Sustainability Planning and Monitoring

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FROM THEORY TO PRACTICEcarry out a study on poverty zones in Benin. Theassumption underlying this study was thatapplying the PADEAR strategy (which required afinancial contribution from the community withina fixed time) may end up excluding some of thepoorer communities. It was indeed noticed in thefirst PADEAR project that certain communities couldnot get the total amount of their contributionstogether on time. The question was: what othermechanisms and principles could the PADEAR testto assure that poor villages would not be excludedfrom participating in RWSS projects?The study (using selected MPA tools and MPAtrained extension workers for poverty profiling) wascarried out in 14 villages and a “poverty profile”was developed for each village. The next step wasfor several new approaches to be tested in thethree poorest villages to see what principles in thePADEAR strategy needed to be made more flexible,to insure that the poorest villages are not excludedfrom the PADEAR. The approaches looked atdifferent mechanisms to mobilize communitycontributions and also applied differentapproaches to social intermediation.PADEAR-GTZ/KFWThis is the second project that is testing the PADEARstrategy. An evaluation of this project was carriedout by the same team of extension workers usingselected MPA tools at community level. The samplefor this evaluation was quite small (six villages),and the systems had been working for one yearon average. Some interesting results anddifferences were seen when compared with thefirst PADEAR project.Figure 16Who had voice and choice in WSS project implementation, as perceived by women and menin the communityPercentage of decisions100%90%80%70%60%50%40%30%12314341313163231652109412223131320%78710%30%Who tookthe initiativeAccess toInformationTechnologychoiceDecision onlevelof serviceDecision onlocation of thewaterpointDecision onmake-up ofcommitteeDecision onO & MDecision onfinancing ofserviceDecision onwho should betrainedCommunity women and men Chief and power elite Chief alone Project staff106
FROM THEORY TO PRACTICE2. Key findings from thethree studiesCommunities had voice and choicein only some areas of projectdecisions●●Community voice was strong in the first stepsof the development of the projects such asproject initiation, levels of service, and howthe system was to be financed. The projectshad also tended to give information aboutthese choices to both women and men. In theserespects the projects had been quite demandresponsive(Figure 16).However, the community’s voice waned whendecisions were to be made concerning rolesand responsibilities in the water managementcommittee and training for operation andmaintenance. Project staff made most of thedecisions regarding who would get trained forwhat. This was apparent especially in the pilotproject and to a certain extent, is still the casein the GTZ/KFW project communities,although generally they fared better in termsof roles of men and women in watermanagement committees. The domination ofthe power elite was clearly visible in decidingthe location for water facilities.Capacity building for communitymanagement is bearing fruit●Progress on this was seen from one PADEARproject (IDA/DANIDA) to the next (GTZ/KFW).Water management committees were presentin all the villages participating in the projectand were trained in technical aspects,construction, small repairs, generalmanagement and leadership and hygiene. Thesecond project put an additional emphasis ontraining in financial management for moneymade from the water sales.●Progress in book keeping and budgeting wasclear from the assessments. Financialmanagement was particularly good in theGTZ/KFW project, where financial tools wereused in the management of the systems.Community management remainselite-dominated, and gender rolesin management remainstereotypical●●Gender and poverty issues presented someinteresting results for the IDA/DANIDA project.In all the 20 villages the position of thepresident was held by well-off men and thepersons responsible for hygiene were alwayswomen (both poor and wealthier).Access to training showed the same genderinequity. Men got almost all the training.Women received very little training and neveron aspects of decision making or control offinances. With regards to gender aspects, theGTZ/KFW project attempted to be moregender-sensitive by putting in place rules formore women gaining access to different typesof training. Nevertheless the key positions inthe committees assessed were still held by men.It was clear however that women in thesecommunities had more knowledge about themanagement issues of the water system ingeneral and we may hope that when womengain a more equal position with men onmanagement structures, this will lead togreater sustainability in the long run.Communities recognize and dealwith ”equity” problems in theirmidst, but within the householdwomen pay most of the cost of water●In all projects, the proportions of wealthierversus poorer was approximately the same inall the villages with on average 15-20 percent107
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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
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THE MPA IN ACTIONExperiences with t
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THE MPA IN ACTION5Organizing and In
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Box 22 Gender and poverty analysis
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ORGANIZING AND INTERPRETING THE DAT
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Page 111 and 112: DO PROJECT RULES PROMOTE SUSTAINABI
Page 121: FROM THEORY TO PRACTICEDANIDA began
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Page 129 and 130: ADDING ACCOUNTABILITY FOR GENDER EQ
Page 137 and 138: Table 2WSLIC 2: ADDING POVERTY ACCO
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Page 145 and 146: LOOKING BACK TO SEE FORWARDMembers
Page 147 and 148: LOOKING BACK TO SEE FORWARDFigure 2
Page 149 and 150: LOOKING BACK TO SEE FORWARDFigure 2
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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Page 165 and 166: Appendix AInstitutions that current
Page 167 and 168: Appendix BProcess designed forPLA P
Page 169 and 170: StepNo.7.ProcessAsk “Were users e
Page 171 and 172: 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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