Sustainability Planning and Monitoring

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DO PROJECT RULES PROMOTE SUSTAINABILITY AND EQUITY?enlightened community leaders often did so ontheir own.Communities with WMOs performed better,especially in management and financing. Noneof the 12 communities with the lowest sustainabilityscores had a functioning WMO. WSLIC, inparticular, offered maintenance and managementtraining to the WMO members. The multi-sectoralprojects did not emphasize managementarrangements and did little training, althoughKDP required village proposals to contain a planfor maintenance and to set up a managementcommittee after the system was built.Communities with WMOs were also more likelyto increase access or convenience (householdconnections) than communities that did nothave WMOs. Many of the WMOs took theinitiative to correct system problems, expandsystem capacity, or add house connections,usually with locally generated financing. Thisfinding was particularly evident in WSLICcommunities, where systems had been inoperation longer (an average of five years). Allhad active WMOs with women members. Nineout of ten of them also held regular publicmeetings to review performance and planahead, and five made efforts to have meetingsat suitable times for all. Users of servicesresponded by paying user fees universally andregularly (Figure 12).Figure 12 How effectively are water services financed?Score400300Minimum scoreindicatingsustainability851002001006040309050303560106 61008060509569761006375568163714271516949971001001000CentralJavaVIPNTBOECFSouthSumatraRWSSJambiCentral SoutheastJava SulawesiWSLIC 1EastJavaWestSumatraKDPPossibleMaximumScoreCommunity responsibility for cost of waterEquity in payment systemCost recovery for O&MUniversality & timeliness of payment by consumers98
DO PROJECT RULES PROMOTE SUSTAINABILITY AND EQUITY?3. Construction quality was higherwhen community members andan engineer cooperated, andcommunity women and men hadgreater control over decisions atproject start.System quality was highest in the VIP systems,where a consultant engineer worked withLKMDs 31 to determine community wants and todesign the system, and then oversaw theconstruction by paid community labor. Systemquality was also high in WSLIC communitiesin Southeast Sulawesi, where communitiesplayed a greater role because contractorstended to be weaker. Both projects also scoredhighest on both women, and men’sparticipation in making key planning decisionsfor establishing the water supply services (Figure13).Figure 13Who was involved in making decisions about the project?8007006005004003002001000CentralJavaVIPNTBOECFSouthSumatraRWSSJambiCentralJavaSoutheastSulawesiWSLIC 1EastJavaKDPWestSumatraPossibleMaximumScoreDeciding who should be trainedDeciding about the financing of the servicesDeciding on arrangement fo O&MDeciding the composition of water management organizationDeciding the location of facilitiesDeciding about the level of servicesDeciding about technology choiceInitiating the projectMeaning of Score for each type of decision:0 -- Outside agency20 -- Male community leader(s) only40 -- Male and female leaders only60 -- Male and female leaders and elite men’s group80 -- Male and female leaders and elite and common/poor men,poor women not asked100 -- Male and female leaders and elite and common poor womenand men31 Lembaga Ketahanan Masyarakat Desa (Village community resilience committee).99
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SustainabilityPlanning andMonitorin
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SustainabilityPlanning andMonitorin
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PrefaceThe mission of the Water and
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AcknowledgementsThe Participatory L
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4.9 Visualization and self-scoring
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Figure 18 KDP 2 activity cycle with
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THE CHALLENGE OF SUSTAINED WATER SU
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A NEW TOOL FOR PLANNERS AND MANAGER
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THE MPA FRAMEWORK AND PROCESSkey va
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THE MPA FRAMEWORK AND PROCESSsevera
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THE MPA FRAMEWORK AND PROCESS●●
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THE MPA FRAMEWORK AND PROCESSThe MP
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THE MPA FRAMEWORK AND PROCESSsegreg
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THE MPA IN ACTIONaction points in i
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THE MPA IN ACTION●●●●●●
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THE MPA IN ACTIONBox 15 Key element
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THE MPA IN ACTIONsuccessful or unsu
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THE MPA IN ACTIONexternal facilitat
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THE MPA IN ACTIONBox 17 Indicative
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THE MPA IN ACTIONvisits and conduct
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THE MPA IN ACTIONScoring principles
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THE MPA IN ACTION4.10 Quality contr
Page 63 and 64: THE MPA IN ACTIONExperiences with t
Page 65 and 66: THE MPA IN ACTION5Organizing and In
Page 67 and 68: Box 22 Gender and poverty analysis
Page 69 and 70: ORGANIZING AND INTERPRETING THE DAT
Page 79 and 80: PARTICIPATORY TOOLS USED IN THE MPA
Page 109 and 110: Section 2MPAApplication Case Studie
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Page 121 and 122: FROM THEORY TO PRACTICEDANIDA began
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Page 125 and 126: FROM THEORY TO PRACTICEReality of e
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Page 129 and 130: ADDING ACCOUNTABILITY FOR GENDER EQ
Page 137 and 138: Table 2WSLIC 2: ADDING POVERTY ACCO
Page 141 and 142: Table 3 (continued) ADDING PERFORMA
Page 145 and 146: LOOKING BACK TO SEE FORWARDMembers
Page 147 and 148: LOOKING BACK TO SEE FORWARDFigure 2
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Page 151 and 152: LOOKING BACK TO SEE FORWARD●●
Page 153 and 154: LOOKING BACK TO SEE FORWARDMPA core
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Page 159 and 160: ACHIEVING SUSTAINED SANITATION FOR
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Appendix AInstitutions that current
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Appendix BProcess designed forPLA P
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StepNo.7.ProcessAsk “Were users e
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ReferencesBernard, Russel H. (1995)
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Wijk, Christine van. (1998). ‘Gen
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Water and Sanitation ProgramWater S
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