of the narrative. That leads to a triedand-tested solution. A major problem is finding core funding from any source. Yet without core capacity we cannot innovate. Charities need funding to innovate the way they are run. Without it, many have an old-fashioned business model. We can only improve service delivery with an innovative, lean and effective operating model. Polly Neate is the Chief Executive of Women’s Aid.
Page 1 and 2: InsIGhTs on InnovATIon Lessons for
Page 3 and 4: Insights on Innovation 3 Contributo
Page 5 and 6: Insights on Innovation 5 Audience r
Page 7 and 8: Insights on Innovation 7 Addressing
Page 9 and 10: Insights on Innovation 9 When Capit
Page 11 and 12: Insights on Innovation 11 For me, i
Page 13 and 14: Insights on Innovation 13 For Clear
Page 15 and 16: Insights on Innovation 15 To be suc
Page 17 and 18: Insights on Innovation 17 Foundatio
Page 19 and 20: Insights on Innovation 19 Making th
Page 21 and 22: Insights on Innovation 21 For Oxfam
Page 23 and 24: Insights on Innovation 23 Our busin
Page 25 and 26: Insights on Innovation 25 In organi
Page 27: Insights on Innovation 27 Innovatio
Page 31 and 32: Insights on Innovation 31 Recommend
Page 33: Insights on Innovation 33 Useful re

O0YQ5

Create successful ePaper yourself

Delete template?

Save as template?