Sustainability Planning and Monitoring

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FROM THEORY TO PRACTICE●Regarding poverty issues, it appeared thatequity was quite good in all the projects interms of access and in financial matters. Butthis may be more due to Benin’s culturaltraditions of helping neighbors than thestrategy’s principles.different groups have for wanting to install anduse latrines, and tailor messages accordingly.The problem is much the same with hygienepromotion, where the methods used were notadapted to the rural situation and the differentroles and responsibilities of women and men.●The PADEAR strategy enabled communities toget water supply services that they wanted andwere willing to pay for and maintain. To acertain extent, mechanisms were put in placeand tools developed for the water committeesto be able to manage their systems adequately.The PADEAR strategy needs toimprove its gender-sensitivity andsanitation promotion approach●●It was clear that the gender-sensitivity of thestrategy was weak. It became stronger as theproject staff received training in gender issuestoward the end of the pilot project as well asin the GTZ/KFW supported project.It is clear that the PADEAR strategy still needsto improve its approach to sanitation andhygiene. There is a strong belief that thesubsidy-free policy for sanitation is the wayforward for rural sanitation in Benin. Indeedthe problem is not so much the price of thelatrines, since they range from traditional typelatrines to VIP (Ventilated Improved Pit) latrines,and thus there is a range of prices available.In a study on the willingness to pay forlatrines, 36 traditional latrines were consideredaffordable to large segments of thecommunities interviewed. The challenge thatPADEAR faces is generating demand forlatrines. Much progress can be made bylearning what motives women and men in the3. Plans for the futureThe ongoing implementation of the PADEARprojects as well as the results of the MPA evaluationsand others have yielded many lessons for thecontinuation and adaptation of the strategy. TheGovernment of Benin and other stakeholders haveagreed that the PADEAR strategy is ready forfurther refinement. The lessons learnt from the MPAevaluations, especially concerning gender issues,demand-responsiveness, sanitation and hygiene,will be taken into account when reviewing andupdating the strategy.Particular focus will be put on giving all projectstaff (not only central level staff) training to look atgender and poverty issues in a cross-cutting wayas well as providing improved hygiene promotionmethods and tools.The strategy will also review how it can increasinglyput the community’s women and men at theforefront on decisions regarding the establishmentand the management of their WSS services.Regarding the continued use of the MPA in Benindiscussions are underway for the extension workersin the PADEAR projects to be trained in using theMPA tools for monitoring purposes. Thismonitoring would be incorporated into theirregular social intermediation program in thevillages and would not require additionalresources.36 Strassler, Dossou et Kinsiklounon, ‘La volonté de payer dans le domaine de l’eau et de l’assainissement-Une expérience au Bénin’, Helvetas - Bénin, Avril 2000.110
FROM THEORY TO PRACTICEAdding Accountability forGender Equity and Social InclusionLearning from the process of institutionalizing gender- and poverty-sensitivityin large scale Community-Driven Development (CDD) projects in IndonesiaNilanjana Mukherjee and Nina ShatifanPreambleHalf the population in Indonesia remainshighly vulnerable to poverty in this posteconomiccrisis period. It is evident that thepoor have not received a fair share of thebenefits of growth over the past three decades,when community development servicesremained low quality, excessively top-down andoften not matched to local demands. Localgovernance has often not been transparent orequitable, with the poorest people in generaland women in particular, having had little voiceor choice in developmental interventions. 37The water and sanitation sector in Indonesia hasuntil recently had a history of being construction–focused. Sector institutions still lack skills andpersonnel for socialdevelopment activities, arepredominantly male andtechnical in composition.Although genderawarenessexists atpolicymaking levels, alarge portion of theoperational staff is not yetconvinced that gender isan issue in projectperformance.This issue has becomemore complex with theadvent of decentralization.Now that development37 Indonesia; Constructing a New Strategy for Poverty Reduction, The World Bank, 2001;Mukherjee, Nilanjana, “ Indonesia - coping with vulnurability and crisis” in From Many Lands: Voices of thePoor vol. 3, World Bank, 2002.111
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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 153 and 154: LOOKING BACK TO SEE FORWARDMPA core
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Page 171 and 172: ReferencesBernard, Russel H. (1995)
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Water and Sanitation ProgramWater S
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